Current agendas that seek to promote “widening participation” and the development of skilled as well as knowledgeable graduates mean that universities need to take a step back to re-examine and challenge traditional curriculum design and delivery models. This paper explores the current landscape and requirements such as modularisation, credits, learning outcomes and levels and how those support and/or constrain curriculum design and delivery that engages and develops students who come from backgrounds that are mixed in terms of previous educational experience, socio-economic class and cultural heritage. The central theme is to challenge perceptions that certain approaches to curriculum design and delivery are not possible because of these requirements.
In this session we welcomed first time visitors to the AUA conference. This was an ideal opportunity to network with other newcomers, see what’s in store for the two days, and find out how to get the most out of the conference.
In this session we welcomed first time visitors to the AUA conference. This was an ideal opportunity to network with other newcomers, see what’s in store for the two days, and find out how to get the most out of the conference.
Professor Helen Marshall, Vice-Chancellor of University of Salford, delivered a keynote focused on delivering a better support of widening participation in Universities. Current agendas that seek to promote “widening participation” and the development of skilled as well as knowledgeable graduates mean that universities need to take a step back to re-examine and challenge traditional curriculum design and delivery models. This paper explores the current landscape and requirements such as modularisation, credits, learning outcomes and levels and how those support and/or constrain curriculum design and delivery that engages and develops students who come from backgrounds that are mixed in terms of previous educational experience, socio-economic class and cultural heritage. The central theme is to challenge perceptions that certain approaches to curriculum design and delivery are not possible because of these requirements.
-Overview of St Andrews and the case for change
-The wider context of improvement
Changing the business
Definitions and methods
-Daily kaizen
Kaizen theory
Daily kaizen tools
Visual management
Daily huddle
Universe of work
Engage with the ongoing quality assessment debate at national level, building on an understanding of core principles in quality management and with due reference to the interests of those with a stake in HE quality
This will be an interactive workshop covering the themes of transformation and change management in the context of a project to design and build and move in to a new home for the School of Mathematics Statistics and Actuarial Science at the University of Kent. The session will cover multiple aspects of the project from planning, through design to realisation and will draw on the experiences of the School Administration Manager tasked with representing the School and the University Head of Space Management tasked with implementing the change. A. Design and Planning The participants will be split into groups of 5-6 people. In undertaking this participants will be asked to:
(i) undertake “blue sky thinking” about creative use of space and how this can provide an opportunity to review current practices.
(ii) consider the stakeholders, who what and why?
(iii) consider impact on and benefits for end users.
(iv) explore what could be achieved by considering different ways of working within spaces.
Groups will be asked to prioritise their example list and share it and their reasoning with the wider audience. Examples of how this process was undertaken at University of Kent will then be discussed to illustrate the process and thinking that went into designing a new facility to house an academic school. B. Negotiation and Realisation: This part of the session will focus on the process of change management. Groups will be asked to consider how they would plan to implement their changes. Anticipating issues and possible blocks to progress and how these might be overcome. We will think about the impact of these reductions and compromises on the original design. This will touch on managing expectations of stakeholders and end users and taking staff through a process of change. Again this part of the session will be finished with reference to the case study at Kent and discussion of some of the issues encountered at Kent. In particular we will highlight how the design and initial concept changed when reality started to bite (budgetary constraints, attitudes to work and the necessary compromises involved) and how these challenges can be overcome to enhance the final product.
The University of Oxford recently piloted Lean as a structured, participative approach to change. Lean was chosen because its foci on customer value and reduction of waste matched the Academic Administration Division’s (AAD) requirement for a methodology which would engage staff and release resource capacity by reducing wasted effort. SUMS Consulting was asked to introduce Lean concepts to the Academic Administration Division at the University and to facilitate a number of Lean workshops focusing on processes related to student fees and funding. This presentation will bring together three perspectives on Lean. Firstly, the academic background to the methodology and how it has been used in other sectors. Secondly, the Oxford experience and how it has changed Oxford’s approach to change in its academic administration. Lastly, a wider sector experience of Lean and similar methodologies.
12 years’ experience of adjudicating on complaints from students across the HE sector has provided the OIA with a unique perspective on how students’ complaints have changed during a time of rapid change in the sector; and how HE Providers’ procedures and approaches have evolved in order to address them. This session will inform participants of current trends and emerging themes in the complaints which students bring to the OIA. The impact of the OIA’s Good Practice Framework will be assessed. We will set out how it has been, and continues to be developed since its initial publication in December 2014 and in light of the expansion of the sector and of OIA membership. The session will use case studies and will give delegates an opportunity to discuss examples of good practice and challenges faced when dealing with complaints and appeals, with particular reference to embedding good practice and to emerging trends.
Learn more about differing models of two year degrees
•
Discuss and debate some of the wider issues around the model
•
Think about the implications of the structure on your own job
•
Consider which of the professional behaviours you think are most needed in the structure
This proposal will explore:
• How does blended learning enable personalized learning?
• How does blended learning change instructional design?
• How does blended learning enable student co-design?
• A Blended Learning Project Design?
Professor Helen Marshall, Vice-Chancellor of University of Salford, delivered a keynote focused on delivering a better support of widening participation in Universities. Current agendas that seek to promote “widening participation” and the development of skilled as well as knowledgeable graduates mean that universities need to take a step back to re-examine and challenge traditional curriculum design and delivery models. This paper explores the current landscape and requirements such as modularisation, credits, learning outcomes and levels and how those support and/or constrain curriculum design and delivery that engages and develops students who come from backgrounds that are mixed in terms of previous educational experience, socio-economic class and cultural heritage. The central theme is to challenge perceptions that certain approaches to curriculum design and delivery are not possible because of these requirements.
-Overview of St Andrews and the case for change
-The wider context of improvement
Changing the business
Definitions and methods
-Daily kaizen
Kaizen theory
Daily kaizen tools
Visual management
Daily huddle
Universe of work
Engage with the ongoing quality assessment debate at national level, building on an understanding of core principles in quality management and with due reference to the interests of those with a stake in HE quality
This will be an interactive workshop covering the themes of transformation and change management in the context of a project to design and build and move in to a new home for the School of Mathematics Statistics and Actuarial Science at the University of Kent. The session will cover multiple aspects of the project from planning, through design to realisation and will draw on the experiences of the School Administration Manager tasked with representing the School and the University Head of Space Management tasked with implementing the change. A. Design and Planning The participants will be split into groups of 5-6 people. In undertaking this participants will be asked to:
(i) undertake “blue sky thinking” about creative use of space and how this can provide an opportunity to review current practices.
(ii) consider the stakeholders, who what and why?
(iii) consider impact on and benefits for end users.
(iv) explore what could be achieved by considering different ways of working within spaces.
Groups will be asked to prioritise their example list and share it and their reasoning with the wider audience. Examples of how this process was undertaken at University of Kent will then be discussed to illustrate the process and thinking that went into designing a new facility to house an academic school. B. Negotiation and Realisation: This part of the session will focus on the process of change management. Groups will be asked to consider how they would plan to implement their changes. Anticipating issues and possible blocks to progress and how these might be overcome. We will think about the impact of these reductions and compromises on the original design. This will touch on managing expectations of stakeholders and end users and taking staff through a process of change. Again this part of the session will be finished with reference to the case study at Kent and discussion of some of the issues encountered at Kent. In particular we will highlight how the design and initial concept changed when reality started to bite (budgetary constraints, attitudes to work and the necessary compromises involved) and how these challenges can be overcome to enhance the final product.
The University of Oxford recently piloted Lean as a structured, participative approach to change. Lean was chosen because its foci on customer value and reduction of waste matched the Academic Administration Division’s (AAD) requirement for a methodology which would engage staff and release resource capacity by reducing wasted effort. SUMS Consulting was asked to introduce Lean concepts to the Academic Administration Division at the University and to facilitate a number of Lean workshops focusing on processes related to student fees and funding. This presentation will bring together three perspectives on Lean. Firstly, the academic background to the methodology and how it has been used in other sectors. Secondly, the Oxford experience and how it has changed Oxford’s approach to change in its academic administration. Lastly, a wider sector experience of Lean and similar methodologies.
12 years’ experience of adjudicating on complaints from students across the HE sector has provided the OIA with a unique perspective on how students’ complaints have changed during a time of rapid change in the sector; and how HE Providers’ procedures and approaches have evolved in order to address them. This session will inform participants of current trends and emerging themes in the complaints which students bring to the OIA. The impact of the OIA’s Good Practice Framework will be assessed. We will set out how it has been, and continues to be developed since its initial publication in December 2014 and in light of the expansion of the sector and of OIA membership. The session will use case studies and will give delegates an opportunity to discuss examples of good practice and challenges faced when dealing with complaints and appeals, with particular reference to embedding good practice and to emerging trends.
Learn more about differing models of two year degrees
•
Discuss and debate some of the wider issues around the model
•
Think about the implications of the structure on your own job
•
Consider which of the professional behaviours you think are most needed in the structure
This proposal will explore:
• How does blended learning enable personalized learning?
• How does blended learning change instructional design?
• How does blended learning enable student co-design?
• A Blended Learning Project Design?
Foundations for sustaining learning-centered practicesStephen C. Ehrmann
Learning-centered practices such as learning communities, capstone courses, studio courses, ePortfolio initiatives and service learning have remained at the margins, sparkling and fading over the years. In addition to developing such practices directly, institutions of higher education need also to promote conditions that will allow learning-centered education to flourish and become the new normal. This presentation at the 2015 Lilly Conference in Bethesda MD outlined seven such foundations, ranging from specific kinds of leadership to specific kinds of support services. The session, lasting 75 minutes, was highly interactive and the slides include some notes taken during the session, in blue.
This presentation suggests various curriculum development models. This presentation was utilized by me when I acted as a Resource Person for the workshop organized by Center for Educational Research, Madurai Kamaraj University, India, at V.V.V.College for Women (Autonomous)
Flipped learning occurs when key learning materials are provided for study and review outside the traditional classroom environment, through audio, video, screen casts, online forums or reading.
1. National context –are we making our mark?
• The UK National Strategy and Target for Outward Student Mobility
•International context: mobility rates by country
2. Research:
• A picture of participation (who, what, where?)
• Widening participation in outward mobility (findings and current practice)
• The value of outward student mobility: UUKi’sGone International cohort studies
3. The Go International: Stand Out campaign
• activities and how to get involved
The lessons learnt through a critical investigation of professional development and career progression for professional services staff and its significance to Strategic HRM: A Case Study at Keele University
Cross departmental effectiveness to improve the student experience: case study – Louise Medlam (Academic Registrar) and Lynn Jones (Deputy Academic Register) – Glyndwr University
AUA Mark of Excellence information session from Amanda Shilton Godwin AUA – including LJMU’s reflections of going for the MoE; John Trantom (Leadership and Development Adviser), LJMU
Professor Brad Mackay explores some of the critical uncertainties posed by Brexit and how they might shape the international competitiveness of the sector in the future.
Dr O’Halloran shares with the network a range of initiatives at the University of Strathclyde, designed to enhance the experience of under-represented groups and demonstrate the University’s core values.
Whether it’s for a job interview, in a team meeting or at the AUA conference, the chances are that you will need to give a presentation at some point in your career. Finding the presentation style that suits you will help you go from death by PowerPoint to creating engaging and memorable sessions for any audience.
Chance and fate in making the connections that ignite the creative spark. At one time or other we all will call on inspiration, support and/or ‘reality checks’ from others with a different perspective, or perhaps wish we had done in hindsight! Some thoughts on how this can happen and how we might help develop an environment to increase the chances of it happening.
We have all been told about the benefits of building a network of contacts, but what can you do if you don’t like ‘networking’? In this talk I will show how I used social media and external organisations to build up my list of contacts and gain a good reputation in HE for my work in data management.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Helen Marshall - Challenging traditional program design and delivery to better support widening participation students
1. “Challenging traditional program
design and delivery to better support
widening participation”.
Professor Helen Marshall
Vice-Chancellor
University of Salford
2. Our goal at Salford is to:
“ Design programs and develop our staff to
provide students with education experiences
that allows all students to achieve to the best of
their ability regardless of their background or
prior educational attainment”
3. Challenges
• Diverse range of students – one curriculum
• Staff base with a different experience at University
and some years experience in designing and
delivering the curriculum in a certain way.
• ‘Somebody else’s problem’
• Misconceptions regarding QAA requirements
• Deficit model approach
4. Possible approaches to curriculum design that
incorporates learning skills within the overall student
offer.
Three broad approaches exist:
i. Separate
ii. Semi-integrated
iii. Integrated
5. Separate
• The support is provided separately usually by non-faculty based staff
• Participation is often voluntary and sits outside the specified
curriculum
• These arrangements can provide focused safe space for the students
• The usage data can be tracked against course performance data
• This approach tends to use a deficit model – assumes these students
require special attention
• Places extra, non-credit bearing work on students who may be already
struggling with their workload
• We find it is sometimes the ‘worried well’ who access these services
• Some students may also feel stigmatised
6. Semi-integrated
• Provision is credit-bearing/ recognised and part of the specified
curriculum design
• Skills are integrated with subject content at different levels of the
program in some modules
• All students undertake the same sessions
• Working and learning practices and academic content are
aligned
• No additional workload
• Scaled back additional separate and targeted support available
to provide safe space
7. Fully integrated
• This is a similar approach to the semi-integrated approach but
there is a balance of skills and knowledge built into every
module. The skills development builds by level.
8. Salford’s Journey so far…
Our approach has been step by step moving from the
separate to the semi-integrated approach as a baseline. Some
examples of full integration are now occurring.
Challenges are:
• Staff development and preconceptions/ habitual practices
• Professional body requirements – Myth ‘v’ Reality
• QAA requirements - Myth ‘v’ Reality
• Content ‘v’ Skills
• Developing a fully Inclusive and targeted approach through
joined up data and processes
9. Examples of what we have done…
Separate learning skills support – Skills for Learning
from the Library
10. Examples of what we have done
Semi-integrated – Learning support for Nurses
12. The challenges ahead…
• Providing a targeted, multi-layered learning skills environment which
focuses on full integration, and uses separation and semi-integration as an
effective triage – one size does not fit all.
• Changing hearts and mind/ overcoming prejudices/ habitual practices/ old
fashioned conceptions of the ‘job’ of an academic – it’s a new world of
fluidity, agility and responsiveness
• Integrating digital fluency and blended delivery into all areas of learning
skills service – there is an incfreasing expectation that all services are
available in digital and blended forms
• Ensuring we join up data from this work to help inform and influence our
wider learning environment and encourage positive behaviours in students
through learning analytics and intelligent service provision – the key is
personalisation of experience
Editor's Notes
What I am going to focus on today is how we might meet the challenges related to program design and delivery to address more effectively the broader range of students that enter HE in 2017.
I want to stress that we at Salford are very much on a journey with this agenda but we are proud of our WP record but also conscious of our responsibilities to only admit students from these backgrounds but also to ensure they graduate.
This is our goal. A couple of points need to be stressed:
In the 1980’s participation was around 12%. Over 90% of these came from more traditional backgrounds and were likely to have close relatives and friends who had been to Uni and studied via an A-level route.
Today, participation is around 50% with a far more diverse and richer section of society attending Uni with much more diverse prior educational experience.
This slide looks at the challenges we have identified and focussed on at Salford.
Questions from staff who are willing and want to engage with the student body but who often become frustrated with university curriculum frameworks and models that set a direction of travel which is still tuned in to students from more traditional backgrounds. Couple this with professional body views and requirements ad it’s a difficult landscape to navigate.
Go through a couple of points to expand on each one of these
Need to emphasise this is our experience. Different universities, different student populations will need to examine the range of approaches possible and choose the best way forward for them.
These models examine practice in terms of how learner and learning development opportunities and support are designed by the University to sit in or alongside the curriculum.
We have done some work to analyse the pros and cons of each of the possible ways of designing the curriculum so that all students reach a threshold of learning skills and behaviours that enables them to succeed. Students will be at different stages when they start at the University. However, it is fair to say they all require some level of adaptation to study at University.
So how do we design something that allows everyone to potentially succeed and some to excel?
The approach we have taken in the initial phase of looking at our curriculum is to look at the positives and negatives of different ways of doing this to build a model around the positives and reduce the negatives as far as possible.
Separate we have found has far more negatives than positives.
Semi-integrated approach
Skills – we do it already with research methods for final year dissertation/project students.
Fully-integrated approach
Evidence suggests that students who benefit most are above average at entry in tariff terms.
Skills for learning website run by the library – very popular with studnts seeking generic background support and quick tutorials on general learning FAQs, but it is not targeted. Generic in scope which is both useful, and a turn off for those requiring discipline-specific help.
All nurses have to pass this basic arithmetic competency test. They can take it as many times as they like – it forms part of a module and so it built into a credit bearing structure. However, there is further learning skills support sitting outside core curriculum for those students struggling with this competency.
School of Arts and Media – Journalism and Broadcast
CSE
School of Business
In each of these instances, the focus for the student actually stops being on the acquistition of these skills as a separate point of focus. Instead they focus on the actual task at hand – namely the end benefit of the programme of study. the Learning skills gained are acknowledged through reflective engagement in real world learning, with these skills being achieved/ mastered as a result of their appropriate application to the real world, active and collaborative learning environment/ task at hand. In these instances, learning skills are fully embedded as a means to an end, instead of a separate, or semi integrated end in themselves; they become productively invisible, except in deliberate reflection.