heriot-watt university, edinburgh, uk learning and teaching board background on the board processes...

Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board

Background on the Board

Processes (to give confidence in the results)

Progress so far



Board membersChair8 x Director of Learning and Teaching2 x DeansDirector of Quality DevelopmentDirector of Recruitment and AdmissionsRegistrarStudent representation (1 staff and 1 student)Assistant registrar (also clerk)



RemitTo develop an overall strategy for learning and teaching

To monitor and evaluate the strategy

To enhance learning and teaching and disseminate best practice



The reason we need a strategy is to determine how to get from where we are to where we want to be

We are not where we want to be (external environment keeps changing)



A strategy has• A process of creation• A critical assessment of the context and culture• Curriculum • Learning, teaching and assessment practice• Quality assurance• Quality enhancement and infrastructure

change• A clear set of goals and targets• Monitoring, implementation and evaluation

HEFCE



Method 1: A senior manager sets the strategic plan and implements it. This tends not to be successful

Method 2: A learning and teaching board develops a plan in consultation with the schools/ departments on a shared strategy. This approach has a high success rate

HEFCE

We are adopting method 2



Time scaleA strategic plan will undergo several revisions

Implementation will take several years

We plan to update the strategic plan in June but details will take longer to fully work out



Main business is strategy

2 current groups working on immediate issues

Recruitment and admissionsRetention

Day to day business



Heriot-Watt strategic planWe have an existing University strategic plan with targets and objectives written largely without consultation

We have School strategic plans with targets and objectives written largely without reference to the University strategic plan



The University Strategic plan suggests an underlying vision of a strong technical base providing support for global distance learning delivery. (3 of the key objectives are for activities now undertaken by IU)

The School plans suggest an underlying vision of a strongly focused university providing a range of excellent courses by a variety of methods to a wide range of students



Conflicts between the plans

None that are serious



Gaps between the plans

Nothing on developing and enhancing traditional teaching

Nothing on making HW more attractive for conventional students and non-traditional students

Nothing on providing a learning infrastructure



Interactive University• Strategic plan well developed (clear goals

and implementation)• Several operational difficulties

• IU has not been able to identify any new commercially viable programmes in HW

• No school is pressing for inclusion in IU portfolio



LTB Process1.Agree a vision for the University (in L&T)2.Agree priorities to achieve that vision3.Work out detailed plans with targets4.Implement

Consultation at every stageContinuing revisions to the strategy



Shared vision

• Independent and financially secure (grow)• Increased prestige (move up league table)• Strong specialist subject focus

(differentiation) but supporting a wide range of less specialist courses

• Excellence in teaching and innovative teaching (differentiation)



Shared vision

• Scholarship in teaching (enhancement)• Wider access and more flexible delivery

leading to greater efficiency• Meet student aspirations (pre-awareness to

employment)• Enhanced learning environment (virtual

environment, IT, library careers advice etc)



To achieve that vision we have identified 4 strategic themes

1.How do we grow2.Enhancing teaching and learning3.Student issues4.Institutional issues



1. How do we grow :

Part time students DL studentsWider access Overseas students

Flexible programmes Portfolio developmentMarketing RecruitmentFE links Exploiting Scholar/IUExploiting the campus



2. Enhancing teaching and learning:

Scholarship in teaching Links with research

Increasing efficiencies AssessmentOpen learning QAA/SHEFCSupport from IU or other computer based

learning environments



3. Student issues :

Personal development Students as partners

Ease of access Summer schoolsImproving feedback Social

environmentEmployment and employability



4. Institutional issues :

Interdisciplinarity Avoiding duplication

Sharing best practice CoherenceCooperationIntegrated information systemsSchool / support service links



The LTB has 4 working groups to report in time to update the Strategic plan in June

The strategy will be refined throughout 2003/04 with consultation, evaluation and revision



Jan 2003 LTB processes (start again)Feb 2003 Agree a shared visionMar 2003 Working groups on 4 themesMay 2003 Senate discussionMay 2003 School discussionMay 2003 Agreed objectives, targets,

timescales for inclusion in the strategic plan

June 2003Revised strategic plan



From May 2003• Refine the strategy adding more detail• Integrate the strategic plans of schools• Integrate the plans of recruitment and

admissions, library, careers office and other support services

• Set up working groups to agree implementation

• Monitor the evolving strategy



From Oct 2003• Longer time horizon (beyond 2 years)• Greater awareness of external influences• Examine larger issues (School of art and

design)• Integration with other strategies (research,

estate, financial)• Fill in detail (equal opportunities, timetable

issues)

heriot-watt university, edinburgh, uk learning and teaching board background on the board processes...

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