Background on the Board
Processes (to give confidence in the results)
Progress so far
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
Board members
Chair
8 x Director of Learning and Teaching
2 x Deans
Director of Quality Development
Director of Recruitment and Admissions
Registrar
Student representation (1 staff and 1 student)
Assistant registrar (also clerk)
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
Remit
To develop an overall strategy for learning and teaching
To monitor and evaluate the strategy
To enhance learning and teaching and disseminate best practice
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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)
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
Time scale
A 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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
Main business is strategy
2 current groups working on immediate issues
Recruitment and admissions
Retention
Day to day business
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
Heriot-Watt strategic plan
We 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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
Conflicts between the plans
None that are serious
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
LTB Process
1.Agree a vision for the University (in L&T)
2.Agree priorities to achieve that vision
3.Work out detailed plans with targets
4. Implement
Consultation at every stage
Continuing revisions to the strategy
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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)
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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)
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
To achieve that vision we have identified 4 strategic themes
1.How do we grow
2.Enhancing teaching and learning
3.Student issues
4. Institutional issues
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
1. How do we grow :
Part time students DL students
Wider access Overseas students
Flexible programmes Portfolio development
Marketing Recruitment
FE links
Exploiting the campus
Exploiting Scholar/IU
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
2. Enhancing teaching and learning:
Scholarship in teaching
Increasing efficiencies
Open learning
Links with research
Assessment
QAA/SHEFC
Support from IU or other computer based learning environments
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
3. Student issues :
Personal development
Ease of access
Improving feedback
Students as partners
Summer schools
Social environment
Employment and employability
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
4. Institutional issues :
Interdisciplinarity Avoiding duplication
Sharing best practice Coherence
Cooperation
Integrated information systems
School / support service links
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
Jan 2003 LTB processes (start again)
Feb 2003 Agree a shared vision
Mar 2003 Working groups on 4 themes
May 2003 Senate discussion
May 2003 School discussion
May 2003 Agreed objectives, targets, timescales for inclusion in the strategic plan
June 2003 Revised strategic plan
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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
Heriot-Watt University, Edinburgh, UK

Learning and Teaching Board
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

Heriot-Watt University, Edinburgh, UK