Tim Goodhead

1
Tim Goodhead

• Faculty of Technology
• The future?

2
Four main areas to develop priorities from

• Teaching, Learning and Curriculum
• Research RAE, Research led KT, KT
• Partnerships
• Professionalism

3
Positive background

• Need to be positive about achievements of
  Technology
• Model that others should follow
• Need a spirit of optimism
• Currently a very well managed faculty in terms of
  administration
• Huge Opportunities with CE and EDM joining

4
Challenges

• Falling demand for some subject areas
• Maintaining purity of some subject areas
• Falling International Recruitment
• Negative budget
• Loss of research income
• Tension between professional strategy and
  University strategy
• Priority- cut costs or increase revenue?

5
Organisational opportunities

• Partnership Programme
• Learning Resource Centre
• Centre for Continuing Education Professional
  Development
• Better links with Portsmouth Business School and
  New Faculty - Creative Cultural Industries?
• SEEDA

6
Student Interface

• Could a new form of student interface be created?
• Centre for Continuing Education and Professional
  Development
• Technology Extended Campus
• Learning Resource Centre
• Partnership Scheme
• Tutor Centre?

7
Possible areas for expansion

• International recruitment
• Research led KT
• Applied subject areas
• With language courses
• Logistics
• Two year degrees??????
• Design
• Sustainable Design
• Credit rating CPD
• Widening Participation
• Maritime

8
Future Structure

• Keep Departments
• Informal School Structure?
• Informatics Computing
• Engineering
• EDM
• Need to keep subjects pulling in the same
  direction

9
Faculty Strategy

• The Faculty has strength in depth in terms of
  staff and I believe that the Faculty has a very
  strong future.
• The Faculty of Technology however will need to
  engage more of its staff in the curriculum
  development and knowledge transfer process as
  there are potentially some difficult times ahead.
  
• To do this creating a team approach will be
  critical working in line with, for example, the
  University Strategic Plan, Faculty Plan and
  guidance from the Strategic Planning Group.
• Cut the number of units offered by 20 to give
  more time for research and KT?
• Improve Student Perception and Experience?

10
The University Priority

• More flexible academic programmes in the face of
  intense competition from other providers.
• An academic programme that can rapidly react to
  change in the market place.
• It is likely that the University will have to
  accept a climate of change for almost an
  indefinite period to come.

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Faculty Priorities

• In terms of Faculty priorities, a series of key
  actions are emerging involving
• The need to engage more fully with teaching
  learning practice.
• The importance of distance learning and blended
  learning.
• The need for new flexible programmes to develop
• Income Generation,
• Skills Agenda,
• Stronger employer links.
• University Strategic Plan

12
Faculty of Technology

• The Ten Priorities

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Priority 1 Student Recruitment

• The faculty will face a difficult and uncertain
  future due to the decline in student applications
  in subjects such as computing and mathematics.
• This is currently being compounded by University
  falling demand in postgraduate areas and
  International recruitment.
• The future for Technology perhaps lies partly in
  the skills of the partnership programme and the
  distance learning capability of EDM in
  developing blended learning across the Faculty.
  More flexible academic programmes in the face of
  intense competition from other providers.
• Priority to develop an academic programme that
  can rapidly react to change in the market place.

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Priority 2 - To ensure excellent learning.

• The emergence of the HEA and its associated
  subject centres in a multidisciplinary faculty
  presents a major opportunity for the Faculty of
  Technology.
• Priority to develop a plan that improves league
  table provision.

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Priority 3 - To ensure progression rates,
retention and employment rates.

• Introduce new elective system.
• Develop a strategy link to the SEEDA agenda.
• Implement PDP into the curriculum
• Priority to develop more work based learning
  units in the curriculum.

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Priority 4 - Curriculum- attract under
represented groups.

• The key to flexibility is perhaps the development
  of open/distance learning packages to encourage
  part time provision and to widen access.
• Priority to develop an effective widening
  participation strategy particularly in
  engineering.

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Priority 5 - To provide leadership, economic,
cultural and sporting activities.

• The introduction of EDM and Civil Engineering
  offers further opportunities for regional and
  national linkages to the Faculty.
• Need for virtual schools to link good practice.
• Priority to form virtual Schools
• Engineering
• Computing, Maths and ICG
• Built and the Natural Environment.

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Priority 6 - To maintain and enhance national and
international quality research initiatives.

• This will create a dilemma for the faculty as one
  group of people may well push to continue towards
  RAE opportunities whilst another may push towards
  KT.
• Priority - the University strategic plan requires
  all staff to demonstrate commitment and
  professionalism and the concept of all staff
  contributing to one aim seems appropriate.

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Priority 7 - Cross Faculty Cooperation

• With the development of the new Creative and
  Cultural Faculty the role of the Faculty needs to
  change across the University and move away from
  direct control more towards being part of a
  corporate team.
• Priority help with development of new Faculty and
  develop links with the other Faculties.

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Priority 8 Staffing Strategy

• Traditional subject areas within the Faculty,
  such as Computing face a threat of declining
  recruitment.
• Other subject areas such as Engineering and
  Surveying that have been in decline face
  expansion.
• Priority - staffing strategy urgently required
  retirement opportunities?

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Priority 9 - Research Research led KT and KT

• The curriculum must be underpinned by research or
  KT.
• The two go hand in hand and both influence league
  tables. It is vital that these areas are
  expanded.
• Priority to develop a new Research and KT
  strategy that includes EDM and CE.

22
Priority 10 International Recruitment

• International Recruitment
• Need to court the Embassies
• Need to develop\links with feeder colleges
• Consider offering one year break years in the UK
• International recruitment - this is the most
  important short term priority.

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Some of the immediate issues involving the
departments!

• Curriculum, Electives, E Learning, Undergraduate
  Ambassadors, Employability, Experiential
  Learning, Volunteer Training, Enterprise Units,
  Learning Experience, E Learning, Blended
  Learning, Learning Contracts, Widening
  Participation, Access, Employability Strategy,
  Research and KT, Centre for Enterprise, Purple
  Door, Professionalism, Links with City FE Centre,
  Appraisals, I in P, HEA Membership,
  Infrastructure Improvements, Group wise, Learning
  Skills Development, Aim Higher, Lining with new
  Faculty, LLL, developing links with partners such
  as Southampton Solent Highbury.

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Need for Champions at Departmental Level

• Due to the complexity of these issues it would
  seem appropriate to develop ownership at
  departmental level.
• However these issues will have to be developed in
  the knowledge that there is a fairly major
  financial crisis on the horizon in terms of
  falling recruitment and International
  recruitment.
• The short-term solution would be to expand the
  activities of the Technology Extended Campus, the
  Partnership Programme, and the Distance Learning
  Courses.
• The long-term solution will be in appropriate
  curriculum development and KT.

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Summary

• The Faculty faces a challenging period
  irrespective of the restructuring decision.
• There is an urgency to develop a flexible
  academic programme linking across the University.
  
• Some organisational changes may have to be made
  to facilitate this.
• The challenge may not be so much working within
  the Faculty but working across Faculty
  boundaries.
• In order to develop new programmes underpinned by
  research /KT administrative loads need to be cut
  and the number of units delivered reduced.

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What is Technology?
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Do we need a new identity

• New Logo?