WHO ARE FALMOUTH ? ART, MEDIA, DESIGN & PERFORMANCE SPECIALIST RAPID GROWTH OVER LAST 10 YEARS

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WHO ARE FALMOUTH ? ART, MEDIA, DESIGN & PERFORMANCE SPECIALIST RAPID GROWTH OVER LAST 10 YEARS RESEARCH, INNOVATION & KNOWLEDGE EXCHANGE AMBITION. WORKLOAD ALLOCATION MODEL – WHERE DID IT BEGIN FOR FALMOUTH? NEW VC & CHIEF EXEC IN 2009 WIDESPREAD STUCTURAL CHANGES IDENTIFIED - PowerPoint PPT Presentation

Transcript of WHO ARE FALMOUTH ? ART, MEDIA, DESIGN & PERFORMANCE SPECIALIST RAPID GROWTH OVER LAST 10 YEARS

Page 1: WHO ARE FALMOUTH ? ART, MEDIA, DESIGN &  PERFORMANCE SPECIALIST RAPID GROWTH OVER LAST 10 YEARS
Page 2: WHO ARE FALMOUTH ? ART, MEDIA, DESIGN &  PERFORMANCE SPECIALIST RAPID GROWTH OVER LAST 10 YEARS

WHO ARE FALMOUTH ?

• ART, MEDIA, DESIGN & PERFORMANCE SPECIALIST

• RAPID GROWTH OVER LAST 10 YEARS

• RESEARCH, INNOVATION & KNOWLEDGE EXCHANGE AMBITION

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WORKLOAD ALLOCATION MODEL – WHERE DID IT BEGIN FOR FALMOUTH?

• NEW VC & CHIEF EXEC IN 2009

• WIDESPREAD STUCTURAL CHANGES IDENTIFIED

• RAPID IMPLEMENTATION PROGRAMME

• MODULAR COURSE FRAMEWORK ESTABLISHED

• PLANNED SIGNIFICANT INTEGRATED SYSTEMS SOLUTIONS INCLUDING

WAM LINKED TO TIMETABLING

Page 4: WHO ARE FALMOUTH ? ART, MEDIA, DESIGN &  PERFORMANCE SPECIALIST RAPID GROWTH OVER LAST 10 YEARS

WHAT MODEL DID FALMOUTH ESTABLISH?

• PRINCIPLES: EQUALITY, TRANSPARENCY & SUSTAINABILITY

• TIMETABLED CONTACT TEACHING/LEARNING HOURS ONLY – APPROX 2/3

OF TOTAL WORKLOAD

• RESOURCE LEVEL BY COURSE

• POST ‘92 ACADEMIC CONTRACT

• ROLE ‘ALLOWANCES’

• PROGRESSIVE IMPLEMENTATION

• MONITORING EFFECTIVENESS & FURTHER DEVELOPMENT

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HOW WAS IT RECEIVED?

• ACCEPTED PRINCIPLE OF SAFEGUARDING EQUITY BETWEEN INDIVIDUALS AND COURSES

• DETAILS NOT NEGOTIATED, EFFECTIVELY IMPOSED

• WHY NOT ENCOMPASSING ALL ACTIVITIES OF WORKLOAD?

• VIEWED AS COMPLETELY NEGATIVE, PRODUCING INEQUITIES & EXCESSIVE WORKLOADS –

OPPOSITE OF INTENTION

• CONSIDERABLE ILL FEELING, HIGH STRESS LEVELS AND LOW MORALE

• COLLECTIVE GRIEVANCE FROM UCU BRANCH

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PRINCIPAL WORKLOAD ACTIVITIES TO BE RECOGNISED

• CONTACT TEACHING, PREPARATION, MARKING & ASSESSMENT

• RESEARCH – INTERNALLY & EXTERNALLY FUNDED, ADMIN & MANAGEMENT

• SCHOLARSHIP

• ACADEMIC MANAGEMENT AND ADMINISTRATION

• STAFF MANAGEMENT

• GENERAL ACADEMIC DUTIES

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HOW HAS IT SINCE BEEN DEVELOPED?

• SOME LOCAL FLEXIBILITY IN IMPLEMENTATION

• CONNECTING TEACHING WITH TIMETABLING UNWORKABLE - NOW

DISENTANGLED

• ROLE ALLOWANCES NOW MANAGEMENT ALLOWANCES

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WHERE IS FALMOUTH NOW?

• COMMITTED TO WORKLOAD ALLOCATION MODEL IN PRINCIPLE

• NEW ACADEMIC STRUCTURE & SENIOR ACADEMIC MANAGERS

REQUIRING EFFECTIVE SUPPORT TOOLS

• VALIDATION OF COURSES AND INHERENT MODULE DELIVERY NOT

CONNECTED TO ACADEMIC STAFF RESOURCE ALLOCATION

• GROWING RESEARCH WORKLOAD NOT CONNECTED TO TEACHING

WORKLOAD BY INDIVIDUAL

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WHAT NEXT?

• EXTEND TO COVER ‘ALL’ ACTIVITIES UNDER CONSIDERATION?

• IMPROVE SOPHISTICATION OF WORKLOAD RECOGNITION & ALLOCATION?

• MOVE ON FROM SPREADHSEETS TO A BETTER SOLUTION – UWE WAMS?

BUT….

• WHAT QUESTION(S) IS FALMOUTH TRYING TO ANSWER?

• WHERE IS WORKLOAD ALLOCATION IN THE PRIORITISED LIST OF ‘THINGS TO DO’?