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Brunel Update

Brunel Update. Dave Snowden & Peter Hobson. Summary of School Audit. (Almost) all Heads of School interviewed Current MAW practices elicited Academic/student headcount data gathered Total teaching delivery estimated Some summary outcomes follow below. School Stats comparison.

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Brunel Update

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  1. Brunel Update Dave Snowden & Peter Hobson

  2. Summary of School Audit • (Almost) all Heads of School interviewed • Current MAW practices elicited • Academic/student headcount data gathered • Total teaching delivery estimated • Some summary outcomes follow below

  3. School Stats comparison

  4. Brunel Business School • Student ftes 2209 • Staff ftes 57.4 • Credit volume 2025 • SSR 38.5 • Cred/Staff 35.3 • Single system • Partial approach with reasonable consistency in allowances for management and research tasks – spreadsheet-based

  5. School of Arts • Student ftes 1100 • Staff ftes 51.2 • Credit volume 4380 • SSR 21.5 • Cred/Staff 85.5 • Moving from informal agreements to a more structured semi-formal partial approach. Historic variations across subject areas are being ironed out

  6. School of Engineering and Design • Student ftes 2697 • Staff ftes 104.5 • Credit volume 6995 • SSR 25.8 • Cred/Staff 66.9 • Multiple systems (three distinct subject areas which were historically independent departments). A partial semi-formal approach is used. Nominal T/R split is 60/40 across school

  7. School of Health and Social Care • Student ftes 1694 • Staff ftes 99.4 • Credit volume 3865 • SSR 17.0 • Cred/Staff 38.9 • Partial - Overall plan developed by subject leaders. Detailed work allocation done by thematic teams of ~4 members of staff • Special influence of CPD in this School

  8. School of Social Sciences • Student ftes 2367 • Staff ftes 89.2 • Credit volume 5075 • SSR 26.5 • Cred/Staff 56.9 • Multiple systems based on “departmental” subject area • Politics & History – informal • Psychology– partial but detailed model with rigorous allowances • Sociology – partial/informal • Anthropology - informal • Economics & Finance – partial but pressurised by large class sizes

  9. School of Sport and Education • Student ftes 1411 • Staff ftes 47.9 • Credit volume 2500 • SSR 29.5 • Cred/Staff 52.2 • Not yet audited

  10. School of Information Systems, Computing and Mathematics • Student ftes 1487 • Staff ftes 76.5 • Credit volume 2860 • SSR 19.4 • Cred/Staff 37.4 • Partial – two parallel “departmental” systems • Generally retreating from rigorous systems

  11. Brunel Law School • Student ftes 720 • Staff ftes 31.8 • Credit volume 1280 • SSR 22.6 • Cred/Staff 40.3 • Small School - single system • Partial approach with rigorous allowances for management, admin and some research activities

  12. MAW System Project • BBS identified as candidate School + SED? • Host system identified (SITS) • System is currently being specified • Funding initially from BBS – expected to be taken on by Brunel • Cost benefit to be presented to SMG shortly

  13. MAW System Project • Brunel Business School will manage the project • Based around an extension of the existing (SITS) student record system • Specified by BBS, SITS support services and validated by at least one other School (SED?) • Cost around £5,000 consultancy (Tribal software development) plus project staff time • Scheduled for rollout during Spring/Summer 2009

  14. MAW System HR database Existing SITS data: Modules Module leaders Assessments Class sizes Teaching patterns PhD students/supervisors Staff IDs Report generator Web interface Schools, HR etc Add weightings etc Manual input New SITS data: Co-teachers Markers Mgt Roles Gender, race, age, etc. Module teaching Module marking Management roles Research roles

  15. Forthcoming presentation to Senior Management Group • Purpose • To increase SMG awareness of our work • To set out the total costs and outcomes of the database project • To set out the benefits and “do nothing” risks • To gain agreement to formally transfer the non-pay costs of the MAW database project to a central area for “political” purposes

  16. Pro’s & Con’s of MAW systems • FOR: • Equality and transparency • Union buy-in • Mitigation of H&S risks • Current strategic plan commits us to it • Gives substantial cost savings (admin time) in early stages of the timetabling process • Likely to significantly improve timetabling data quality • Likely to significantly improve our ability to respond to TRAC developments

  17. Pro’s & Con’s of MAW systems • AGAINST: • Not prepared to act (therefore don’t analyse) • Not prepared to encourage/enforce change on Schools in the interests of achieving a coordinated/consistent approach • Costs 5k plus project team time

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