Operational Priorities

• To embed equality, diversity and inclusion within the Faculty
• In collaboration with the Student Insight team, consider and analyse markets to diversify the FSE student population
• Agree vision for future size and shape of the Faculty and undertake the Faculty restructure

Actions (to enable Operational Priorities)

• Undertake gap analysis for each discipline area for tariff entry based on 2019 and latest Guardian 2020 league tables. Combine with market insight where appropriate to identify marketing and recruitment campaigns
• Analyse the University Access and Participation Plan, due by April 2019, to identify targets by discipline area
• Identify Academic and PS leads to review Foundation Studies provision and align with WP, Gender Balance and Conversion priorities
• Review and refocus Scholarship funding to support priorities
• Use information from student insight team and international office to identify key diversification markets and develop direct entry marketing and recruitment campaigns
• Finalise list of programmes to be progressed through UMW and student number plans based on realistic development and implementation schedule
• Manage implementation of SLP solutions for Recruitment and Admissions activities including CRM
• Develop plans for SEERIH which aim to increase aspiration and attainment in Science and Engineering subjects within the Greater Manchester and other national priority areas

Operational Priorities

• Significantly improve key areas of teaching quality and student experience
• Continue to carry out a mock subject TEF exercise, review the outcomes of the subject TEF pilots and consider the impact and ramifications for FSE

Actions (to enable Operational Priorities)

• Implement key improvement initiatives at UG and PGT, focusing on the key teaching excellence metrics, as identified via the SEAPs process – measured by improving performance across all key metrics
• Develop and implement a schema for course unit information (CUI), plus a system to collect, verify and curate these for all course units in FSE, plus a process map for course unit lifecycle, from inception to wind-up
• Link course units together into programmes and verify alignment between ILOs between units and across years (towards meeting the graduate attributes) and develop a process for verifying alignment between ILOs and assessments in all course units
• Implement a system for analytic rubrics to aid feedback processes and deploy exam analytics and data visualisation in all FSE exam boards
• Implement a study hours and assessment volume framework to standardise the delivery of UG and PGT programmes across the Faculty – measured by improved NSS and HESA Non-Continuation. (i) Departmental norms for contact time and assessment load for all types of teaching (lecture courses, practical courses, projects) (ii) All lecture courses to fit within constraints of study hours template. (iii) Faculty norms for coursework: exam split and assessment lengths
• Develop written statements for Subject TEF – measured by having adequate statements ready for submission
• Develop a strategic approach to managing NSS messages to maximise the potential of the 19-20 NSS – measured by improved NSS response rates and performance
• Contribute to the Faculty’s ‘Behaviours’ Project relating to academic staff line management to improve how teaching is supported and managed from a line management perspective - measured by improved NSS

Operational Priorities

• Prepare and support staff to adapt and manage change proactively e.g via training and development activities

Actions (to enable Operational Priorities)

• Identify and mentor at least 10 staff for teaching awards
  • Identify at least 10 people to be put forward for Teaching Excellence awards and National Teaching Fellowships
  • Ensure these staff have mentors and are engaged with University level support for teaching awards
  • 20% of academic staff without fellowships registered on LEAP
    • Visit all School/Department boards to promote LEAP
    • Identify a LEAP Champion in each discipline
    • Ensure all line managers are informed about LEAP for P&DRs
    • Recruit LEAP mentors
    • Run LEAP workshops
    • Appoint a LEAP Faculty Academic Lead
    • Develop a programme of online and face-to face staff training and development in T&L for all academic staff, in particular for academic advisors
      • Run regular teaching focused seminars and workshops and use these to establish communities of practice
      • Develop an online site for training materials and an effective practice hub

Operational Priorities

• Significantly improve key areas of teaching quality and student experience

Actions (to enable Operational Priorities)

• Develop a strategic approach for Academic Advising across the Faculty – measured by improved NSS (especially Academic Support Qs 12-14), HESA Non-Continuation and Graduate Outcomes
• Develop a strategic approach for improving student Employability – measured by improved Graduate Outcomes metrics (GOS)
• Develop an integrated model for Employability that embeds activities within each school, blending expertise in the craft of employability (provided by the faculty) with domain-specific employability skills delivered within schools
• Procure and pilot a system for attendance monitoring, and develop a plan for more holistic engagement monitoring
• Co-create with academic and PS staff a set of fitness functions for timetabling, taking into account WP / inclusive learning. Refine the process of timetable creation
• Develop a vision for the Student Journey to create a personalised, adaptive and unifying model for the student experience, embodied as a coherent online visualisation
• Contribute to the design and vision of the future online learning environment, guided by our vision for the Course Unit Lifecycle and Student Journey
• Contribute to the development of the University's Inclusive Learning Vision and associated policies
• Work with UMSU to further expand Faculty Forum to increase student and staff engagement (topics include Timetabling, UCIL, survey policy)