Principles in Patterns (PiP) : Evaluation of Impact on Business Processes

The innovation and development work conducted under the auspices of the Principles in Patterns (PiP) project is intended to explore and develop new technology-supported approaches to curriculum design, approval and review. An integral component of this innovation is the use of business process analysis and process change techniques - and their instantiation within the C-CAP system (Class and Course Approval Pilot) - in order to improve the efficacy of curriculum approval processes. Improvements to approval process responsiveness and overall process efficacy can assist institutions in better reviewing or updating curriculum designs to enhance pedagogy. Such improvements also assume a greater significance in a globalised HE environment, in which institutions must adapt or create curricula quickly in order to better reflect rapidly changing academic contexts, as well as better responding to the demands of employment marketplaces and the expectations of professional bodies. This is increasingly an issue for disciplines within the sciences and engineering, where new skills or knowledge need to be rapidly embedded in curricula as a response to emerging technological or environmental developments. All of the aforementioned must also be achieved while simultaneously maintaining high standards of academic quality, thus adding a further layer of complexity to the way in which HE institutions engage in "responsive curriculum design" and approval. This strand of the PiP evaluation therefore entails an analysis of the business process techniques used by PiP, their efficacy, and the impact of process changes on the curriculum approval process, as instantiated by C-CAP. More generally the evaluation is a contribution towards a wider understanding of technology-supported process improvement initiatives within curriculum approval and their potential to render such processes more transparent, efficient and effective. Partly owing to limitations in the data required to facilitate comparative analyses, this evaluation adopts a mixed approach, making use of qualitative and quantitative methods as well as theoretical techniques. These approaches combined enable a comparative evaluation of the curriculum approval process under the "new state" (i.e. using C-CAP) and under the "previous state". This report summarises the methodology used to enable comparative evaluation and presents an analysis and discussion of the results. As the report will explain, the impact of C-CAP and its ability to support improvements in process and document management has resulted in the resolution of numerous process failings. C-CAP has also demonstrated potential for improvements in approval process cycle time, process reliability, process visibility, process automation, process parallelism and a reduction in transition delays within the approval process, thus contributing to considerable process efficiencies; although it is acknowledged that enhancements and redesign may be required to take advantage of C-CAP's potential. Other aspects pertaining to C-CAP's impact on process change, improvements to document management and the curation of curriculum designs will also be discussed

Lessons in curriculum design and institutional change

Curriculum design and development can be undertaken either as a small or larger scale activity but is often within one or two faculty or school areas. Two projects that the presenters are involved in have been institution wide activities. This has meant that the scale of the projects is large but also diverse and leading to the need for change of both practice and culture. One of the projects which is funded by JISC on curriculum design has been focused on exploring the values and principles staff use when developing their curriculum and the models or frameworks used to support the development. This has been to identify if there are several approaches used within the institution or some key areas that all use. There has also been a desire to explore how staff would like this process to be undertaken and what support could be provided. The other project has been to undertake a review of our virtual learning environment and using stakeholder views and requirements introduce a new strategic learning environment (SLE). The project has then examined the development of using this SLE over the first year and through pilots has looked at how staff have found this change and what support they have required. Through both these projects there has been some pitfalls, challenges and opportunities which the presenters believe can provide some lessons for others. Some of pitfalls, challenges and opportunities were expected but others could not have been predicted. Sharing these lessons will enable some tips to be given on how to avoid some of the issues that occurred for us. During the presentation there will be an opportunity for the audience to consider how the lessons and tips may be useful to them but also to ask us questions

Improving School Leadership: The Promise of Cohesive Leadership Systems

Describes Wallace grantees' work to create a cohesive leadership system of coordinated policies between states and districts and across state agencies, states' and districts' efforts to forge cohesive policies, and the impact on instructional leadership

What lessons can be transferred to higher education learning landscapes from the leadership, governance and management processes of school design projects?

This review reports experiences from the schools sector in involving stakeholders in the processes of managing school building design. Its aim was to see if any of this could offer guidance for higher education as their learning landscapes are reconceptualised. School architects and designers have gradually accepted grater stakeholder involvement especially from pupils and to a lesser extent from teachers and many innovative ways have been found to make their participation authentic. These could be adapted in higher education together with teacher education in new pedagogies and better liaison with governors

Blowing Open the Bottleneck: Designing New Approaches to Increase Nurse Education Capacity

Outlines the challenges of expanding the nurse education capacity to meet nursing shortages. Explores strategies such as partnerships among stakeholders, faculty development, revised curricula, and policy and regulatory advocacy, and offers case studies

Planning for Change While Changing the Plan: A Case Study of Staff Perceptions of an Elementary ELL Program Redesign

This study shows how I, the leader, conceptualized and implemented a program redesign over the course of two years (2009-11). At the time of this study I was faced with multiple factors which led to the inspiration for change: (a) the relatively rapid increase in the number of students needing ELL services, (b) a growing teacher concern for ELLs performing in the core academic areas, and (c) greater emphasis on improving level of English proficiency and overall academic performance for placement purposes in the ELL program and in the regular education class, and (d) the change of exit criteria in January 2010 by the state for ELL students. The purpose of this research study was to assess how administrators and teachers in an elementary school perceived the first two years of a new ELL program at Wiley from conceptualization to implementation. In order to answer the exact questions of inquiry identified in the following chapters, I gathered a team of five staff members who would review and assist with this complex change process. I chose to use a case study methodology approach that focused on the change process experienced by the district while conceptualizing and implementing a program redesign for ELLs. I gathered data through the use of surveys, interviews, and artifacts to draw my conclusions. Overall, staff appreciated the awareness and identification of the issue of the changing ELL population and setting a plan to address the concerns. However, because this study was based on a two year process, the findings indicated a need for more time to address the entire process. More time would be used to create a culture of collaboration for staff and schedule additional time to fully implement a three- to five-year redesign plan

Navigating the Shift to Intensive Principal Preparation in Illinois: An In-depth Look at Stakeholder Perspectives

This report from the Illinois Education Research Council (IERC) at Southern Illinois University Edwardsville, in partnership with the University of Chicago Consortium on School Research (UChicago Consortium), assesses the progress of sweeping legislation to redesign the way school principals in Illinois are prepared, with the goal of improving schools statewide through higher quality leadership. The report summarizes findings from a two-year study assessing the progress of these ambitious reforms and describing the changes that occurred as a result of the new policy.https://spark.siue.edu/ierc_pub/1000/thumbnail.jp

Partnering in Principal Preparation Program Redesign

Research findings have identified the importance of university/district partnerships in the preparation of principals along with points of dissatisfaction of traditional preparation programs outcomes. While change had and was occurring in some programs, impactful change in the quality of programs and program completers must involve all stakeholders including partnering districts and state agencies in the redesign of preparation programs. This paper examines the local and state context as foundational to the redesign process and the engagement of one university’s use of Wallace Foundation funds to engage area school districts and the state Professional Standards Board in the re-envisioning of its principal preparation program

Unlocking medical leadership’s potential:a multilevel virtuous circle?

Background and aim: Medical leadership (ML) has been introduced in many countries, promising to support healthcare services improvement and help further system reform through effective leadership behaviours. Despite some evidence of its success, such lofty promises remain unfulfilled. Method: Couched in extant international literature, this paper provides a conceptual framework to analyse ML's potential in the context of healthcare's complex, multifaceted setting. Results: We identify four interrelated levels of analysis, or domains, that influence ML's potential to transform healthcare delivery. These are the healthcare ecosystem domain, the professional domain, the organisational domain and the individual doctor domain. We discuss the tensions between the various actors working in and across these domains and argue that greater multilevel and multistakeholder collaborative working in healthcare is necessary to reprofessionalise and transform healthcare ecosystems