Supporting Coordinators of Large Units An Integrated, Team Approach - The OK Caral Model – From Peru’s Sandy Caral To Academe’s Stony Walls - Collaboration for Professional Development is OK!

In 2001, the Queensland University of Technology (QUT) Teaching and Learning Committee approved funding for a professional development program for Coordinators of Large Units (CLU) for 2002. This program is jointly facilitated by the Human Resources Department (HR) and Teaching and Learning Support Services (TALSS). The program is unique in both its focus and the way it has harnessed the distinct development responsibilities of two departments – HR for development in management and leadership and TALSS for development in teaching and learning. The CLU program facilitation team comprises two staff members from each Department along with joint administrative support. The focus of the CLU program is twofold: a) to support CLUs as a staff cohort with unique and specific needs and b) to acknowledge and make visible the systemic issues associated with teaching large groups of students

Leading sustainable improvement in university teaching and learning : Lessons from the sector

Overall, the investigation found that universities that wish to improve the quality of teaching and learning should take an approach that aims to be: collaborative and developmental; embedded; sustainable; and focused on enabling innovation and enhancement. The seven interlinked insights characteristic of sustainable, positive change in teaching and learning in Australian universities are as follows. 1. Efforts to improve the quality of teaching and learning are aligned with the strategic direction of the university The evidence indicates that efforts to improve the quality of teaching and learning within an institution should be aligned with the strategic direction of the university. While this might seem self evident, the findings indicate that there are sometimes tensions between overall institutional priorities and efforts to enhance the quality of teaching and learning. Careful strategic thinking can ensure efforts to enhance teaching and learning provide a means through which universities can enact aspects of their strategic plans. 2. Senior executives support teaching and learning enhancement, and resources for those improvements are allocated as part of the universityʼs planning and budget cycle The study found that embedding and sustaining good teaching and learning practice requires high-level support within an institution. In addition to providing stable representation and championing of teaching and learning, effective support was found to also incorporate institutional investment in the form of funding and resourcing positions and initiatives. It was found that sustainability relies on institutional funding that ensured ongoing impetus for, and successful work in, enhancing teaching and learning. 3. Staff workload allocations allow time for innovation, enhancement and improvement in teaching and learning The project findings indicate that the major factor inhibiting efforts to improve teaching and learning is high staff workloads and the consequent lack of time to engage with, and contribute to, teaching and learning enhancement efforts. This finding mirrors those of several other recent Australian studies of the changing academic profession, although this current project notes the applicability of workload matters to both academic and professional staff. If leaders in Australian universities wish to enhance teaching and learning, fresh thinking, policy and planning is needed around academic and professional staff roles and workload allocation. 4. Effective leadership proactively manages tensions between discipline research endeavours and efforts to improve teaching and learning This research found that a major cultural impediment to enhancing teaching and learning is the privileging of research over teaching and learning within an institution. The findings suggest that effective leadership and management of the tensions that arise between research endeavours and efforts to improve teaching and learning are critical if the latter are to be successful. The findings suggest that the reconciliation of research and teaching and learning can be achieved to some extent through a range of means, including the facilitation of research and scholarship around teaching and learning. Leading sustainable change in university teaching and learning: Lessons from the sector 6 5. Teaching and learning are supported by relevant research and scholarship conducted within the institution and in collaboration with other institutions and relevant bodies The study findings indicate the importance of research and scholarship in the area of teaching and learning. External interface, networking and exchange with stakeholders and bodies outside the institution are critical to ensuring enhancement efforts fit with the broader context in which they are occurring. Some of the benefits of engaging in such research and scholarship were: increased reflection on practice; a heightened awareness of the link between an individualʼs own teaching and their studentsʼ outcomes; increased innovation in teaching; improved morale; enhancing the quality of teaching and learning both within an institution and more broadly; and opportunities to both benchmark and improve teaching performance. The potential for research into teaching and learning to contribute to resolving the tensions between discipline research and teaching and learning was also noted. 6. A distributed teaching and learning support structure exists within the institution and is coordinated from the centre The findings of this research showed that a distributed institutional support structure for teaching and learning enhancement, coordinated from the centre, was perceived to be the most effective approach. Most commonly this involved cooperation between a central teaching and learning centre and one or more of: teaching and learning committees; the associate deans (teaching and learning) or equivalent; educational development and other staff located in the faculties; and a critical mass of people with a commitment to teaching and learning improvement and enhancement who have the capacity to lead. 7. Mechanisms to recognise excellence in teaching and learning and to enable teaching and learning career pathways are in place This study found that professional development, reward and recognition mechanisms and enabling career pathways for those committed to teaching and learning are important components in the successful leadership of teaching and learning enhancement. The project findings indicate the centrality of linking efforts to enhance teaching and learning with promotion opportunities. The research findings indicate that university promotion criteria that incorporate excellence in teaching and learning scholarship and practice allow appropriate recognition, enable the sustainability of excellent practice and help embed enhancement

Learning and teaching from the edge to centre stage: Critical factors in embedding sustainable university-wide engagement in external awards and grants funding initiatives

Teaching awards, grants and fellowships are strategies used to recognise outstanding contributions to learning and teaching, encourage innovation, and to shift learning and teaching from the edge to centre stage. Examples range from school, faculty and institutional award and grant schemes to national schemes such as those offered by the Australian Learning and Teaching Council (ALTC), the Carnegie Foundation for the Advancement of Teaching in the United States, and the Fund for the Development of Teaching and Learning in higher education in the United Kingdom. The Queensland University of Technology (QUT) has experienced outstanding success in all areas of the ALTC funding since the inception of the Carrick Institute for Learning and Teaching in 2004. This paper reports on a study of the critical factors that have enabled sustainable and resilient institutional engagement with ALTC programs. As a lens for examining the QUT environment and practices, the study draws upon the five conditions of the framework for effective dissemination of innovation developed by Southwell, Gannaway, Orrell, Chalmers and Abraham (2005, 2010): 1. Effective, multi-level leadership and management 2. Climate of readiness for change 3. Availability of resources 4. Comprehensive systems in institutions and funding bodies 5. Funding design The discussion on the critical factors and practical and strategic lessons learnt for successful university-wide engagement offer insights for university leaders and staff who are responsible for learning and teaching award, grant and associated internal and external funding schemes

Ideals and realities: Articulating feminist perspectives in physical education

Using on information gathered from five female feminist physical education teachers in Brisbane, Australia, this paper examines the relationship between theoretical debates in feminism and feminist practice in secondary schools. Specifically, this paper is concerned with the ongoing debate in feminism over the notion of equality. It is problematic that calls for equality for women are currently understood as calls for sameness to men, leaving men and their life experience as the only standard of analysis. In this paper, how this theoretical struggle between feminists is dealt with in sport and physical education is explored. The teachers articulated various feminist perspectives, but placed their feminism on the physical education agenda piecemeal. Moreover, they failed to challenge the notion of an equality for women based on their sameness to men. Given the duress under which these women articulate their feminism, notions of sameness may be all that is achievable in the current physical education curriculum.</p

Supporting Coordinators of Large Units An Integrated, Team Approach - The OK Caral Model – From Peru’s Sandy Caral To Academe’s Stony Walls - Collaboration for Professional Development is OK!

In 2001, the Queensland University of Technology (QUT) Teaching and Learning Committee approved funding for a professional development program for Coordinators of Large Units (CLU) for 2002. This program is jointly facilitated by the Human Resources Department (HR) and Teaching and Learning Support Services (TALSS). \ud The program is unique in both its focus and the way it has harnessed the distinct development responsibilities of two departments – HR for development in management and leadership and TALSS for development in teaching and learning. The CLU program facilitation team comprises two staff members from each Department along with joint administrative support.\ud The focus of the CLU program is twofold:\ud a) to support CLUs as a staff cohort with unique and specific needs and \ud b) to acknowledge and make visible the systemic issues associated with teaching large groups of students

Lessons from the Promoting Excellence Initiative project: the influence of context

The ALTC has funded the 'Lessons learned from the PEI project' to investigate its Promoting Excellence Initiative [PEI] (which allocated $9m to 42 institutions), with a focus on the leadership strengths developed and the lessons learnt within the university-based projects. The overall purpose of this project is to highlight the leadership challenges faced by PEI project leaders and champions. This showcase highlights institutional perspectives about the extent to which initiatives have promoted engagement with learning and teaching excellence within their own institutions, as distilled from institutional reports submitted to the ALTC. As the first stage in the larger project, a cross-section of 18 of the 34 available PEI Final Reports (53%) as well as the 13 corresponding PEI Evaluation Reports from higher education institutions was analysed. An analytical framework incorporating institutional contexts, the institutional structures, leadership approaches, and institutional outcomes was utilised to code the common themes and unique outcomes within NVivo9 software. Based on the evidence provided in the PEI project and evaluation reports, it was apparent that universities supported their PEI in a variety of ways, and subsequently reported positive impacts in the following key areas: improved dissemination, heightened scholarship of teaching, and, increased alignment between institutional grants and awards and ALTC grants and awards. The findings contain many lessons learned about what approaches and leadership qualities were most commonly effective in furthering learning and teaching within the higher education sector in Australia