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Presentation Regarding the Position of Head of School of Psychology Dr Brian Hughes 20 January 2009.

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Presentation on theme: "Presentation Regarding the Position of Head of School of Psychology Dr Brian Hughes 20 January 2009."— Presentation transcript:

1 Presentation Regarding the Position of Head of School of Psychology Dr Brian Hughes 20 January 2009

2 1. Introduction: About Me Outline of presentation 1.Introduction: About Me 2.Head of School: Context –University Mission & Priorities –Strategic Planning –“Role & Responsibility of Head of School” 3.Policy priorities for School of Psychology –Administration/Governance –Teaching –Research –Service 4.Other issues –Personnel Management –Financial Management –Public Accountability –League Tables 5.Conclusion

3 Vision summary the quality of and demand for our teaching programmes, the richness of the work environment for our staff, the impact of our research activities and scholarship, and the contribution of the School to both the University and the wider community. My vision for the School sees us becoming the leading university unit of Psychology in Ireland, in terms of:

4 1.Introduction: About Me –University Mission & Priorities –Strategic Planning –“Role & Responsibility of Head of School” 3.Policy priorities for School of Psychology –Administration/Governance –Teaching –Research –Service 4.Other issues –Personnel Management –Financial Management –Public Accountability –League Tables 5.Conclusion Outline of presentation 2.Head of School: Context

5 Objectives of a university to advance knowledge through teaching, scholarly research and scientific investigation to promote the cultural and social life of society, while fostering and respecting the diversity of the university’s traditions to foster a capacity for independent critical thinking amongst its students Universities Act, 1997 Section 12 A Mission for the School of Psychology?

6 Stated context for Strategic Plan : –“balanced engagement of academic staff” –“committed to engage fully with national priorities as outlined in the National Development Plan, the Strategy for Science, Technology and Innovation, the national consensus on the need to develop 4th Level Ireland…” –“agreed research priorities...‘Strategy for Research ’” –“Teaching, Learning, and Assessment Strategy…designed to achieve…the highest standard of educational resources for access to knowledge, development of critical thinking, and methods that assure a fair evaluation of success” “Overarching objective” of University planning: –“…overarching objective of this strategic planning process is that the University significantly enhances its position in Irish and international university rankings” to advance knowledge through teaching, scholarly research and scientific investigation to promote the cultural and social life of society, while fostering and respecting the diversity of the university’s traditions to foster a capacity for independent critical thinking amongst its students Objectives of NUI Galway Objectives of a university –“…overarching objective of this strategic planning process is that the University significantly enhances its position in Irish and international university rankings” Universities Act, 1997 Section 12

7 1.Role –Responsible for the academic leadership of the School 2.Academic Planning –Develop an academic/strategic plan for the School (inter alia) 3.Academic Affairs –Provide leadership in the teaching and research mission of the School (inter alia) 4.Human Resources –Recruitment, probation, promotion, development, etc. 5.Financial Management –Policy, structures, reporting, etc. “Shaping Our Future”, Dr Jim Browne, President, 17 June 2008 –Need for “emphasis on transparency and performance” “key research outputs or performance indicators have not kept pace with our national competitors in the sector” “…this is reflected in our international ranking, which has dropped about 50 places in 2007, from We now lag behind all Irish Universities, except Maynooth, in the 2007 Times Higher Education rankings, and we are even behind DIT, which is ranked over 100 places above us” PhD numbers: “…again NUI Galway is not doing very well compared to the leading Irish Universities in this regard. This output will be of huge significance and importance in relation to our future recurrent funding, under the RGAM funding model” “Head of School – Role and Responsibility” April 25, 2008 Objectives of NUI Galway

8 3.Policy priorities for School of Psychology –Administration/Governance –Teaching –Research –Service 1.Introduction: About Me 2.Head of School: Context –University Mission & Priorities –Strategic Planning –“Role & Responsibility of Head of School” 4.Other issues –Personnel Management –Financial Management –Public Accountability –League Tables 5.Conclusion Outline of presentation 3.Policy priorities for School of Psychology –Administration/Governance –Teaching –Research –Service Administration/Governance Structure, Balance, and Predictability Administration/Governance

9 School Executive HOS Teaching & Learning Cttee Staff-Student Liaison Cttee Programme Boards Postgrad Research Cttee Clin, Beh & Bio Cluster Lifespan Dev Cluster Perc, Cog & Action Cluster Psych & Health Cluster Equipment & Labs Cttee Electronic Services Cttee Environmental Cttee School Board Present internal administrative structureImpending alternative internal administrative structurePossible additional internal administrative structure

10 School Executive HOS Teaching & Learning Cttee Staff-Student Liaison Cttee Programme Boards Postgrad Research Cttee Clin, Beh & Bio Cluster Lifespan Dev Cluster Perc, Cog & Action Cluster Psych & Health Cluster Equipment & Labs Cttee Electronic Services Cttee Environmental Cttee School Board Possible additional internal administrative structure

11 HOS School Executive Finance Committee Programmes Committee Research Committee Facilities Committee Teaching & Learning Cttee Staff-Student Liaison Cttee Programme Boards Postgrad Research Cttee Clin, Beh & Bio Cluster Lifespan Dev Cluster Perc, Cog & Action Cluster Psych & Health Cluster Equipment & Labs Cttee Electronic Services Cttee Environmental Cttee School Board Possible additional internal administrative structure

12 HOS School Executive Finance Committee Programmes Committee Research Committee Facilities Committee Teaching & Learning Cttee Staff-Student Liaison Cttee Programme Boards Postgrad Research Cttee Clin, Beh & Bio Cluster Lifespan Dev Cluster Perc, Cog & Action Cluster Psych & Health Cluster Equipment & Labs Cttee Electronic Services Cttee Environmental Cttee School Board Weekly Monthly As required Quarterly, or if otherwise called Frequency of meetings Possible additional internal administrative structure

13 NUI Galway Learning, Teaching, & Assessment Strategy : –Some selected action areas: Staff training and support Learning outcomes –“all programmes…require to have an associated set of Programme Learning Outcomes”; “Assessment tasks will be based upon the intended learning outcomes…” Student engagement –“monitoring of student attendance [to] allow the estimation of overall student attendance” Feedback, evaluation, and review –“Schools will implement…the systematic evaluation of all courses…” Research-teaching linkages –“Schools, colleges, and course teams will adopt, and appropriately adapt, the recommendations […] to link teaching and research within their academic discipline area.” Civic engagement –“All Colleges and Schools will examine the opportunity for greater civic engagement…” Teaching Curricular Reform and Service Enhancement

14 NUI Galway Learning, Teaching, & Assessment Strategy : –Some selected action areas: Staff training and support Learning outcomes –“all programmes…require to have an associated set of Programme Learning Outcomes”; “Assessment tasks will be based upon the intended learning outcomes…” Student engagement –“monitoring of student attendance [to] allow the estimation of overall student attendance” Feedback, evaluation, and review –“Schools will implement…the systematic evaluation of all courses…” Research-teaching linkages –“Schools, colleges, and course teams will adopt, and appropriately adapt, the recommendations […] to link teaching and research within their academic discipline area.” Civic engagement –“All Colleges and Schools will examine the opportunity for greater civic engagement …” Teaching “This strategy constitutes for the University as a whole an agreed framework for learning, teaching and assessment practice. It applies to undergraduate, postgraduate and other programmes which are officially recognised by the University. Individual Colleges and Schools will implement this strategy within their own disciplines and may add relevant additional actions.” “[The] currency of this document is for the period ”

15 Teaching Some recommendations for Psychology –Curricular reform: Greater use of research-led teaching Macro-, mezzo-, & micro-level teaching/learning objectives Broader use of continuous assessment Broader student choice via electives and new programmes –Service delivery: Greater use of small-group teaching Capacity-building through professional development Collaborative delivery in common areas Enhanced profile and standing of taught programmes

16 Teaching Some recommendations for Psychology –Curricular reform: Greater use of research-led teaching Macro-, mezzo-, & micro-level teaching/learning objectives Broader use of continuous assessment Broader student choice via electives and new programmes –Service delivery: Greater use of small-group teaching Capacity-building through professional development Collaborative delivery in common areas Enhanced profile and standing of taught programmes

17 MSc in Health Psychology One-year programme Curriculum = six core modules plus research project Collaborative delivery Economies of scale at NUI Galway? –Existing postgraduate cross-fertilisation (e.g., research methods) –New postgraduate programmes E.g., proposed MSc in Psychological Research Methods E.g., PhD in Child & Youth Research –Interdisciplinary electives at undergraduate level MSc in Applied Psychology One-year programme Curriculum = four electives (from menu of nine) plus research project Menu: Applied Behaviour Analysis Counselling Skills Organisational Change Issues in Adult Clinical Psychology Issues in Child and Adolescent Clinical Psychology Communication Health Psychology Introduction to Psychometrics Applied Psychology

18 BA (Psychology) –CAO entry requirement: 515* points External standing of programmes Psychology490NUIM Psychology500UCD Applied Psychology505UCC Arts (Psychology)515*NUI Galway Psychology540*TCD Programme TitleCAO points –Professional accreditation DPsychSc in Clinical Psychology –Traineeships –Professional accreditation MSc in Applied Behaviour Analysis –Board certification MSc in Health Psychology –Professional accreditation: Impending structures

19 Research External context to planning: –Implications of University’s Priority Themes (SR ’07) Optimising Quantity, Quality, Equality of Opportunity, and Recognition

20 Research External context to planning: –Implications of University’s Priority Themes (SR ’07) Applied Social Sciences & Public Policy (Biomedical Science & Engineering ?) –Embedding clusters into academic structures (SR ’07) –Strategic consideration of research profile when recruiting (SR ’07) –Increased number of PhD students (SR ’07; SSTI ’06) –Structured PhD training (SSTI ’06) –Research-led teaching at all levels (SSTI ’06) –Performance indicators: Informing the debate (VP for Research, ’08) StaffPhD/MLittRatio Psychology Soc & Pol History English Research Postgraduates at NUI Galway (Approximate) StaffPhD/MLittRatio NUI Maynooth UCD TCD NUI Galway Research Postgraduates in Psychology (Approximate)

21 Research Internal aspects of planning: –Calibrated access to research time “Making space” for individual research Strategy of supporting all staff to exploit research opportunities Emphasis on collective sharing of School duties –Explicit focus on thesis-to-publication conversion All staff to be active in postgraduate supervision –Promotion, and if necessary cultivation, of collaborative research community –Access to research-related teaching –Ethos of support for all types and styles of research –Systematic and strident promotion of School’s current research activity

22 National Experts?

23 Civic engagement –Students Service learning: undergraduate and postgraduate CKI, ALIVE, voluntary work Clubs and Societies –Staff Contributions to society, profession, and discipline Involvement in student activities Civic-mindedness –Community engagement Access issues Media work Public/informal education –Service to College and University –Service to profession Civic Engagement and Civic-Mindedness Service

24 1.Introduction: About Me 2.Head of School: Context –University Mission & Priorities –Strategic Planning –“Role & Responsibility of Head of School” 3.Policy priorities for School of Psychology –Administration/Governance –Teaching –Research –Service 5.Conclusion Outline of presentation 4.Other issues –Personnel Management –Financial Management –Public Accountability –League Tables 4.Other issues –Personnel Management –Financial Management –Public Accountability –League Tables

25 Personnel Management Key personnel roles for HOS: –Recruitment matters –Task allocation, oversight, feedback –Motivation; maintenance of esprit de corps –Employee relations & staff welfare –Career/personal development issues

26 Role of Head of School in promotion process

27 Academic (a)Teaching and examining (b)Research and scholarly standing (c)Contribution to Department (School), University, and Community Admin (a)IT & Systems (b)Finance (c)Planning (d)Analysis (e)Communication/Liaison (f)Service Delivery (g)Tact, Diplomacy (h)Teamwork (i)Knowledge (j)Flexibility (k)Contribution to Department, University, and beyond Technical* (a)Support teaching (b)Assist with practical classes (c)Assist in training of Demonstrators (d)Assist with practical notebooks (e)Commitment to Continuing Professional Development (f)Assist with research (“may involve additional training”) (g)General administrative responsibilities * Duties

28 Academic AdminTechnical Common principles scrutinized for progression: Quality : Outstanding performance (“exceptional”, “beyond the norm”) Balance : Activities across the entire remit of the post, not just in some aspects Professional Development : Maintaining currency of activities and skills Contribution : Service to School, College, University (and community)

29 Common principles scrutinized for progression: Quality : Outstanding performance (“exceptional”, “beyond the norm”) Balance : Activities across the entire remit of the post, not just in some aspects Professional Development : Maintaining currency of activities and skills Contribution : Service to School, College, University (and community) Role of Head of School in promotion process To advise staff on what to do To create a working environment in which it can be done To advocate on behalf of staff after they’ve done it

30 Financial Management Key principles –Each School requires financial resources to perform its role –Each HOS must ensure that resources are managed efficiently and cost-effectively –Budgets should be planned and structured based on analyses compared to actual financial results used to rectify discrepant financial results evaluated and, if necessary, revised –When framing budgets, expert advice should be solicited –Reporting should be systematised

31 Financial Management Economic recession –Direct financial implications Expectation of reduction in budgets –Need for structured and adaptable expenditure plans Expectation of emphasis on VfM considerations –Need for a VfM culture Expectation of audit –Need for sound defence of current/future expenditure –Indirect/moral implications Expectation of public and civic scrutiny –Need for public accountability

32 MANAGEMENT COLLEGES (5) SCHOOLS (15) Public Accountability

33 League Tables 5 th (out of 7) in Ireland Criteria: Staff-student ratio Research income per faculty member LC points at entry First/2.1 degrees Employment % Completion % 6 th (out of 7) in Ireland 161 st (out of 200) in Europe 368 th (out of 500) in World Criteria: Academic peer review Staff-student ratio Citations per faculty member Employer review % international faculty % international students –“…overarching objective of this strategic planning process is that the University significantly enhances its position in Irish and international university rankings”

34 1.Introduction: About Me 2.Head of School: Context –University Mission & Priorities –Strategic Planning –“Role & Responsibility of Head of School” 3.Policy priorities for School of Psychology –Administration/Governance –Teaching –Research –Service 4.Other issues –Personnel Management –Financial Management –Public Accountability –League Tables Outline of presentation 5.Conclusion

35 Vision summary the quality of and demand for our teaching programmes, the richness of the work environment for our staff, the impact of our research activities and scholarship, and the contribution of the School to both the University and the wider community. My vision for the School sees us becoming the leading university unit of Psychology in Ireland, in terms of:

36 1.Introduction: About Me 2.Head of School: Context –University Mission & Priorities –Strategic Planning –“Role & Responsibility of Head of School” 3.Policy priorities for School of Psychology –Administration/Governance –Teaching –Research –Service 4.Other issues –Personnel Management –Financial Management –Public Accountability –League Tables Outline of presentation 5.Conclusion

37 1.Introduction: About MeIntroduction: About Me 2.Head of School: ContextHead of School: Context –University Mission & PrioritiesUniversity Mission & Priorities –Strategic PlanningStrategic Planning –“Role & Responsibility of Head of School”“Role & Responsibility of Head of School” 3.Policy priorities for School of PsychologyPolicy priorities for School of Psychology –Administration/GovernanceAdministration/Governance –TeachingTeaching –ResearchResearch –ServiceService 4.Other issuesOther issues –Personnel ManagementPersonnel Management –Financial ManagementFinancial Management –Public AccountabilityPublic Accountability –League TablesLeague Tables Outline of presentation 5.ConclusionConclusion


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