possible programmes

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© Dr. C.Hicks, MMM EngineeringUniversity of Newcastle upon Tyne

Possible Programmes

• Engineering with Management

• Engineering and Management

• Engineering with Computing

• Engineering and Computing

• Aeronautical / Aerospace Engineering.

Resolving the shortfall in admissions will probably require a number of initiatives that target different market segments.

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Tests for Proposed Programmes

• Is there a market?

• Do we have the necessary capability?

• Resources

– Are the necessary service courses available?

– Which areas can we source internally?

– Is there sufficient capacity within the Faculty to deal with internal modules?

• Operations

– Can timetables be co-ordinated?

– What management structure will there be? (BOS,BOE,DPD,Stage Management etc.)

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Markets• Applicants for engineering declined from

30,570 in 1994 to 22,184 in 2000, acceptances figures peaked at 28,635 in 1997 and were 23,909 in 2000.

• Applications to all engineering subjects except Aeronautical Engineering have declined.

• The Aeronautical Engineering market is larger than the Marine and Chemical and Process markets combined.

• Surveys of 6th form intentions show a further shift in the Engineering market towards Aeronautical Engineering.

• The market for “combinations” (including “and management” peaked at 4,161 in 1997 and went down to 3,031 in 2000.

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Markets (cont.)

• Business and Administrative studies is a large market, but it is dominated by social science orientated Business Management.

• Less than 5% of NSM applicants have “A” level maths. Quantitative electives have not run for several years due to lack of demand. These students are unlikely to be attracted by Engineering with / and Management programmes.

• Mathematics and Informatics has seen a dramatic rise in applications. Candidates are more likely to be numerate. IEE accreditation is also feasible.

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Markets (cont.)

• Maths “A” is the highest scoring subject. 30% get an “A” grade, 66% get A-C, 14% get D, 10% get E. The market for weak Maths “A” level candidates is therefore small and undesirable.

• Newcastle’s share of the market for overseas students has declined t a very low level.

• The internal market remains unknown.

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Capability

• Nearly all Faculty Stage 1 modules require “A” level maths or equivalent.

• The Faculty has poor progression rates with its existing intake.

• Progression of non “A” level maths candidates within foundation year is considerably worse, although those who pass FY tend to be OK.

• Visiting professors provide additional skills (e.g. John Grant X Westland Helicopters, Eric Web, BAE) - they could contribute to development of new programmes, such as Aeronautical or Aerospace Engineering.

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Resources• NSM, AE&FM and Law all have all seen

large rises in their quotas for next year (e.g. NSM is rising from 72 to 164).

• The first point on the LESS web site relates to the capping of modules.

• It needs to be agreed in principle that LESS / Science will support any proposed courses. Experience of requesting modules on an individual basis is mixed.

• NSM are not very collaborative e.g. they are withdrawing BUS310 and MMM281.

• It needs to be confirmed that any arrangements for outsourcing are appropriately matched with internal provision in terms of pre/post requisites.

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Internal Resources• Currently there is a mismatch between

teaching capability and market requirements e.g. materials.

• Projects are a particular problem.

• The Manufacturing Systems / Operations Management area is heavily loaded. It was scaled down when CFE left.

• Increasing progression rates is probably the easiest route to increased student numbers. Diagnostic tests should have specified rectification material. “Problem modules” should have more testing e.g. using MCQ.

• Stage 1 modules should be redesigned to place less emphasis on Maths “A” level. This would support a broader portfolio of programmes.

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Operational Aspects

• Timetables are are a major constraint (e.g. ENG201 occupies the only common slot for its cohort). This effectively rules out Faculty wide programmes, that involve interaction with existing provision.

• Service departments will dictate slots and are likely to refuse to duplicate teaching. It is possible that there are existing clashes within service course provision.

• Any proposed course should be organisationally efficient (i.e. use existing BOS, BOE and Teaching Committees).

• Authority, responsibility and available resources should be clearly defined.

• Departmentally based courses are most likely to be successful.

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The Way Forward

• The data shows the only growth market in Engineering is in Aeronautical Engineering. Therefore, set up a working group with visiting Profs to progress Aeronautical Engineering?

• Gain high level support from Deans of LESS and Science for any proposed interdisciplinary programmes.

• Target new offerings at areas with largest markets i.e include a substantial computing element.

• At least two types of courses are strong candidates: Elec. Eng. / Computing; Manufacturing Systems/ Computing. Both should be accredited.

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The Way Forward (cont.)

• Market advantage would be gained through IEE accreditation.

• Ensure strength of Newcastle University brand i.e avoid ad-hoc initiatives that recruit weak students.

• Resolve progression problems through capitalising on diagnostic tests. Increase MCQ class testing in problem subjects. Invoke rigorous quality procedures.

• There should be a drive to redesign Stage 1 modules so there is less dependency on “A” level maths. This would increase the opportunity to provide new programmes.

possible programmes

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