Widening Participation to University Study Through

Flexible DeliveryOctober 21st 2005

Deborah PownallCurriculum Leader in Collaborative Projects

Centre for Tourism, Consumer and Food Studies

• Why the FD was developed

• How we used the research

• The challenges

• The process

Flexibility based on employers needs

Foundation Degrees in Tourism and Leisure

Tourism, Leisure and SportTourism Leisure and Hospitality

at LJMU

Sample Based on NW Tourism Skills Network (2002) employment distribution by sector and geographically: 72 Employers consulted

8% Pubs, bars and nightclubs17% Hotels57% Restaurants8% Visitor Attractions3% Travel Services3% Museums and Heritage Attractions4% Tourist services

If using or adapting any of this information, please acknowledge JMU – Deborah Pownall and Sarah Harvey November 2004

Demand

When asked, is there a demand for qualifications for managers at supervisory level:-

Yes 62.5% No 37.5%

If using or adapting any of this information, please acknowledge JMU – Deborah Pownall and Sarah Harvey November 2004

Potential of staff ready for developmentwithin the organisation?

Yes 85% No 15% If using or adapting any of this information, please acknowledge JMU – Deborah Pownall and Sarah Harvey November 2004

Top 20 Essential Management Skills

MANAGEMENT SKILL ESSENTIAL ESSENTIAL OR DESIRABLE

1. Face to Face Communication 94% 100%

2. Working with people 92% 100%

3. People Management 83% 100%

4. Operational Leadership 76% 100%

5. Self Development and performance

71% 100%

6. Training and developing people 72% 99%

7. Managing change 72% 97%

8. Front of house management 71% 97%

9. Business decision making 64% 96%

10. Management theory and practice

63% 96%

If using or adapting any of this information, please acknowledge JMU – Deborah Pownall and Sarah Harvey November 2004

MANAGEMENT SKILL ESSENTIAL ESSENTIAL OR DESIRABLE

11. Managing finance 61% 96%

12. Understanding consumer behaviour 57% 97%

13. Food and beverage management 67% 87%

14. Produce Expertise 57% 96%

15. Managing information 47% 100%

16. Number skills 51% 96%

17. Ethical working practices 54% 89%

18. Managing physical resources 46% 96%

19. Small business management 44% 94%

20. Understanding the service sector 47% 89%

Top 20 Essential Management Skills

If using or adapting any of this information, please acknowledge JMU – Deborah Pownall and Sarah Harvey November 2004

Bottom Ten – Least relevant skillsMANAGEMENT SKILL ESSENTIA

LDESIRABLE

LEAST RELEVANT

33. Cultural Awareness

34. Sustainable Tourism 21% 51% 28%

35. Understanding the local tourism context

19% 50% 31%

36. Branding 28% 35% 37%

37. Logistics and supply chain 14% 53% 33%

38. Charitable status management

18% 42% 40%

39. Research into industry issues

14% 49% 37%

40. E Marketing 12% 38% 50%

41. International tourism context

13% 36% 51%

42. Foreign language skills 3% 46% 51%If using or adapting any of this information, please acknowledge JMU – Deborah Pownall and Sarah Harvey November 2004

How was the data used

• We planned the modules to include the skills at the top of their list.

• Delivery time was dictated by employer need

• We ensured we had good sound reasons for why something not in line with employers needs or for items we had included e.g. Languages

• The degrees draws on the work environment throughout, moving from college into the workplace as it progresses

Level 1

20%

25%55%

Work basedlearning

Collegeattendance

Private study

Level 2

46%

17%

37%

Work basedlearning

Collegeattendance

Private study

Challenges

• Reciprocal flexibility not always present• Academic bureaucracies not flexibly

enough?• Employers too diverse for a coherent lead• Employers have short term needs?• Recognition (or value) of academic

learning?

How did we get the employers involved?

• Used existing knowledge and networks, built up over the last four years.

• Work-based learning visits, judging customer care awards, speaking at local conferences, meeting employers at networking events.

Effectively I went into their world!!

Why did they participate?

• The University brought status andcredibility to the FDA

• Emphasised local needs being met • Used the students to collect the data on a one

to one basis. Personal contact.

Pay-offs

• Increase in WBL placements for both

HE and FE• Ownership by the industry of the FDA, which

we can use to sell the FDA further.• Interest in Post Graduate courses for

Managers?

Continued Involvement

• Now I have passed over all the employer information to the FE colleges to allow local development of relationships

• All FE partners have agreed to join and attend local Tourism Business Networks

• Using the University name to market the products

• Questions /comments?