Category:Case study for EuroPACE

This is the category for organisations, agencies and institutions which are the subject of a case study in Re.ViCa to be done by the partner EuroPACE.

For all the case studies see Category:Case studies.

Universidad Politécnica de Madrid

The University of Name web site is at http://www.uname.edu

Editors! When using this just as a template ignore all the information about 1-5 scales and comments.

Just cover each topic (bulleted list item) by a sentence or short paragraph. Note that several items are unlikely to be susceptible to desk research.

Institution

Universidad Politécnica de Madrid

The present

The UPM is a public university located in the capital of Spain. The majority of its centres were founded in the 18th and 19th centuries. Each of them maintained its independence until being grouped together to form the UPM in 1971. Being a public university, UPM operates on a non-profit basis and is integrated in the Spanish higher education system. Over 35.000 students attend classes during the year. The Technical University of Madrid (UPM – Universidad Politécnica de Madrid) firmly intend to be a university with a strong international outlook. They promote student exchanges at all levels of study, in both undergraduate and postgraduate courses, for several years. They started experimenting with distance education through new educatinal technologies already in the beginning of the 90ies. With the organisation of an international summer school in the frame of the The RACE project BRAIN. The ICT based learning is centrally supported by GATE (Gabinete de Tele-Educación), a department attached to the Vice Presidency of New Technologies and Web Based Services (Vicerrectoradoe Nuevas Tecnologías y Servicios en Red.

* What is the institution's annual budget?

• How many staff does the institution have (a) in total? (b) as full-time equivalents?

The past

The Royal Mathematics Academy in Madrid, founded by Philip II and which was in operation from 1582 to 1634, is one of the first examples of technological studies in Spain. After this, the creation of the Army Engineering Corps created by Philip V in 1711, which organised Engineering around a common structure, marked its definitive outset.

Between then and now, some of the most prestigious polytechnic education centres have been created in our country. Architecture was one of the pioneering areas, together with Naval Engineering (originating in the Marine Engineering Corps), Mining (with civil status since its creation) or Mountain Engineering. Some of the youngest centres are the Faculty of Information Technology, the Higher Technical School of Aeronautical Engineering, and the Higher Technical School of Telecommunications Engineering. In 1971, with most of the school already in operation, the current Polytechnic University of Madrid was formed.

In early 2008, the University had nine Engineering Schools, a University School of Technical Architecture, a University School of Information Technology, a Higher Technical School of Architecture, 6 University Schools of Technical Engineering, an Information Technology Faculty, a Sports Science Faculty, Polytechnic School of Higher Education and an Institute of Educational Science (ICE). There are also a number of associated centres: the CEU Higher Educational School of Architecture, the Higher Educational School of Fashion Design of Madrid, and the Higher Educational School of Brewing and Maltings.

External environment

• What is the institution's funding from government as a percentage of annual income?

Not known yet

• Describe the way that funding is provided for institutions in the institution's country, or state that it is the same as for other institutions in the country.
• Describe the legal status of the institution.
• List the language(s) that the institution uses for instruction with the percentage of students studying in each. (Bilingual study can also be included.)

Everything is in Spannish but The Polytechnic University of Madrid organised Spanish courses online for students on exchange programmes through its Internationalisation Language Programme.

• Describe any specific cultural issues that affect the institution's students or state that that it is the same as for other institutions in the country. Mention any features relevant to e-learning.
• Describe the external quality assurance and/or accreditation regime affecting the institution, or state that it is the same as for other institutions in the country. Mention any features relevant to e-learning.

Most curriculums of the UPM have been updated, which means that each subject has a number of credits (one credit is equivalent to 10 hours of study or class time, either theory or practical). Some curriculums have not been updated, which means that the subjects do not have credits assigned to them. The Spanish grades system is a decimal system from 0 to 10. These grades are accompanied on the student record by a non-numerical grade. To pass a subject it is necessary to obtain a grade of at least 5. Most subjects have a final written or oral exam which must be passed in order to pass the subject. If students do not pass the end of semester exam, they will have the opportunity to re-sit the exam during the September exams. 0 - 4.9: Suspenso – SS (Fail) 5.0 - 6.9: Aprobado – AP (Pass) 7.0 - 8.9: Notable – NT (Very good) 9.0 - 10: Sobresaliente – SB (Excellent) EUROPEAN CREDITS (ECTS) The European Credits Transfer System is the standard of measure to which current studies at Spanish universities must be adapted by 2010. The ECTS is a measure of the total time required to pass a subject, consisting of theory classes, practicals, study, assignments and so on. The ECTS states that the total workload for a full time student to complete during one academic year is 60 credits, which means that a semester is equivalent to 30 credits and a term is equivalent to 20 credits. As a guideline, taking academic activity to be approximately 40 weeks a year with a workload of around 40 hours a week, a European credit is established as a workload of between 25 and 30 hours (1500 - 1800 hours of student work per year). The minimum number of hours per credit is 25 and the maximum is 30. Enquire at the Centre where you wish to study whether they have the ECTS curriculum. For further information see: www.upm.es/laupm/servicios/bibliotecas/ceyde/index_educacion - this has full information on the European Credits Transfer System. Some courses have already had their curriculums adapted to the ECTS. You will need to check the curriculum for each course.

• Describe the approach to credit transfer with other similar institutions.
• List the main associations that the institution is a member of, with a note as to the relevance of each to e-learning (if any).

CRU: Conferencia de Rectores de las Universidades Españolas – CRUE The Conference of Rectors of the Spanish Universities (CRUE Conferencia de Rectores de las Universidades Españolas), created in 1994, is a non profit organisation composed of Spanish public and private universities. The objective of CRUE is to be an easy and effective channel representing Spanish universities to facilitate the mutual co-operation with other European Rector´s Conferences.

Strategy

(Do not include annual plans.)

• Describe or provide a document describing the current institutional strategy.
• Describe or provide a document describing the current learning and teaching strategy.
• Describe or provide a document describing the current e-learning strategy.

Do not include or refer to annual plans except as necessary to provide budgetary information.

• What is the percentage of students (a) taking courses wholly or largely delivered by e-learning (b) taking courses where the amount of institutionally supplied/guided e-learning is "significant" (i.e. has an impact on staff or students) and (c) taking courses where the where the amount of institutionally supplied/guided e-learning is insignificant? In each case comment on the answer.
• Give the percentage of the institutional budget that e-learning represents. Comment on how it is measured including the assumptions made, whether it is appropriate and any trends.
• Categorise the role (if any) of external funding in fostering the development of e-learning as (a) not relevant, (b) useful, or (c) essential. Comment on the choice.

Structure

• Describe the institutional structure, preferably supplying an organogram.
• Classify the e-learning support model as (a) hub (b) distributed (c) hub and spokes (d) complicated (e) non-existent. Comment on the choice.
• Describe in more detail the structure for the e-learning operation and how it maps into the institutional structure.
• Describe the committees that oversee e-learning (including the rank and role of the Chair in each relevant committee) and their relationship to the organisational structure.

Learning and Teaching processes

This has a focus on learning and teaching with other aspects viewed from this perspective.

Learning and teaching design and delivery

• Describe how choice of pedagogies and technologies is made for a typical programme that is envisaged to include significant e-learning.
• Describe what scope staff have at delivery stage to refine or in some cases override design decisions made earlier.

Learning and teaching development

This includes materials and IPR.

• How much e-learning content is sourced from outside the institution? Use a scale of 1-5 with a comment (an exact percentage is useful).
• Of all e-learning content sourced from outside the institution, what fraction is OER? Use a scale of 1-5 with a comment.
• When staff in the institution develop content, is the content (a) owned by them and licensed to the institution, (b) owned by the institution but with some licensing back to staff, (c) owned by the institution but with no licensing back to staff, (d) unclear or disputed IPR position? Whatever option is chosen, provide a narrative describing the situation in more detail.
• When content is sourced for a programme within the institution, how much is sourced from other departments within the institution? Use a scale of 1-5 with a comment (an exact percentage is useful).
• What is the role of student-generated content in the institution's programmes? Use a scale of 1-5 with a comment.

Learning and teaching evaluation and quality

• Describe the quality procedures (a) in general terms and (b) with respect to e-learning.
• Describe the approach to evaluation of programmes (a) in general terms and (b) where such programmes have significant e-learning components.

Meta Learning and Teaching processes

Communications

• Describe how the institution communicates good practice in e-learning within itself, focussing on communications across internal boundaries.
• Describe how the institution communicates its good practice in e-learning to organisations outside.
• Describe how the institution communicates good practice in e-learning from outside organisations into its own organisation.
• Describe recent occasions on which institutional leaders or managers have made presentations with significant reference to e-learning.

Value for money

• Describe the annual planning procedure (a) in general and (b) how it handles e-learning aspects.
• Describe the decision-making process for a typical academic programme, with particular reference to how e-learning aspects are handled.
• Describe the decision-making process for a typical large IT project such as selection and installation of a new VLE.
• Describe the approach to budget management with particular reference to the staff versus non-staff issues in budgeting for e-learning.
• Describe the procedures in the institution for assigning or negotiating teaching workload to/with staff, taking account of non-traditional styles of teaching as well as classroom teaching and taking specific account of e-learning.

Staff

Teachers, lecturers, trainers and equivalent support roles

• Describe the approach to development of e-learning technical and pedagogic skills among staff, taking account of the different needs of different categories of staff. Set this within the context of staff development generally.
• Describe (a) the current level of staff competence in e-learning and (b) the expected level of staff competence in five years time. In each case use a 1-5 scale with a comment.
• Describe the extent to which staff attitudes to e-learning are favourable or not. Use a 1-5 scale with a comment.
• Describe the way that the institution rewards and recognises staff with competence in e-learning, in (a) monetary and (b) non-monetary terms.

Management and leadership

This subsection concerns leaders (Rectors, Vice-Chancellors, etc) and academic and support service managers (Deans, Directors, etc). These do not need to have specific knowledge of e-learning details but must have the necessary strategic, management, costing and foresight capability to preside over decisions on key e-learning issues such as procurement of a new VLE, development of a new distance learning programme, rebalancing the library and its staff more towards web 2.0 and less to books, etc. This will require appropriate manager and leader training.

• Describe the approach to development of e-learning-related skills among (a) managers and (b) leaders.
• Describe the current level of (a) management and (b) leadership competence in e-learning related skills appropriate to their levels. In each case use a 1-5 scale with a comment.
• Describe the extent to which (a) management and (b) leadership attitudes to e-learning are favourable or not. Use a 1-5 scale with a comment.
• Give details of the job description of the most senior manager/leader in the organisation who spends a significant portion of his/her time on e-learning matters (e.g. the Director of E-Learning).

Students

• Describe the approach to development of e-learning skills among students, taking account of the different needs of different categories of students. Set this within the context of students' more general information literacy and communication skills.
• Describe (a) the current level of student competence in e-learning on entry to the institution and (b) the expected level of student competence on graduation from the institution. In each case use a 1-5 scale with a comment.
• Describe the extent to which student attitudes to e-learning are favourable or not. Use a 1-5 scale with a comment.
• Describe the extent to which students understand the demands on them placed by e-learning systems (e.g. for assignment handling).
• Describe the current approach to handling student plagiarism, both prevention strategies and detection strategies.
• Describe the current (i.e. at last survey) level of student satisfaction with the e-learning aspects of their courses. Use a 1-5 scale with a comment.

Technology

For each of the following technologies relevant to e-learning describe how much it is used on a scale of 1-5 and add a comment if appropriate.

• VLE and/or content repository
• email or bulletin boards
• automated assessment
• Web 2.0 tools especially blogs, wikis and social networks oriented to the institution
• e-portfolios
• laptops - and comment on student ownership issues
• audio or video podcasting or streaming - and comment on student ownership issues
• mobile devices (not laptops) - and comment on student ownership issues

And finally:

• Provide a description of any other technologies with significant use in the institution.

Futures

• Describe the expected changes as they relate to e-learning within the institution's current strategic horizon (from the institution's strategy documents).
• Describe any changes further downstream that the institution is now considering or concerned about.
• Describe how the institution handles the foresight aspects of its operation with regard to e-learning.
• Describe how the institution handles advanced development oriented to e-learning (e.g. by a "sandbox" lab, innovation centre, etc).
• Describe how the institution analyses and takes into account present and future markets for its offerings.
• Describe how the institution analyses and takes into account present and future competitor suppliers for its offerings.
• Describe how the institution analyses and takes into account the views of other stakeholders, including but not restricted to employers, local authorities and the social partners (unions).

References and reports

Add what you can.

---

> Country

> Programmes
>> Case studies