| Achoimre: | The project was conducted over a three-year period to achieve policy change concerning, recognition for, and to design staff development materials and opportunities for middle-level curriculum leaders—e.g. program directors or conveners of major sequences in generalist degrees. The project used a hub-and-spokes model and leveraged internal (and some external) funding opportunities to secure a resources base for the individuals and teams who were mentored. The project team was also involved in related internal and external activities—for example the BA Curriculum Review at the University of Melbourne and the development of the Centre for Scholarship in Teaching and Learning at the University of Queensland. During the course of the project, the team, and others developed an integrated staff development program targeting, for members of this cohort, their leadership capacities for curriculum development and management; fostered changes to University staff policies and procedures to ensure appropriate recognition, remuneration, and resourcing of middle-level academic leaders; provided a set of incentives for members of the targeted cohort to participate in this program, through our model to leverage off internal grant opportunities; disseminating findings and skills through various mentoring and support programs and through our participation in ALTC, HERDSA, and other public symposia and, especially, through our involvement in off-site projects at La Trobe, University of Melbourne, Curtin University, the University of the Sunshine Coast, etc.; secured "uptake" (our key evaluation measure, of the program, both locally and nationally) through our hub-and-spokes model and through our external involvements; and have prepared a lengthy academic paper and have submitted it for publication. [Executive summary]
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