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Induction Programme for New Council Members: Education Strategy. Janice Kay and Michele Shoebridge Council Induction 16 th October 2013. Purpose. Outline the strategic agenda for Education Show Dual Assurance process in action Current practice Future priorities

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Induction Programme for New Council Members:

Education Strategy

Janice Kay and Michele Shoebridge

Council Induction 16th October 2013


  • Outline the strategic agenda for Education

  • Show Dual Assurance process in action

  • Current practice

  • Future priorities

  • An issue in focus: Graduate Prospects

  • Complements the Council Workshop on Education Strategy on 17th October

The Strategic Agenda 2010 – 2015

Select the best students (not just achievement, but potential)

Help them to engage (academic, extra-curricula)

Give them an internationalised experience

Give them the benefits of the best research

Give them the best physical and virtual learning spaces

Give them the best teachers (and our staff the support they need to become the best teachers)

Transform their prospects for graduate employment

University of exeter has been highly successful
University of Exeter has been highly successful

  • UK ranking: Fastest Riser

  • Rapid Rise up International Rankings (eg 148 THE; Humanities Top 65th; Life Sciences Top 100)

  • One of the most popular UK universities (1 in 2 students includes Exeter as 1 of 5 university choices (UCAS))

  • High Entry Standards

This area for large pictures/charts/tables,etc with one line captioning.

Caption here

So what determines UK Top 10?

  • Research (REF) – high weighting (but already determined)

  • Student Satisfaction (NSS) – high weighting

  • Employment – increasing focus on student’s return on investment (higher future weighting?)

  • Entry Grades (Tariff) – strong correlation (0.8 – 0.9) with completion, achievement & employment

Key Performance Indicators: 2008-13

Graduate prospects

Entry tariff

National Student Survey

Let s look at how fast exeter has grown
Let’s look at how fast Exeter has grown…

Why have we grown so fast?

  • In the UK, inflation has outstripped growth in government Teaching Resource for many years

  • It has part-funded our investment to grow research ‘power’ & capital

  • Demand has been high from excellent students, undergraduate, postgraduate and international

This represents growth of 82% which is the highest in the Russell Group

Dual Assurance in Action

  • Fundamental involvement of Guild/FXU

  • Progress, horizon scanning & strategic direction

  • Systems, risks and controls:

    • Regular risk management review

    • New Quality Framework

    • Critical incident notifications

  • In depth discussion on specific issues:

    • Eg. quality assurance, contextual data, MOOCs

Academics, Professional Services and Students working together on Education

  • Academic Leadership

  • Colleges – Deans, Associate Deans Education

  • Disciplines – Heads and Directors of Education

  • Senate

  • Taught Faculty Board

  • Research Faculty Board

  • Academic Services

  • Integrated student facing services

  • Education Quality and Enhancement

  • Employability & Graduate Development/Admissions

  • Central College-based and -linked staff

  • College teams Assistant College Managers for Education (ACMEs)

  • Targeted action with disciplines

  • Student Leadership

  • Guild/FXU on Council

  • Budget Scrutiny Group

  • Senate, Fac. Boards, ADEs

  • Colleges, Disciplines, SSLCs

Council and the Education Agenda together on Education


Dual Assurance (Education):

Sarah Buck/Janice Kay

Director of Academic Services & Deputy COO – Michele Shoebridge

DVC (Education) – Janice Kay

Director of Student Education & Engagement – Sean Mackney

Dean of Taught Programmes – Mark Overton

Dean of Research Programmes – Steve Ripon


Education Quality & Enhancement

Employability & Graduate Development

Assistant College Managers for Education

Associate Deans for Education (x6)

Future education together on Educationstrategy: 2014 - 2020

  • Defining the attributes of ‘The Exeter Graduate’

  • Leadership & change

  • Aims:

    • Distinctiveness from the Russell Group norm

    • A strategic reference point for planning and resource allocation

    • Hard measures of progress and success

  • Pursued in partnership with students and staff

Highly employable

An international outlook

Active citizenship

Problem solve in inter-disciplinary teams

A research-driven experience

Personal responsibility

Digitally literate

An Education challenge in focus: together on Education

Graduate Prospects

Rapid improvement in recent years together on Education

The Exeter approach in practice together on Education

…but others are still doing better together on Education

% Graduate destinations (2011), Exeter + UK Top Ten

…and investing even more together on Education

  • Nottingham – recruiting 22 FTEs work-related learning officers…

  • Birmingham – recruiting 25 FTEs placement officers

  • Aston – aiming for 100% engagement in formally assessed placements (35% overseas)

Where must Exeter take action? together on Education




Placement Learning & Professional Development


The together on EducationImportance of Internships

  • Internships increasingly converted into graduate jobs

  • Embedded in curriculum is most effective and sustainable

  • Management and due diligence is the issue

  • International internships increasingly the focus for growth

  • Employers want it

  • Government desires it

  • Students demand it

  • Our league positioning WILL depend on it

  • Future together on EducationGraduate Prospects work at Exeter

  • Efficiency

  • Synergy

  • Investment in internships as a priority, taking through the PRG process

Conclusions together on Education

  • The Education agenda is:

  • Large; financially v. important;

  • Highly competitive

  • The approach is:

  • Assure; Improve; Innovate

  • Dual Assurancefunctions well to assure Council oversight of Education agenda

  • The Case of Graduate Prospects shows how tough it is at the top