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Quality Enhancement and the NSS. Julian Martin: Head of Quality Assurance and Enhancement University of Worcester. Context 1. c. 8500 students some 10% via partnership 30+ partnerships with FECs or ‘industry-related’. Context 2. Academic Quality Unit oversees QA and QE

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quality enhancement and the nss

Quality Enhancement and the NSS

Julian Martin: Head of Quality Assurance and Enhancement

University of Worcester

context 1
Context 1
  • c. 8500 students
  • some 10% via partnership
  • 30+ partnerships with FECs or ‘industry-related’
context 2
Context 2
  • Academic Quality Unit oversees QA and QE
    • Close working with Learning and Teaching Unit, Registry, ILS, Data Management, etc
    • NSS profile data submitted by Registry – joint effort between AQU/Registry/Institutes to ensure high response
nss strategy 1
NSS Strategy 1
  • Aims to:
    • Provide clear and accurate data to inform quality enhancement that is appropriate to different levels of the organisation
    • Identify clear, obtainable actions
    • Enable provision of feedback to students on action taken in response to the NSS (and other feedback mechanisms)
nss strategy 2
NSS Strategy 2
  • Headline Unistats data presented to Academic Board: benchmarked against UW and competitors
    • Successes as well as potential issues
  • Learning, Teaching and Student Experience Committee receive initial analysis: key questions highlighted for Inst level
    • Focus on good practice as well as issues
  • Direct training on ‘dissemination data’ for Institute staff to enable interrogation of data via Annual Evaluation
nss strategy 3
NSS Strategy 3
  • ILS and Institutes utilise data via Annual Evaluation process (at course and Institute level)
    • identify key themes in conjunction with other ‘evidence’
  • Cross-institution issues picked up by Audit and Review Committee/Academic Standards and Quality Enhancement
  • Direct outcome is publication of ‘you said, we did…’ on student web portal
    • Includes ongoing action at University level as well as Institute action
  • Courses feed back to students via revisions to course handbooks, course committees, staff/student liaison meetings
you said we did
You said, we did…
  • Responses and comments from the 2008 NSS are taken seriously by the University. The main concerns identified in the 2008 NSS were as follows:
    • Last minute timetable changes/cancellations with little or no notice
    • Poor quality/inappropriateness of classrooms
    • Assessment and feedback
    • Library resources, access to IT and/or specialist facilities
  • The University anticipates that many of the current pressures on teaching accommodation – both in terms of the availability and quality of classroom space will be significantly reduced as the City Campus and other recently acquired accommodation come on stream. Additionally there is a significant further programme of classroom refurbishment planned for summer 2009.
  • In addition, the University is now, amongst other actions:
    • investigating ways in which communication via the SOLE page and via text messaging can be used to inform students of any last minute timetable/room changes
    • reviewing timetabling processes to optimise room use whilst also providing timely information to students before the semester starts
    • investing in more electronic linking between student record and timetabling systems so accurate information about module enrolments feeds into the timetabling systems - larger than anticipated module enrolments sometimes do result in inappropriate room allocation at the start of the semester
  • Concerns over assessment and, particularly, the nature of timing of feedback on your progress are, in some ways, more complicated to resolve. Discussions are currently taking place throughout the University to determine particular issues and how they might be resolved. Each Institute will be outlining the specific actions they are taking and these will be publicised to you.
  • The most common cause for concern with regard to Library resources has been the availability of books. ILS is currently reviewing reading lists for all subjects with the aim of ensuring that book stock is available. ILS is also investing significantly in e-book packages and the University now subscribes to over 8000 titles. In addition, students are advised to utilise the ILS secondhand on-line bookshop, accessible via the website.
  • Celebrating our successes
    • Not all about improvement, also highlighting positive response
  • Clear, prioritised actions with milestones, lead responsibility and criteria for success
  • Holistic approach, involving managerial and academic staff at UW and partners