Induction Programme for New Council Members: Education Strategy

1. Induction Programme for New Council Members: Education Strategy Janice Kay and Michele Shoebridge Council Induction 16th October 2013

2. Purpose • 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

3. 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

4. An agenda across the student lifecycle

5. 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

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7. 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

8. Key Performance Indicators: 2008-13 Graduate prospects Entry tariff National Student Survey

9. 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

10. Exeter’s approach to Education and the Student Experience

11. Education highlights

12. 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

13. 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

14. Council and the Education Agenda Council 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 Admissions Education Quality & Enhancement Employability & Graduate Development Assistant College Managers for Education Associate Deans for Education (x6)

15. Future education strategy: 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

16. An Education challenge in focus: Graduate Prospects

17. Rapid improvement in recent years

18. The Exeter approach in practice

19. Delivering an inclusive employability portfolio

20. …but others are still doing better % Graduate destinations (2011), Exeter + UK Top Ten

21. …and investing even more • 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)

22. Where must Exeter take action? University Education Strategy Placement Learning & Professional Development DEVELOPMENT ZONE

23. The Importance 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

24. Future Graduate Prospects work at Exeter • Efficiency • Synergy • Investment in internships as a priority, taking through the PRG process

25. Conclusions • 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