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 An issue in focus: Graduate Prospects Complements the Council Workshop on Education Strategy on 17th October

The Strategic Agenda 2010 – Select the best students (not just achievement, but potential) 2.Help them to engage (academic, extra-curricula) 3.Give them an internationalised experience 4.Give them the benefits of the best research 5.Give them the best physical and virtual learning spaces 6.Give them the best teachers (and our staff the support they need to become the best teachers) 7. Transform their prospects for graduate employment

An agenda across the student lifecycle

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: Graduate prospects National Student Survey Entry tariff

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

Exeter’s approach to Education and the Student Experience Engaged as Partners Research-engaged Interdisciplinary Global

Education highlights

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 Council Dean of Taught Programmes – Mark Overton Dean of Research Programmes – Steve Ripon DVC (Education) – Janice Kay Dual Assurance (Education): Sarah Buck/Janice Kay Director of Academic Services & Deputy COO – Michele Shoebridge Director of Student Education & Engagement – Sean Mackney Admissions Education Quality & Enhancement Employability & Graduate Development Assistant College Managers for Education Associate Deans for Education (x6)

Future education strategy: 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 Digitally literate A research-driven experience Problem solve in inter-disciplinary teams Highly employableAn international outlook Active citizenship Personal responsibility

An Education challenge in focus: Graduate Prospects

Rapid improvement in recent years

The Exeter approach in practice

Delivering an inclusive employability portfolio Information, Advice & Guidance 1:1 career guidance CV / application checking Business start-up advice Vacancy distribution Career Zone library Employability Website Social media My Career Zone Events / workshops (+800) Career Management Workshops ‘Widen Your Options’ weeks Employer Presentations Spark Entrepreneurship Weeks Mandatory career planning workshops College support Work-Based Learning Student Campus Partnership Student Business Partnership Graduate Business Partnership Erasmus placements Community, Volunteering Students as Change Agents WIL… Work-Related Learning eXfactor Sectoral programmes Exeter & Leaders Award Career Mentoring Scheme Aspirational Teachers Award Guild/FXU / AU societies Grand Challenges Student Ambassadors ERDP

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

…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)

Graduate prospects Marketing / admissions / widening participation Alumni/ Employer- Engagement strategy International- isation (fairs and overseas study) Student Engagement & Achievement Graduate retention Enhanced employer services / branding & sponsorship Education strategy (curriculum/ assessment integration) Placement Learning & Professional Development DEVELOPMENT ZONE Where must Exeter take action? University Education Strategy

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

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

Conclusions The Education agenda is: Large; financially v. important; Highly competitive The approach is: Assure; Improve; Innovate Dual Assurance functions well to assure Council oversight of Education agenda The Case of Graduate Prospects shows how tough it is at the top