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Professor Eileen Martin presentation on taking a strategic institutional approach to access and student success

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Professor Eileen Martin presentation on taking a strategic institutional approach to access and student success

Professor Eileen Martin presentation on taking a strategic institutional approach to access and student success

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  • Originally invited to talk about SASSGoneTalk about OFFA Agreements insteadAnd even mention new guidance 20th February.Try to show how we want to use the OFFA agreement – still getting thereWhat we don’t want to do is write it, get the agreement signed off and place it in the….
  • Bottom drawerWorth wondering how many outside HE have any idea what an OFFA agreement is
  • Instead try to use it as something that helps us make sense of thingsMany thingsVariety of different documents, strategies, plans and requirementsNestling together – different focus All committing us to do somethingUsing the OFFA agreement as part of a process to transcend and draw together
  • Developing the OFFA Agreement can help develop a processStarts to draw together the strategies, the actions, identifying the resources
  • Get the ducks in lineI know the two on the end – which one’s Cliff
  • A little about Teesside….
  • An a little more80% OFFA countable tends to suggest whole-institutions approaches
  • What gaps in performance – 80% OFFA countable – but are there particular groups that we can identify where outcomes are different and specific actions are necessary?
  • Looking at trend data tooWhere are we goingWhat’s emergingIs our trajectory going to get us where we want to beWhere do we want to be anyway – University Strategies, KPIs, Institutional Aims – what do they say?
  • Objectives and current trends translate to targets – some the headlines in OFFA – others operational – eg increase the number of disability needs assessments early in a student’s career because this increases access to DSAs, addresses the target of increasing numbers of students and enhances retentionTargets the need actions – what are we actually going to do to get us thereAnd who is going to do it and what do they need to do it – staff money time etcLinks into financial forecasting and planning cycleAnd then what do we need to put in place to monitor this? How do we know whether we are getting anywhere. Curious that OFFA think we need to be prompted to consider whether our spending is effective – have they met my Chair of Governors
  • The process ideally characterised by widespread consultation at all levels Management obviously Staff - academic and professional - course teams - learning and teaching - diversity of discipline and practice – but engaging in developing practice which makes a difference ] Students – through Union but also through student reps, through other feedback mechanisms Collaborative partners in delivery – HEBP etcInvolvement – broad as possible Ownership – agreement not a secret
  • Nestling the balls togetherAnd drawing together components within the OFFA agreement Maybe, eventually the SASS will unify the OFFA and the WPSA But for the moment they both sit there – with the Equality Act
  • Challenges2 shady menAnd their habit of getting the goalposts moved
  • Transcript

    • 1. Taking a strategic institutional approach to access and student success Professor Eileen Martin Deputy Vice-Chancellor (Academic)
    • 2. Strategy for Access and Student OFFA Success Agreement
    • 3. So how do you develop and implement a ‘strategic approach’?
    • 4. Retention and Progression Strategy OFFA Research Strategy Agreement Character Business Engagement Strategy Marketing and Recruitment Strategy Academic Strategy Learning and Teaching Fees Strategy Financial Forecasts Values Aims Mission and Vision Institutional Plan WPSA WP Strategy Equality Act E&D Strategy
    • 5. • Agreement can help establish clear process • Define the ‘How?’ to deliver the strategies’ ‘What?’ In other words…
    • 6. Irrespective of the ‘type’ of institution access agreements have relevance it is just the emphasis which is nuanced. The participation and success of students is of importance to us all.
    • 7. The Teesside Context Mission Providing opportunities, driving enterprise, delivering excellence Working in partnership to enable individuals and organisations to achieve their potential through high quality learning, research and knowledge transfer
    • 8. The Teesside Context • One of the sector’s leading institutions for recruiting WP students • Over 80% OFFA countable student population • Strong regional recruitment with a range of WP characteristics • Extensive collaborative arrangements for delivery
    • 9. The Process • Getting institutional ‘buy-in’ at all levels – How? – ‘alignment’
    • 10. The Process • Start with the data, across the whole student lifecycle • Analysis of data
    • 11. The Process • Analysis of data –where are we? • Identifying trends –where are we going? • Clarifying and defining strategic objectives – where do we want to go?
    • 12. The Process • Establishing targets – What will move us there? • Identifying actions – Who is going to do what? • Establishing resources – What do we need to commit? • Monitoring – How do we measure?
    • 13. The Process • Consultation – – – – Management Staff at all levels Students Collaborative partners • Involvement • Ownership
    • 14. The Process • Must be dynamic, ongoing, and progress evaluated and reported at established institutional fora e.g. – recruitment/admissions committees – Learning and teaching committees – E&D events – Student experience partnership committee
    • 15. OFFA Agreement Retention and Progression Strategy Research Strategy Character Business Engagement Strategy Marketing and Recruitment Strategy Academic Strategy Learning and Teaching Fees Strategy Financial Forecasts Values Aims Mission and Vision Institutional Plan WPSA WP Strategy Equality Act E&D Strategy
    • 16. Challenges • Securing and maintaining engagement – of partners – of senior management – making it meaningful to academic staff – ensuring student involvement throughout the lifecycle
    • 17. Challenges • Fit with internal planning cycles/overlap of agreements (annual cycles) • Long-term sustainability and effectiveness of activities – outreach • Impact measures
    • 18. Challenges?
    • 19. Challenges? • Turbulence – Policy/funding changes – Changing definition/emphases around social inclusion/mobility – success
    • 20. Challenges? • Predicting the future – targets that get ‘locked in’ • Establishing targets – when is stretch realistic?
    • 21. Some questions? • Do scholarships and bursaries contribute to access and success or is it a recruitment incentive? • Which segment of the market might find them attractive/helpful?
    • 22. What happens post election?
    • 23. Thank you

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