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Taking a strategic
institutional approach to
access and student success
Professor Eileen Martin
Deputy Vice-Chancellor (Ac...
Strategy for
Access and
Student
OFFA
Success
Agreement
So how do you develop and implement a
‘strategic approach’?
Retention
and
Progression
Strategy

OFFA
Research
Strategy
Agreement
Character

Business
Engagement
Strategy

Marketing
an...
• Agreement can help establish clear
process
• Define the ‘How?’ to deliver the
strategies’ ‘What?’

In other words…
Irrespective of the ‘type’ of institution
access agreements have relevance it is just
the emphasis which is nuanced. The
p...
The Teesside Context
Mission

Providing opportunities, driving enterprise,
delivering excellence
Working in partnership to...
The Teesside Context
• One of the sector’s leading institutions for
recruiting WP students
• Over 80% OFFA countable stude...
The Process
• Getting institutional ‘buy-in’ at all levels
– How?
– ‘alignment’
The Process
• Start with the data, across the whole
student lifecycle
• Analysis of data
The Process
• Analysis of data
–where are we?
• Identifying trends
–where are we going?
• Clarifying and defining strategi...
The Process
• Establishing targets
– What will move us there?

• Identifying actions
– Who is going to do what?

• Establi...
The Process
• Consultation
–
–
–
–

Management
Staff at all levels
Students
Collaborative partners

• Involvement
• Owners...
The Process
• Must be dynamic, ongoing, and progress
evaluated and reported at established
institutional fora
e.g. – recru...
OFFA
Agreement
Retention
and
Progression
Strategy

Research
Strategy

Character

Business
Engagement
Strategy

Marketing
a...
Challenges
• Securing and maintaining engagement
– of partners
– of senior management
– making it meaningful to academic s...
Challenges
• Fit with internal planning cycles/overlap of
agreements (annual cycles)
• Long-term sustainability and effect...
Challenges?
Challenges?
• Turbulence
– Policy/funding changes
– Changing definition/emphases around
social inclusion/mobility – succes...
Challenges?
• Predicting the future
– targets that get ‘locked in’
• Establishing targets
– when is stretch realistic?
Some questions?
• Do scholarships and bursaries contribute to
access and success or is it a recruitment
incentive?
• Which...
What happens post election?
Thank you
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
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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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

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

  1. 1. Taking a strategic institutional approach to access and student success Professor Eileen Martin Deputy Vice-Chancellor (Academic)
  2. 2. Strategy for Access and Student OFFA Success Agreement
  3. 3. So how do you develop and implement a ‘strategic approach’?
  4. 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. 5. • Agreement can help establish clear process • Define the ‘How?’ to deliver the strategies’ ‘What?’ In other words…
  6. 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. 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. 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. 9. The Process • Getting institutional ‘buy-in’ at all levels – How? – ‘alignment’
  10. 10. The Process • Start with the data, across the whole student lifecycle • Analysis of data
  11. 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. 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. 13. The Process • Consultation – – – – Management Staff at all levels Students Collaborative partners • Involvement • Ownership
  14. 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. 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. 16. Challenges • Securing and maintaining engagement – of partners – of senior management – making it meaningful to academic staff – ensuring student involvement throughout the lifecycle
  17. 17. Challenges • Fit with internal planning cycles/overlap of agreements (annual cycles) • Long-term sustainability and effectiveness of activities – outreach • Impact measures
  18. 18. Challenges?
  19. 19. Challenges? • Turbulence – Policy/funding changes – Changing definition/emphases around social inclusion/mobility – success
  20. 20. Challenges? • Predicting the future – targets that get ‘locked in’ • Establishing targets – when is stretch realistic?
  21. 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. 22. What happens post election?
  23. 23. Thank you

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