“What do I Get” is the title of this collection of essays on student fees, student engagement and student choice, published by HEPI.
The title comes from a Buzzcocks song, which prompted a a flurry on Twitter of other possible HE report titles with song titles, which led to my first (and possibly only) reference in the Times Higher.
The book seeks to provide evidence of how institutions are faring in a world of £9000 fees, and how this can vary.
Some gems for me:
Edward Acton, former VC of UEA, explains how that institution developed and celebrated a career track that focused on teaching, which led to an improvement in student-staff ratios. In addition, Grove points out the need to take ownership of, and make real, a weekly study time of 40 hours. On this latter point, in the Faculty I currently work in, we will be doing a lot more work in the next year to make sure that we firstly identify all the student-centred learning that is part of a module, but then crucially, to make sure that this is communicated to our students, and is an integral pat of learning, not just “go and read chapter 2”.
Authors from University of Sheffield discuss how, in 2010, a project ran in the university to prepare for the new fee regime.. One of the outcomes from this was the definition of a Sheffield Graduate – that i,s a series of promises around the 5 themes of: course, personal development, support, community and future. An interesting new development for 2015 is the introduction of inter disciplinary projects for all undergraduates.
Richard Brabner of Hertfordshire considers embedding employability into the curriculum, noting that this is increasinglysomething that students expect from university, Again, a set of graduate attributes are described, but here they are linked to the university’s performance management and spending plans. Departments have to show how attributes are embedded and describe their plans for employability. Senior management can monitor activity, reward success and deal with under-performance.
The final essay I’ll look at here was by Ian Dunn, PVC at Coventry and responsible for the development of Coventry University College. This subsidiary company of the university was set up to provide HE with a different learning, teaching and assessment strategy in order to widen access, and crucially at a lower price. Courses range from foundation years, through to honours degrees. The LTA strategy involve modules being taught intensively over 6 weeks each. For modules which fall below a quality threshold, then detailed action plans are implemented to bring them back on track.
Notable from the various essays are the following:
- the increasing focus on employability – are we keeping pace with others in the sector on this?
- the development of graduate attributes – how distinctive are these between individual universities?
- the increase in use of performance management tools – how do we ensure we have the right data, and use it for enhancement?
- provision of foundation year programmes – is the CUC model one that others might choose to replicate?