Retention and Success Sample Clauses

Retention and Success. 6.1 Keele University performs above its benchmarks with regard to the retention of full time entrants, 92.2% against a benchmark of 90.7% (2007/08 HESA). This has been influenced positively by the flexibility of our degree structure which includes a substantive and effective electives programme that will be available to all levels of students from the 2011/12 academic year. The University does however recognise the need to continue to develop services and resources that support students as they face and overcome the many challenges presented to them throughout their student experience. Keele intends to build on current work that promotes the holistic student experience and celebrates student success. This will be recognised in an increased commitment in future years to encourage Keele students to maximise their opportunities from the Distinctive Keele Curriculum in order that they gain the knowledge, skills and resources that will enhance their student experience as well as make them stand out as excellent graduates and employable professionals. 6.2 An effective way of supporting students into and through Higher Education is to utilise the skills and expertise of our most important and valuable resource, our students. Keele plans to expand its portfolio of peer-assisted programmes in order that incoming students are better assisted in their academic transition, learning experience and socialisation into the University. There are a range of effective mentoring initiatives and activities being delivered across the institution which the University recognises for their positive impact upon Keele students; both the supporters and the supported. However, this is an area that the University intends to build upon in order that all students have access to the positive experience of mentoring and peer support. By co-ordinating efforts to better connect our peer assisted projects delivered across the institution the long term aspiration will be to create a university wide peer mentoring service which will support the development of programmes across all stages of the student journey with the aim of: raising aspirations to go to University aiding academic and social transition enhancing the learning experience directing students to appropriate staff members and services identifying students at risk providing opportunities for mentors (and mentees) to develop skills and enhance their employability 6.3 The University provides learner enhancement support and services wit...

Retention and Success. We recognise that one of the challenges for the sector will be to maintain, let alone improve, high levels of retention. We believe our established progress Bursary is a highly effective retention measure and intend to continue it. As our retention is already excellent, our new work will focus on student success, and particularly on student success in attaining graduate-level employment. Whilst our employability is good and average graduate salaries are relatively high, we know from DLHE data that a significant minority of our students are not achieving graduate- level work six months after graduation. We will commit to offer all graduates access to a paid graduate internship scheme if they are unemployed or underemployed three months after graduation. This scheme will be closely modelled on our highly successful bid to the HEFCE Graduate Internship programme (we placed 512 graduates in collaboration with our partner institutions) and we have accordingly allocated £1,600 per internship to meet the costs of this activity. We will begin the scheme in 2012/13, even though the majority of beneficiaries in the early years will be old-system students. This will maximise the benefit to graduates during the current economic downturn, ensure that lessons from the HEFCE-funded scheme are retained, and maintain the employer contacts we have built up through the HEFCE-funded activity. We have estimated about 300 internships per annum, although this will obviously be sensitive to demand, which may dwindle in future years if the graduate employment market improves. We will deliver the programme in collaboration with Canary Wharf Group plc with whom we have entered an innovative public/private partnership for employer engagement and graduate employability work at 0 Xxxxx Xxxxx. We are working with a wide range of employers to undertake assessment centres, introduce students to workplace opportunities and develop internships. We will develop and expand our UEL Going Global Bursary, an exciting new scheme that is aimed at allowing UK students to take part in short visits outside the UK which are related to their academic programme. Many of our students, especially those with family commitments, find it difficult for various reasons to take up opportunities to travel overseas for a whole semester or year on an Exchange or Study Abroad placement. If they are able to take part in a whole semester, or a whole year of overseas study, existing Erasmus, International Exchange and...

Retention and Success. Existing activities to promote retention and success include: a) Personalised Initial Advice and Guidance for students applying to study on HE programmes at the College. b) Increased tutorial support. c) High levels of direct contact time for each module d) Support for DSA applications, including payment of fees for an Educational Psychologist’s report. e) Subsidised educational visits and trips.

Retention and Success further enhances our effective approaches to helping every student experience success in their studies by creating a culture that engages commencing students from diverse backgrounds, and builds collaborative working partnerships to support students in all years of study.

Retention and Success. A new Retention Strategy will be considered by the University’s Senate in June. As a result of the underpinning work (and informed by the University’s involvement in collaborative research with the University of Sunderland and Newcastle University10), it is anticipated that 2013/14 continued delivery of the recommendations made, ensuring positive outcomes for learners across the student lifecycle. Key elements with particular relevance to the 2013/14 Access Agreement include: The design and delivery of a number of progressive activities and interventions targeted at full and part time learners from under-represented backgrounds (including all those eligible for University bursaries) across the student lifecycle. The planned introduction of Academic Support Officers in academic areas with remits to provide additional support and guidance to primarily first year students from WP backgrounds. The posts will assist in the academic transition but also support social integration and will focus on those vulnerable times of the student lifecycle. Work to ensure a strategic approach for inclusive teaching practices, with particular focus on suitability for WP cohorts. Maximising the amount of financial support available post entry to meet individual needs and minimise withdrawal for reasons of hardship. It is anticipated that this might include supplementing the Access to Learning budget and the provision of financial support towards high placement expenses where applicable. 10 ‘Good practice in student retention: an examination of the effects of student integration on non- completion’ (2012) – ‘part of the What Works? Student Retention and Success’ series.(phf/Hefce/HEA/AoA 2012) No explicit expenditure for Retention was allocated in the 2009-12 Access Agreements. From a base of £518,600 in 2012/13 the University proposes £853,200 expenditure in 2013/14 on countable retention activities.

Retention and Success