The DVC Academic has overall responsibility for employability across the institution. Various aspects of embedding employability sit with in their portfolio led by the Director Student Experience and Associate DVC Learning and Teaching. This is connected to the Research and Innovation pillar of the strategic plan and the Engagement and impact pillar led by the DVC International and DVC Research portfolios. Both pillars incorporate a strategy around building relationships and growing new partnerships to broaden the boundaries of the university. The global positioning pillar includes targets and support programs for student mobility as a powerful mechanism for enhancing employability capabilities of students.
The Pro Vice-Chancellor (Education) is responsible for leading work under Strategic Goal 1: Enhancing learning and teaching within the ECU Strategic Plan 2017-2021. The key objectives under this strategic goal are:
• Teaching that inspires
• Transformative learning experiences
• A globally relevant and innovative curriculum
• Improved learning outcomes and career readiness The Pro Vice-Chancellor (Education) is leading the implementation of the Student Success Blueprint and is the Policy Owner of many of the curriculum policies and procedures related to embedding employability.
Responsibility for fostering graduate employability is shared between different portfolios and areas of the University, and across multiple policies and strategies. The Chair of the Employability Committee takes the lead on advancing employability across the University and the Committee provides advice and recommendations to the University Learning and Teaching Committee on the development of a strategy to deliver a unified, scalable and sustainable employability framework.
The Employability Sub-committee of the Learning and Teaching Committee has representative membership drawn from across the University, across the DVC portfolios (such as the Griffith Graduate Research School). Its function is to make recommendations to Academic Committee and the University Executive Group, with respect to the University’s Employability Strategy. Its remit includes identifying relevant strategies, indicators and measures of success for implementing the strategy through the following core dimensions: Institutional strategy and governance for employability c. Employability in the academic program d. Engagement of and support for students e. Engagement with employers and graduates f. Information and marketing g. Staff awareness and capability h. Career development services
The members of the Employability Committee are: a) the Chairperson of the Committee who shall be the Deputy Director (Teaching and Curriculum Transformation) (ex officio); b) the Dean (Learning and Teaching) or Deputy Dean (Learning & Teaching) from each Academic Group (ex officio); c) four academic staff members of the University, appointed by the Group Pro Vice Chancellors from among the academic staff of the University. One member shall be from each Group; d) Dean (Learning Futures) (ex officio); e) Dean (Learning and Student Outcomes) (ex officio); f) Director, Griffith International (ex officio); g) Director, Griffith Graduate Research School (ex officio); h) Director, Student Success Unit (ex officio); h) Manager, Careers and Employment, Student Success Unit (ex officio); i) Deputy Director, Development and Alumni (ex officio); j) Director, Library and Learning Services (ex officio); k) up to two members of staff appointed by the Chair with specialist expertise in employability; l) Director, Griffith Enterprise (ex officio); m) Professor of Entrepreneurship, Griffith Business School (ex officio).
The development of an Employability Action Plan for the University provides an opportunity to review the governance structures associated with graduate employability, to further optimise their efficacy and representativeness. Depending upon the recommendations adopted, one or more working groups under the Employability Committee may be established, in order to achieve priority project outcomes (e.g., a Work Integrated Learning working party to develop a WIL framework).
Yes, in 2018 a new structure has seen the appointment of new staff into related senior positions.
In March 2018, there was the appointment of a Work Integrated Learning (WIL) Manager.
The WIL manager oversees the dedicated WIL Office which includes WIL Placement Facilitators (4), WIL Assessment Facilitator (1) and an Administrator (1).
The WIL Office leads employability, with a current transition underway from an Industry Training Placement focus to an Work Integrated Learning / Employability focus which captures all activities and approaches that link theory with application.
The WIL Office has recently aligned under the DVC (Learning and Teaching) Department; with the WIL Manager reporting directly to the (recently appointed) DVC (L&T) who is a member of the ICMS executive. The WIL department's annual business plan (from 2018) is under the DVC (Learning and Teaching) and is incorporated into the broader Learning and Teaching plan; which leads into the ICMS annual strategic plan.
The University employs a Dean, Academic and Dean, Enterprise who both report to the Provost. The Dean, Academic is responsible for the development of the employability framework, Kahurei, and the learning and teaching strategy, Paerangi. The Dean, Enterprise is responsible for the University’s research commercialisation and business development and significantly advancing the University’s enterprise agenda.
The Pro Vice Chancellor Education, Professor Kylie Readman has strategic responsibility for employability at an institutional level. This is one of many areas of responsibility, with other related areas including: academic development/ professional learning, creativity and innovation (offered through an Innovation and Creative Thinking minor), and contributing to the strategic priority of student success and retention. Additionally, the Pro Vice Chancellor is responsible for the Library, who are responsible for the Launchpad.
SAE assigns responsibility for employability to the Director of Student Experience who is part of the executive team. This role has been developed as part of a broader strategy to support student experience before during and after their formal studies at SAE.
DVC (Students) and Dean of Education work closely with the VP (Engagement) and DVC (Academic) to facilitate employability. The mission for the Deputy Vice-Chancellor (Students) portfolio is to position Southern Cross University as an international and nationally recognised exemplar for quality tertiary student experience and graduate outcomes. The DVC (Students) demonstrates leadership in the implementation of effective and successful models for student engagement, learning, and management of student experience across the student life cycle. The DVC (Students) portfolio links the key student engagement areas of:
• School of Education
• Student Engagement and Retention Team
• Careers and Employability
• UniLife
• Equity and Diversity
• Centre for Teaching and Learning
• Student Representative Councils
The portfolio’s priorities are:
• Retention and support of students in ways that facilitate the realisation of their educational and professional goals • Excellence in quality teaching and learning
The Higher Education Learning and Teaching Strategy 2017-2020 overall responsibility is positioned in the portfolio of the Deputy Vice Chancellor (Academic) (DVC(A)). The strategy is positioned within this portfolio as the concept of Future-Ready Learners and the Future Learning Experience four key principles are aligned with accreditation processes and academic objectives which reside with the DVC (A). The role of DVC (A) is responsible for the University’s strategic leadership and preserving the commitment to enhancing the quality of teaching, learning and the student experience, internationalism and employability. The Pro-Vice Chancellor (Education & Quality) reporting directly to the DVC (A) provides the strategic leadership, ensuring best-practice in providing evidence-based policies for the university’s courses and practices, which includes accreditation processes and academic quality assurance.
The Future Learning Experience three key principles which directly relate to employability being Professional Purpose, Student-centred course design and Authentic learning experiences are being led by the three Faculty Associate Dean Learning Innovations (ADLI) with reporting to the DVC (A), who then reports monthly to the Academic Senate. The ADLI role within each Faculty is responsible for the development and implementation of strategies relating to Learning, Teaching and Scholarship. The ADLI is accountable for ensuring implementation of the University’s Learning and Teaching Strategy including facilitating leadership of teach and learning innovation and performance. The role reports to the Faculty Pro-Vice Chancellor and work collaboratively with the Deans, DVC (A), PVC (E & Q), Education and Quality Team, Student Engagement, Department Chairs and other teams within the University to develop and implement strategies relating to innovative and contemporary learning and teaching practices and ensure alignment with the University’s strategic direction. The Faculty Pro-Vice Chancellors have a reporting line to the DVC (A) on matters relating to University strategies and academic leadership.
The Professional Placements team, within Swinburne Advantage is managed by the Director, Professional Placements who reports to the Vice President Engagement. The Careers and Employability Team and the Work Integrated Learning team both situated within Student Engagement reporting to the Pro Vice Chancellor (Student Engagement) role located within the DVC (A) portfolio. The Pro Vice Chancellor International and the Swinburne International team also sit within the portfolio of the DVC (A).
Professor Geoffrey Crisp is Pro Vice-Chancellor (Education) and has portfolio responsibility for providing leadership in the development and implementation of strategic initiatives in learning and teaching through the enhancement of approaches to curriculum design and delivery, the effective use of online technologies, the design and management of effective learning environments for students and the development and renewal of academic policies and quality assurance processes. The portfolio works in partnership with the faculties, schools, divisions and student groups to implement the 2025 Strategic Plan and drive enhancements to the student experience, educational and career outcomes.
The university careers service is in the PVCE portfolio which provides a direct link between employability and curriculum design and delivery.
Dr Elizabeth Eastland is the Director of Entrepreneurship in the Division of Enterprise and oversees a team of 13 (due to expand in 2019). As Director Entrepreneurship at UNSW, Elizabeth plays a key leadership role, driving the entrepreneurship of the University and developing, fostering and maintaining collaborative and commercial relationships to expand innovation and start-up networks, attract sponsorship and achieve UNSW’s key innovation goals, including scaling up its successful student start-up program.
As Deputy Vice-Chancellor (Academic), Professor Wright is responsible for preserving the University’s commitment to high quality learning and teaching; promoting a culture of excellence across the student experience; leading initiatives aimed at student success and retention, and integration of services for students; and quality standards.
The Deputy Vice Chancellor (Academic) also has strategic oversight over the Student Strategy. This includes both curriculum activities such as Work Integrated Learning, and extra curricular experiences such as Student-Staff Partnerships. The DVCA is the ‘owner’ of the Student Life Plan and Teaching and Learning Plan (currently in development) which both reference employability due to the holistic approach taken by UQ to employability development.
At an operational level, the Director, Student Employability, is responsible for the implementation of the Student Strategy Employability Initiatives proposed by the Deputy Vice Chancellor (Academic) and endorsed by the Vice Chancellors Committee as investment priorities for 2018-2021.
The devolved nature of employability at UQ would ordinarily result in Faculty and School level employability initiatives being overseen by the Associate Deans Academic of the Faculties. As the Director, Student Employability, also has budgetary responsibility for implementation of the Student Strategy Employability Initiatives, Collaborative Agreements have been established with Faculties and Central Divisions to deliver discipline-specific and context relevant employability services via a collaborative (or embedded) service model (hub-spoke structure).
These Collaborative Agreements ensure that implementation can be effectively managed, recorded, and reported to the Deputy Vice Chancellor (Academic), and ensures that inputs, processes, outputs, and outcomes can be effectively measured for all students across UQ.
The Work Integrated Learning - Academic Policy outlines the Responsible Officer as the DVC (A) and the Designated Officer as the PVC (Students).
How does this relate to any other strategic areas of responsibility for that individual?
The DVA (A) is responsible for the academic functions of the University and related support areas. The PVC (Students) is responsible for the portfolio of Student Services and Engagement which provides student focused advice and support and aims for excellence in service delivery across all administrative aspects of a student's engagement with the University, including careers and employment.
Evidence:
2.1 a Work Integrated Learning - Academic Policy and Workplace and Industry Placement - Procedures webpages
Overall leadership for employability rests with the Pro Vice-Chancellor (Learning and Teaching)
Yes, the Educational Enhancement Unit (EEU) is responsible for WIL. The Pro Vice-Chancellor of Education, Professor Peter Dean and Associate Director Ms Alyce Maree-Walpole are responsible for the lead on employability. Currently, they are in charge of all the WIL experiences that are being undertaken in the University. Earlier this year it was decided WIL was a strategic priority for learning and teaching which therefore, fell under the strategic leadership of the Education portfolio.
The PVC Students is the senior executive responsible for all aspects of the student life-cycle from commencement to graduation and beyond. The PVC Students delegates responsibility for the Employability Strategy to the Director Centre for Student Success. The Employability Strategy is overseen by a Reference Group with cross-university representation from each of the key areas responsible for the student experience including Alumni Relations, Colleges and the VU Polytechnic, Marketing and Communications and international.
Yes, the Vice Chancellor has Graduate Outcomes as a KPI, which is board level. We have a Vice-President who is responsible for Employability and Graduate Success at the Senior Executive level. There is a Director, Employability and Graduate Success. There are Careers Educators and a range of staff within Employability and Graduate Success. Aspects of employability fall within Schools, Program design and development and embedded WIL and curriculum renewal in regard to 21C Future of Work skills development.
The Deputy Vice-Chancellor (Academic) leads employability at an institutional level, through accountability for overseeing and planning the delivery of the University's undergraduate and postgraduate teaching programs and through review, implementation and management of academic policies, processes, structures and resources aimed at ensuring excellence in teaching, learning and scholarship.
As a portfolio, the Learning and Teaching, Programs and Pathways, Student Engagement and Registrar, Indigenous Strategy Offices, and the Library support the mission of the Deputy Vice-Chancellor (Academic).
In terms of employability:
• PACE lead the delivery of WIL activities to all undergraduate students
• The Career and Employment Service supports the usual array of services, advice, resource development and events. • Widening Participation and Indigenous Strategy support initiatives that attract, engage and retain more students from backgrounds traditionally underrepresented in higher education.
• GLP provides extra-curricular programming that inter alia supports students’ employability development
• The Learning Innovation Hub lead enhancement activities in learning and teaching.
Faculties Executive Deans share the responsibility for leading employability on a micro-level and hold responsibility for providing a quality-driven, research informed and contemporary curriculum to students through excellence in teaching and ensuring learning and teaching quality, innovation and capability to deliver innovative and industry relevant courses.
Higher Degree by Research Macquarie’s Higher Degree by Research (HDR) Support and Development team offers research training that is flexible, diverse and candidate-driven. Initiatives assist HDR candidates to develop essential skills in research communication, employability, mentoring and leadership. Programming is designed to equip HDR candidates with the knowledge and confidence to conduct their research, communicate insights to broad audiences, and develop sustainable, transferable skills that are attractive to employers across all sectors of society. The team offer over 200 workshops, courses and seminars per year, both face to face and online, as well as creating opportunities to engage with other HDR candidates and employer representatives, to ensure the best experience and opportunities possible.
PACE for Research PACE provides Master of Research (MRes) students with the opportunity to undertake research as part of a research team or in community or industry settings through a tailored PACE unit, MRES701. In this unit, students are required to identify and design a research project that aligns with the priorities of a partner organisation. Student projects are supervised by a member of the partner organisation and supported through a series of academic seminars.
The unit aims to equip students with practical problem-solving and research skills, as well as insights into conducting research that involves a partner and is aimed at helping them to achieve their organisational goals. Over the course of a semester, students work with the partner organisation to identify and fully scope a research project. Students complete 100 hours working with their partner organisation eventuating in delivery of a formal written project plan. Students may choose to use the research conducted in this unit as the basis of their MRes thesis in the second year.
Policy Demonstration of activity supporting student employability is included in Macquarie’s Academic Promotion Policy under the ‘scholarship of application’ criteria, which include inter alia contributions to enhancing the employability of graduates. Applicant scores in this category and promotion outcomes are tracked by the University’s HR unit.
Across all tiers of the University the activation of the employability agenda is captured formally as part of the Learning and Teaching Strategic Framework that was collaboratively developed through a whole-of-University consultation processes and approved by Academic Senate and its subcommittees, Executive Group and Council in 2015.
Not currently. Employability and the initiatives and policies associated with it are currently under the purview of the Directorate of Academic and Student Services, under the leadership of the Dean. This includes non-academic support services and student well-being.
There is no senior executive responsible for the lead on employability, rather it is shared across portfolios and comes from the school, program and course level.
USQ has champions of employability, e.g. Professor Shelley Kinash (Director, Office of Learning and Teaching), Alumni Relationship, Deans and Associate Deans, Placement Coordinators.