QAA Board of Directors QAA Strategic Plan 2014

BD 12.03.14
Item 6
BD/2014/04
QAA Board of Directors
QAA Strategic Plan 2014-17
Topic
1
To consider and approve the QAA Strategic Plan 2014-17.
Benefit
2
The strategy sets out QAA’s aims for 2014-17, helping identify QAA’s priority activities as
part of the planning process.
Recommendations
3
Board is invited to approve the strategy 2014-17 following consideration by the Finance
and Strategy Committee on 25 February 2014.
Timing
4
The current strategy comes to an end in 2014. This strategy set out four aims for QAA
against which annual priorities have been set:




To meet students’ needs and be valued by them
To safeguard standards in an increasingly diverse UK and international context
To drive improvements in UK higher education
To improve public understanding of higher education standards and quality
5
A plan was devised for the development of the new Strategy, which provided an
opportunity for input from the Board, senior staff (Directorate and members of POP) and
all staff at the conference. Other stakeholders were consulted through the Student
Advisory Board. QAA members have been given the opportunity to comment on the draft
strategy.
6
The following process has taken place:








10 July: Workshop with Directors and Band 7 staff reviewing the 2010 ‘think
pieces’ that were developed for the 2011-14 Strategy.
7 October: Board away day considered and agreed the three broad aims of the
draft strategy.
October - November: Finance and Strategy Committee members chaired subgroups, which examined one aim each; in doing so, they developed objectives for
the aim and also commenced work on example outcome and activities and
indicators of success that could be developed further by staff as part of its
operational planning process.
23 October: Student Advisory Board considered and commented on the draft
strategy.
11 November: Directorate considered the three aims as a whole.
12-15 November: following Directorate’s comments, staff were asked to make
comments and contributions.
25 November: Finance and Strategy Committee discussed and agreed the draft
strategy, subject to specific amendments.
28 November: Annual Staff Conference considered the draft strategy and
discussed possible activities and outcomes for each aim.
1

7
2 December: draft strategy sent to QAA members, Universities UK, universities
Scotland, Higher Education Wales, Guild HE, for information and comment.
 4 December: draft strategy approved by the Chief Executive prior to its
submission to Board.
 13 December: Board.
 16 December: Directorate away day.
 22 January 2014, Planning & Operational Performance (POP) Group Planning
Away Day where activities for 2014-15 were agreed.
 25 February, FSC where the QAA Strategy 2014-17, updated to include feedback
received from the meeting of the QAA Board on 13 December 2013, was
presented.
On 25 February the FSC was asked to approve the amended version of the Strategy for
submission to this Board meeting.
The Committee requested two amendments to the paper, as follows:
a. The removal of the phrase “every aspect of” in the indicator of success “By
2017 QAA will be recognised for its rigorous quality assurance of every
aspect of UK higher education in the UK and around the world”. It was felt
that this definition was too broad, and inaccurate given the fact that QAA did
not quality assure areas such as research work undertaken at Higher
Education Institutions.
b. The amendment of the term “student experience” as used in the mission
statement to “student learning experience”.
Subject to these changes, the Committee endorsed the paper for submission to the
Board.
8
The Strategy has been amended to take account of the requests from FSC and Board is
invited to discuss and agree the strategy.
9
Richard Jarman, Director of Public Engagement, Liz Rosser, Head of Finance and
Planning, and Alan Styler, Brand Communications Manager, undertook coordination of
the draft strategy.
Financial implications
10 Developing the strategy has been budgeted for activity in 2013-14.
Risk and opportunity implications
11 Failure to agree a strategy could result in QAA lacking direction, making it difficult for
activities to be prioritised and resources allocated appropriately.
Communication and information
12 The themes and priorities of QAA’s new strategy have been communicated to senior
staff and will be formally launched in March 2014 through various communications
channels.
2
Equality and diversity implications
13 N/A
Enquiries:
Richard Jarman, Director of Public Engagement
01452 557072
[email protected]
Liz Rosser, Head of Finance and Planning
01452 557084
[email protected]
3
Quality Assurance Agency for Higher Education (QAA)
STRATEGIC PLAN 2014-17
Mission Statement:
QAA’s mission is to safeguard standards and improve the quality of UK higher
education wherever it is delivered around the world.
QAA acts in the public interest for the benefit of students and supports higher
education providers in providing the best possible student learning experience.
By 2017 QAA will be recognised for:

its rigorous quality assurance of UK higher education in the UK and around
the world.

engaging students as partners at the heart of its work.

its valued contribution to shaping national and international higher education
policy and practice.

delivering exceptional quality assurance and enhancement consultancy and
training around the world.

a sustainable business model that includes income generation from all
aspects of its activity where and when appropriate.
4
There are three Aims:
Quality Assurance and Enhancement
Aim: Enhance the quality and secure the academic standards of UK higher
education wherever delivered in order to maintain public confidence.
Objectives:
In pursuit of this aim we intend to:

Safeguard and promote the national and international reputation of UK higher
education through external review and enhancement.

Widen relevant provider, student and employer engagement with external
quality assurance and enhancement of learning.

Ensure external quality assurance and enhancement evolves to anticipate
and influence future change.
5
Knowledge Resources
Aim: Provide leadership, through knowledge and resources, in assuring and
enhancing the quality of higher education within the UK and internationally.
Objectives:
In pursuit of this aim we intend to:

Ensure that QAA's knowledge resources and expertise contribute positively
and proactively to public debate on quality and enhancement.

Be at the forefront of policy debates on the quality of higher education, to
support providers, students and decision-makers in meeting future
challenges.

Shape and continuously improve assurance and enhancement practices in
higher education through evidence-based expertise.
6
Services
Aim: Extend and enhance the value and reach of QAA’s services within and
beyond UK higher education.
Objectives:
In pursuit of this aim we intend to:

Establish QAA as the leading agency in the international quality assurance
and enhancement market.

Proactively develop and deliver services to meet a broad range of needs, in
accordance with our expertise.

Achieve greater financial sustainability to ensure our continued independence.
7

Download Report