Developing closer
partnerships with
business and industry at
Middlesex University
© Middlesex University
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Outline
• Context
• Middlesex University
I.
Our academic schools
II.
Research centres
III. International activity and opportunities
• Strategic Plan
I.Focus on employability
II.Corporate engagement – case study
• Conclusion
© Middlesex University
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Context
• Increasing international competition - staff, students,
funding
• Changing shape of the HE sector
• Changing patterns of demand and delivery
• Higher student expectations
• Changing employer expectations
• Increasing importance of graduate employment prospects
Universities will form niche partnerships
based on shared visions and they will
be highly integrated.
© Middlesex University
Growth in international student
mobility will not keep pace with the
growth in HE demand
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About Middlesex
• 40,000 students worldwide
• 25,000 in London
To produce a growing global
community of staff, students and
partners who make vital
contributions to the economic,
cultural and social wellbeing of the
societies in which they live and
work.
• Hendon campus; 30mins into Central London
• Diverse student community (students from
over 140 countries representing 25% of
student body)
• 1,700 staff
• Over 300 courses
• Over 130 years of teaching
excellence
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Our academic schools
Six academic Schools, closely
aligned to business, industry
and the professions:
• Art and Design
•
Business
•
Health and Education
•
Law
•
Media and Performing Arts
•
Science and Technology
• International Foundation Year
• Undergraduate degrees
• Postgraduate degrees
• Research / PhD degrees
• Year long study abroad
• Summer School
• Pre-sessional English
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Research Centres, Institutes and Groups
•
Art and Design Research Institute
(ADRI)
•
Lansdown Centre for Electronic Arts
•
London Sport Institute
•
Crime and Conflict Research Centre
(CCRC)
•
•
Institute of Nursing, Midwifery
and Social Work
Centre for Decision Analysis
and Risk Management (DARM)
•
Centre for Psychoanalysis
•
Drug and Alcohol Research Centre
(DARC)
•
redLoop (design and innovation centre)
•
Centre for Research into the Older
Workforce (CROW)
•
Social Policy and Research Centre (SPRC)
•
Centre for Enterprise and Economic
Development Research (CEEDR)
•
European Human Rights Advocacy
Centre (EHRAC)
•
Research Centre for Transcultural Studies
in Health
•
Flood Hazard Research Centre
(FHRC)
•
Urban Pollution Research Centre (UPRC)
•
Interaction Design Centre
•
Work-Based Learning Research Centre
•
Centre for Investigative
& Diagnostic Oncology
© Middlesex University
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International Collaboration
Experts in Transnational Education - programmes being
taught in more than 100 institutions across the globe
•
Validated
•
Dual award
•
Joint
•
Franchised
• Articulation agreements
•
Progression agreements
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Middlesex - a global university
London
Malta
Over 20 regional offices
Dubai
80,000 + alumni
Mauritius
180 partnerships
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Focus on Employability
•
Course content developed with career
outcomes in mind
•
Partnership with government and
private providers
• Accreditation from relevant
professional bodies
•
Placements and work experience
•
Industry links including live projects
•
New Employability Centre
Experience is not what happens to you
it’s what you do with what happens to you
(Aldous Huxley)
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Corporate Engagement
Queen’s Anniversary Prize for
Higher and Further Education
•
Courses delivered through Institute for Work Based Learning
•
Give credit for learning at work and existing professional
practice
•
Develop collaborative programmes
• Adds value to employees and business
• Are relevant to employer and employee
•
9 out of 10 learners continue to use their learning in the
workplace
•
Work with Asda, Halifax, Toshiba, BT, Santander, and others
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Case Study: Asda
Industry:
Founded:
HQ:
Number of locations:
Operating revenue:
Employees:
Parent:
Retail
1948
Leeds, UK
568
£638 million
175,000
Walmart
Asda Case Study:
The Business Challenge
• Asda restructured the management of its
distribution function to drive operational efficiencies
and improve productivity
• The change represented a significant cultural shift
and an opportunity to look at management training
and talent retention
Asda Case Study:
The Solution
• Asda wanted to challenge their top talent, with a
view to help them work towards the general
manager role
• A degree programme would add value and rigour to
management training, as well as offer something
back as an incentive to high-performing staff
Asda Case Study:
The Programme
• MU and Asda developed:
– BA(Hons) in Distribution
– BA (Hons) Retail Operations
• Delivered in the work place, about the workplace
• Aiming to widen thinking, improve problem-solving
and drive continual improvement in a lean
environment
Asda Case Study:
The legacy
• First graduates will be in 2015
• By sharing workshops the staff are creating
networks and promoting understanding of activities
not previously possible
• Over 50% students have already been promoted
Hayley Tatum, Executive People Director at Asda, said: “The current economic
climate - coupled with the spiralling costs of higher education - means that
many of our colleagues have missed out on university degrees.
By providing the opportunity to study for a degree, we hope that we can open
more doors for our colleagues, developing their skills for the future. Through
the programme, we hope to create a pool of home grown talent, the future
leaders of Asda.”
Corporate Professional Practice Partners
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Conclusion
• Programmes relevant for employment
• Work closely with employers to develop programmes relevant for
employment
• Provide tailored learning package to meet strategic needs of
business
• Have the structures in place to support development
• Create genuine impact and ROI
• Encourage entrepreneurship & driving innovation
from within
Produce a global community of
students who will make a vital
contribution to the economic, social
and cultural wellbeing of the
societies in which they live and work
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THANK YOU
Professor Judith Lamie
Deputy Vice-Chancellor International
Middlesex University
www.mdx.ac.uk
© Middlesex University
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Our Plan
Mission:
• To produce a growing global community of staff, students and
partners who make vital contributions to the economic, cultural and
social wellbeing of the societies in which they live and work.
Strategic Priorities:
• Enhancing student achievement and satisfaction
• Strengthening leadership and staff performance
Objectives include:
• Attract students with the ability
and determination to excel
• Provide modern and innovative
student support services
• Enhance graduate employment
prospects
Welcome to Middlesex 2014 | 20