Targets and Milestones Sample Clauses
Targets and Milestones. For the purposes of this Access Agreement, the University of Bristol will assess progress in widening participation against a combination of progress measures which, between them, are designed to assess: The specific impact of a number of key outreach initiatives. Year on year progress in diversifying our applicant and student population. Bearing in mind the range of outreach activities which we plan to offer, we intend to measure year on year progress in attracting a wider pool of applicants by focusing on each of the following categories: Applicants from low performing schools Mature applicants Applicants from low participation areas Applicants from socio-economic groups 4-7 Applicants from minority ethnic groups Disabled applicants Local applicants Progress measures for each of these categories are provided at Appendix Five. As far as possible, these have been calculated taking account of the expected impact of a number of specific outreach initiatives (the Access to Bristol scheme, summer school programme and personal adviser scheme), each of which also has more detailed performance targets associated with them (also detailed at Appendix Five). Our assumption is that increases in the percentage of applications from under represented groups will not be achieved at the expense of applications from more traditional markets. To achieve the specified increases, we will therefore also need to increase the absolute number of applications from under- represented groups (and so the overall number of applications to the University). Only two of these categories have any bearing on our admissions process, which provides for school performance and mature applicant status to be taken into account as part of a holistic selection process. For this reason, measurement of the University’s intake profile will be focused on these categories only. All progress measures will be re-calculated annually to reflect assessment of our progress to date. In addition, it should be noted that we intend to carry out further research, for example, to better understand the impact of educational standards in the Bristol area on our ability to progress at the specified rates; we may need to adjust the progress measures contained in this agreement for future years to reflect the findings. We also hope to develop measures to assess the contribution of our collaborative activity to widening participation to the Higher Education sector as a whole but, as we are still in the early stages of a...
Targets and Milestones. You may choose to develop specific additional targets and milestones which assess your performance in ITT over time – particularly if ITT trainees make up a significant proportion of your overall student body. Alternatively, you may have targets and milestones in your existing 2012-13 access agreement which you now also wish to apply to undergraduate and/or postgraduate ITT trainees. These targets may be statistical – based on how representative your entrants are and/or your retention performance – and might include annual or interim milestones to help you monitor whether you are making progress. You may wish to include criteria around the numbers of trainees in receipt of a full or partial maintenance grant, as financial data will need to be collected to determine bursary support and the data will also be accessible through the Student Loans Company for HEBSS subscribers. You may also wish to consider the TDA guidance at Annex C which gives information on specific groups that are underrepresented in the teaching profession.
Targets and Milestones. In line with our current position, we will maintain our current completion rate and, as a minimum, will aim to maintain our levels of mature and part time students as shown in Annex B. We will continue to review learner feedback and will monitor student profiles as at present.
Targets and Milestones. 6.1 The University notes the importance of monitoring success through achievements against the HESA Performance Indicators, supplemented by targets for the rates of application and offer to non-traditional learners, and overall student satisfaction ratings for those in receipt of support.
6.2 Whilst acknowledging the delay in publication of Performance Indicator data, we believe that it is preferable to monitor our performance through publicly available information where possible. We monitor these same indicators internally to ensure that we are well placed to understand the impact of our work. However, we are concerned that it is often difficult to identify a simple causal link between work which has been undertaken within the widening participation field, and achievement (whether improved or less strong). The fact that work to raise aspiration may well take place 3-4 years before prospective enrolment, which is then reported 18 months later, makes it extremely difficult to propose actions in direct response to performance. It is for this reason that some of our targets relate to activities, as well as achievement, although these activities are also strongly monitored for successful progression.
6.3 We were concerned that the new financial arrangements were poorly understood by many prospective students, and were likely to be a particular impediment to those from non-traditional backgrounds. However, we are reassured that the early signs indicate that there has been a less significant short-term impact on the recruitment of those from under-represented groups than had been anticipated, although we are not complacent and will continue to promote the value and benefits of higher education.
6.4 The targets set by the University reflect our current position, and our understanding of our own catchment area. Most applicants and enrolments are from those within 100 miles of the University, spread evenly across the south-east and south-west regions. This is not surprising, given our location on the boundary between these two regions, and the superior travel links to the south-east and London. In addition, we have not set targets in those areas where numbers are too small to be meaningful; or where our experience over the last ten years indicates that activity is unlikely to have significant impact (this applies, for instance, to mature learners from low participation neighbourhoods without previous experience of higher education).
6.5 When setting its realistic t...
Targets and Milestones. 2.4.1 The Director shall do all in his power to achieve the targets and milestones indicated in the municipal IDP and Performance Management System.
2.4.2 The Director undertakes to achieve the parent targets, which shall be directly related to the expected improvement in the level of services and therefore improvement in the quality of life within the municipality. The parent targets are those defined as performance requirements in Section 4 of this contract.
Targets and Milestones. The four key drivers of the College’s Access Agreement are measures and approaches which
Targets and Milestones. 2.4.1 The Municipal Manager shall do all in his power to achieve the targets and milestones indicated in the municipal IDP and Performance Management System.
2.4.2 The Municipal Manager undertakes to achieve the organisational targets, which shall be directly related to the expected improvement in the level of services and therefore improvement in the quality of life within the municipality. The organisational targets are those defined as performance requirements in the Performance Plan of this contract.
Targets and Milestones. The University is setting itself challenging targets in terms of improving its widening participation and retention. It has also developed appropriate milestones for these targets. The milestones and targets are set out in tables 7a and 7b and are contextualised by the data related to our Access and Success record in section 3 of this agreement.
Targets and Milestones. 2.4.1 The Chief Financial Officer shall do all in his power to achieve the targets and milestones indicated in the municipal IDP and Performance Management System.
2.4.2 The Chief Financial Officer undertakes to achieve the parent targets, which shall be directly related to the expected improvement in the level of services and therefore improvement in the quality of life within the municipality. The parent targets are those defined as performance requirements in Section 4 of this contract.
Targets and Milestones. Given our strong track record in widening participation, where we exceed by some distance the benchmarks for recruitment of students from low income families, and the obvious uncertainty in the way in which national policy may affect recruitment from these groups, we intend to maintain our current levels of performance. Our targets for the next 5 years are: Outreach activities: To complete the programme set out in Appendix A, including 770 events reaching 29,925 potential students and their advisers, at a cost of £1.2m. WP targets: We aim to remain within one standard deviation (or better) of our HESA benchmark. In practice this will mean we recruit no less than 41% of our students from NS-SEC 4,5,6 and 7, and no less than 15% from low participation neighbourhoods.