© Middlesex University

Developing closer partnerships with business and industry atMiddlesex University

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© Middlesex University

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

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© Middlesex University

Context

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• 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.

Growth in international student mobility will not keep pace with the growth in HE demand

About Middlesex

• 40,000 students worldwide

• 25,000 in London

• 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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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.

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

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• International Foundation Year• Undergraduate degrees• Postgraduate degrees• Research / PhD degrees• Year long study abroad• Summer School• Pre-sessional English

© Middlesex University

Research Centres, Institutes and Groups

• Art and Design Research Institute (ADRI)

• Crime and Conflict Research Centre (CCRC)

• Centre for Decision Analysis and Risk Management (DARM)

• Drug and Alcohol Research Centre (DARC)

• Centre for Enterprise and Economic Development Research (CEEDR)

• European Human Rights Advocacy Centre (EHRAC)

• Flood Hazard Research Centre (FHRC)

• Interaction Design Centre

• Centre for Investigative & Diagnostic Oncology

• Lansdown Centre for Electronic Arts

• London Sport Institute

• Institute of Nursing, Midwifery and Social Work

• Centre for Psychoanalysis

• redLoop (design and innovation centre)

• Centre for Research into the Older Workforce (CROW)

• Social Policy and Research Centre (SPRC)

• Research Centre for Transcultural Studies in Health

• Urban Pollution Research Centre (UPRC)

• Work-Based Learning Research Centre

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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

Dubai

Mauritius

Malta

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Over 20 regional offices

80,000 + alumni

180 partnerships

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

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Experience is not what happens to youit’s what you do with what happens to you

(Aldous Huxley)

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Corporate Engagement

• 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

Queen’s Anniversary Prize for Higher and Further Education

Case Study: Asda

Industry: Retail

Founded: 1948

HQ: Leeds, UK

Number of locations: 568

Operating revenue: £638 million

Employees: 175,000

Parent: 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.”

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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

THANK YOU

Professor Judith LamieDeputy Vice-Chancellor InternationalMiddlesex University

www.mdx.ac.uk

© Middlesex University | 19

Our PlanMission:•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