Can we measure the impact? An evaluation of one-to-one support for students with specific learning difficulties

2020 ◽  
Vol 22 (2) ◽  
pp. 122-134
Author(s):  
Claire Graham
Keyword(s):  
Higher Education ◽  
Learning Difficulties ◽  
Disabled Students ◽  
Higher Education Act ◽  
One To One ◽  
Education Act ◽  
The Uk ◽  
The Impact ◽  
Specific Learning

In recent years, there have been changes to the way in which the UK Government funds support for disabled students in England. Higher education providers (HEPs) are increasingly encouraged to embed support for their disabled students and adopt responsibility for funding their own models of support. This has led to questions at institutional level about the impact of the support that is offered and the role of that support in student retention and success. Against a context in which the Office for Students (OfS, 2018) has identified reducing the attainment gap between disabled and non-disabled students as a strategic priority, it seems timely to consider the role of specialist one-to-one support and the potential impact of this for students. Drawing on an analysis of attainment data, as well as questionnaire responses from service users, this research project sought to evaluate the impact of one-to-one study skills support for students with specific learning difficulties (SpLDs) in one, pre-92 university (established prior to the introduction of the Further and Higher Education Act 1992). When comparing the attainment data of students with SpLDs who had accessed one-to-one support, compared to students with SpLDs who had not, 10% of the students who had not accessed support had withdrawn from their studies. None of the students who had accessed support withdrew, and there was a positive correlation between the number of support sessions attended and attainment.

Paying for University: The Impact of Increasing Costs on Student Employment, Debt and Satisfaction

2005 ◽  
Vol 191 ◽  
pp. 106-117 ◽  
Author(s):  
Hilary Metcalf
Keyword(s):  
Higher Education ◽  
Student Satisfaction ◽  
Financial Support ◽  
Student Employment ◽  
Full Time ◽  
Student Debt ◽  
Disabled Students ◽  
Course Characteristics ◽  
The Uk ◽  
The Impact

The costs of higher education in the UK have shifted increasingly from the state to the student (and students' families). In 1998, a fee contribution of £1,000 per annum was introduced for new entrants to full-time degree courses. This paper examines its effect on debt, term-time employment and student satisfaction. The analysis uses data from a survey of two cohorts of students and identifies how the impact varied with student and course characteristics. Fees led to an increase in student debt (particularly for disabled students and for students who did not receive financial support from their families) and a decline in student satisfaction. No general impact on term-time employment was identified, but term-time employment increased for students who did not receive financial support from their families. Whilst for these two groups inequality was increased, fees appeared to lead to greater equality, in terms of term-time employment, between children of graduate and non-graduate parents. The paper discusses the implications for the introduction of top-up fees in 2006.

scholarly journals Just get on with it: Implementing the Prevent duty in higher education and the role of academic expertise

2017 ◽  
Vol 12 (3) ◽  
pp. 197-212 ◽  
Author(s):  
Fahid Qurashi
Keyword(s):  
Higher Education ◽  
Higher Education Institutions ◽  
Counter Terrorism ◽  
Epistemic Stance ◽  
Legal Duty ◽  
The Uk ◽  
The University ◽  
The Impact

The Prevent policy was introduced in 2003 as part of the UK counter-terrorism strategy (CONTEST) with the aim of preventing the radicalisation of people to terrorism. In 2015, it was given a statutory footing in the Counter-Terrorism and Security Act and it became a legal duty for Higher Education Institutions among others. Since then, Higher Education Institutions have been working to ensure their compliance with the legal duty. This article reflects on the implementation of the Prevent duty in one university. It is informed by an engagement with the Prevent group in the university which was created to implement the Prevent duty. The article argues that academic expertise had little impact in shaping the implementation of the Prevent duty at the university because the epistemic stance of counter-terrorism side lines expertise and evidence so that it can maintain its coherence and integrity. Specifically, the impact of academic expertise was limited because critically oriented academic expertise complicates a straightforward implementation of the legal duty, a state-centric orientation in the Prevent group constrained the horizon of discussion, and a crisis of knowledge at the heart of counter-terrorism replaces expertise and evidence with ideology.

America’s College Promise

2016 ◽  
Vol 45 (1) ◽  
pp. 52-70 ◽  
Author(s):  
Allison L. Palmadessa
Keyword(s):  
Higher Education ◽  
Community Colleges ◽  
Access To Higher Education ◽  
Student Aid ◽  
President Obama ◽  
Federal Policies ◽  
Higher Education Act ◽  
Proposed Model ◽  
Education Act ◽  
The Impact

Purpose: America’s College Promise (ACP) is a legislative initiative introduced by President Obama to increase access to higher education, to build the economy, and to support his earlier American Graduation Initiative. This legislation has the potential to settle among the ranks of the most influential federal higher education aid and access legislation passed in the 20th century, and influence the next administration’s higher education agenda. The purpose of this article is to situate ACP in that historical hierarchy and position the initiative within the literature regarding federal policy directed toward student aid and access. Particular attention is given to federal policies relevant to community colleges and the dependence of this initiative on community colleges as this research may help multiple constituencies shape the direction of this policy as it unfolds, and offer a framework for implementation. Proposed model: Through historical analyses of federal policies, scholarly critiques, and public presidential speeches and the impact of these policies and documents on the community college specifically, scholars and practitioners are provided a work that places ACP in context and may offer a better understanding of how this policy may affect the institution, students, and business and industry partners. Conclusion: Considering these relationships and the potential impact of ACP, it is determined that this policy has the potential to have an equally profound impact on higher education to that of the Higher Education Act (HEA) of 1965 but warns of ideological influences on its execution.

scholarly journals Crisis Management in Higher Education in the Time of Covid-19: The Case of Actor Training

2021 ◽  
Vol 11 (3) ◽  
pp. 132
Author(s):  
Anna McNamara
Keyword(s):  
Higher Education ◽  
Crisis Management ◽  
High Frequency ◽  
High Reliability ◽  
Actor Training ◽  
Management Actions ◽  
The Usa ◽  
The Uk ◽  
The Impact ◽  
High Frequency Words

The impact of Covid-19 placed Higher Education leadership in a state of crisis management, where decision making had to be swift and impactful. This research draws on ethea of mindfulness, actor training techniques, referencing high-reliability organisations (HRO). Interviews conducted by the author with three leaders of actor training conservatoires in Higher Education institutions in Australia, the UK and the USA reflect on crisis management actions taken in response to the impact of Covid-19 on their sector, from which high-frequency words are identified and grouped thematically. Reflecting on these high-frequency words and the thematic grouping, a model of mindful leadership is proposed as a positive tool that may enable those in leadership to recognise and respond efficiently to wider structural frailties within Higher Education, with reference to the capacity of leaders to operate with increased mindfulness, enabling a more resilient organisation that unlocks the locus of control.

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