Handbook for Academic Partnerships: Strategy, Guidance and Procedures

Transcription

1 University of Exeter Handbook for Academic Partnerships: Strategy, Guidance and Procedures 2015/16 Chapter 1 Introduction Academic Partnerships Purpose of Academic Partnerships Principles of Strategic Development Additional Information and Resources... 4 Chapter 2 Types of Academic Partnerships Overview of the Different Types of Academic Partnerships INTO University of Exeter Centre (INTO LLP) Doctoral Training Partnerships / Centres for Doctoral Training (CDTs)... 6 Chapter 3 Roles, Responsibilities and Governance Governance Structure Academic Partnership Strategy Group (APSG) Partnership Boards (or equivalent) College Governance Academic Partnerships Team... 8 Chapter 4 The Academic Partnership Lifecycle Main Stages of an Academic Partnership... 9 Chapter 5 Establishing New Academic Partnerships Criteria for Approving an Academic Partnership The Procedure for Establishing New Academic Partnerships Preliminary College Review Completion of the Partnership Proposal Form (PPF) College Executive Approval University Approval Formal, Legally Binding, Partnership Agreement

2 5.8 Programme Development and Approval New Systems and Procedures Student Handbooks Chapter 6 Management, Delivery and Monitoring Partnership Boards (or equivalent) Programme Monitoring Student Representation and Feedback External Examiners Monitoring the Relationship Specific Monitoring Requirements for Validation Partnerships Publicity and Marketing of Partnership Programmes Chapter 7 Review and Renewal or Termination The Review Process The Process for Renewal Ending a Partnership

3 Chapter 1 Introduction 1.1 Academic Partnerships Academic partnerships are formal arrangements in which two or more institutions or organisations work together to provide teaching, supervision, support and/or facilities for students as a formal element of a degree or programme By their very nature, academic partnerships can be high risk activities. The purpose of this Handbook is to outline the processes and procedures required to successfully set up and operate academic partnership activity. These processes have been implemented to ensure that high standards are maintained for partnership programmes and that the student experience remains paramount The University of Exeter is responsible for the standard and quality of the awards made in its name and the quality of the programmes that lead to those awards. The University also holds ultimate responsibility for the way in which it manages its higher education provision with others, and conforms to the QAA s UK Quality Code for Higher Education Chapter B10 Managing higher education provision with others For the purpose of this framework, academic partnerships include: Memoranda of Understanding (MOUs); student exchanges / study abroad activity; progression agreements; articulation agreements; split-site programmes; validation arrangements; double or dual degrees; joint degrees; and Doctoral Training Partnerships (DTPs). The initiation, development, and approval of DTPs follow a very different process from those of other academic partnerships, and so DTP governance and procedures are not included in this Handbook. See the Taxonomy of Partnerships for more information about the types of partnerships, and the Academic Partnerships website for information and guidance relating to DTPs. 1.2 Purpose of Academic Partnerships The University values the establishment of key, high quality academic partnerships that clearly support the University s and relevant College s Research or Education Strategies. Academic partnerships can create routes for international research collaborations (vital in the current higher education climate), promote international student recruitment, provide enhanced student experiences through exchanges, potentially enhance employability prospects, assist in internationalising the curriculum, facilitate shared research through split site provision, strengthen research developments and funding opportunities, and fundamentally enhance reputation and the University brand. National partnerships via Doctoral Training Partnerships (DTPs) funded through Research Councils are crucial to the University s Research Strategy This document provides a quality assurance framework for academic partnership appraisal, governance and risk management that will enable colleagues to focus efforts on the most valuable academic partnerships and proceed, confident that processes are in place to ensure quality and to protect the University s reputation. 1.3 Principles of Strategic Development The principles underpinning the strategic development of academic partnerships are that: a) academic partnerships should only be entered into where they contribute clearly to the strategic development and goals of the College and University; b) systems and processes should be proportionate to the risk; 3

4 c) wherever appropriate, standard procedures and guidance should be used regarding academic partnership activity; d) the quality of provision and student experience of academic partnerships are monitored and protected; e) the sense of ownership, academic expertise, and administrative professionalism of staff in Colleges is fundamental to the success of an academic partnership. 1.4 Additional Information and Resources Information, guidance and forms relating to Academic Partnerships can be found on the Academic Partnerships website The University maintains a formal Register of Agreements for Academic Partnerships, recording the main details of each partnership with links to the formal Agreement. The Academic Partnerships team, the International Office, and College Partnership Contacts all have access to the Register. 4

5 Chapter 2 Types of Academic Partnerships 2.1 Overview of the Different Types of Academic Partnerships The following table provides a summary overview of the different types of academic partnerships. For further information, see the Taxonomy of Partnerships. Joint Award (including cotutelles) One programme, one award, consisting of formal elements from two or more higher education institutions. Requires detailed negotiation and specification of programme structure, requirements, regulations, policies and procedures, transcripts and certificates, etc; therefore extremely complex and time-consuming to run. Students are registered at both institutions throughout their studies. One type of joint award is a co-tutelle which is a special arrangement for an individual postgraduate research student. Dual Degree Double Degree One programme with two awards, consisting of elements from the University of Exeter and elements from the partner institution. The University of Exeter award is based on credit from both the University of Exeter and the partner, and the partner award is based on credit from both the partner and the University of Exeter. Students are registered at both institutions throughout their studies. A dual degree differs from a double degree in that credit from both the University of Exeter and the partner counts towards the University of Exeter award. One programme, with two awards, consisting of elements from the University of Exeter and elements from the partner institution. The University of Exeter award is based on University of Exeter credit; the partner award is based on partner credit (and may include University of Exeter credit). Students are registered at both institutions throughout their studies on the shared programme. A double degree differs from a dual degree in that only University of Exeter credit counts towards the award of a double degree. Validation An arrangement in which the University of Exeter delegates delivery of a programme to another organisation, having evaluated and deemed it to be of an equivalent standard and quality as its own provision. Students who successfully complete such a programme receive a University of Exeter award. Articulation Students who successfully complete the relevant provision at the partner institution will be able to transfer onto the University of Exeter programme (usually at an advanced stage, e.g. direct entry to year 2 of an undergraduate degree). Provision offered by a partner institution is reviewed and deemed to provide suitable preparation (in terms of quality, level and content) for students moving into the relevant stage of a University of Exeter programme. 5

6 Students may achieve an initial award at the partner institution, then achieve a University of Exeter award on satisfactory completion. Split-Site programme Normally for postgraduate research students, either individually or in small cohorts. A University of Exeter programme and University of Exeter award, but with a significant contribution made by the partner organisation. The contribution might be the provision of supervision / teaching or access to specialist knowledge, facilities or resources, such that the student(s) would not be able to complete their studies without that contribution. Student Exchange and Study Abroad Students undertake formal study for one year (or one semester) at a European or International higher education institution. Students pay tuition fees to their home institution not the partner. The study programme for each student is agreed by both institutions. Progression Progression agreements provide an access route to study at the University of Exeter (usually into a PGT programme), but no formal commitment of acceptance (i.e. guarantee) onto the University of Exeter programme. Memorandum of Understanding MOUs are statements of intent to work with another organisation. There are no specific commitments, although potential developments may be mentioned. MOUs should only be created with high quality institutions when there is real intent to develop an on-going, meaningful relationship. 2.2 INTO University of Exeter Centre (INTO LLP) The University of Exeter also has a longstanding partnership with INTO IUP, which is the INTO University of Exeter Centre (INTO LLP). Information relating to INTO is published separately in the INTO Governance Structure document, and other guidance. 2.3 Doctoral Training Partnerships / Centres for Doctoral Training (CDTs) The University of Exeter currently is a member of 12 DTPs/CDTs, and this number will continue to grow as new arrangements are established and they are key to the University s research and partnerships strategies. The way in which DTPs and CDTs are initiated, developed, and approved is very different to that of other partnerships and so they are not included in this Handbook. For further information, see the Academic Partnerships web pages. 6

7 Chapter 3 Roles, Responsibilities and Governance 3.1 Governance Structure The Academic Partnerships Strategy Group (APSG) has overarching responsibility for academic partnership strategy, policies, and approval and the monitoring of partners and partnership activity Partnership Boards are responsible for monitoring and reviewing the partnership relationship itself, and for ensuring that academic provision offered through the partnership has been monitored appropriately and actions taken Colleges own the partnership activity, and hold responsibility for monitoring and reviewing the quality of the academic provision offered through partnerships, and for the development and maintenance of the relationship with the partner. 3.2 Academic Partnership Strategy Group (APSG) The APSG is responsible for defining and directing the University s strategy and policies relating to academic partnerships across the University. The APSG holds ultimate responsibility for ensuring that partnerships align with College and University strategies and meet quality assurance requirements; that allocation of resources is appropriate in terms of quality and quantity; and that best use is made of finite levels of such resources. The APSG is also responsible for final consideration and approval of new partnerships and the renewal of existing partnerships. 3.3 Partnership Boards (or equivalent) A Partnership Board is set up for more complex partnerships. They are responsible for the strategic management and ongoing quality assurance monitoring of the partnership; membership is shared between staff of the university and the partner. One Partnership Board is set up with each partner and oversees all programmes delivered through that partnership. Partnership Boards are covered in more detail in section College Governance Each partnership is owned by a College and that College is responsible for the relationship, all forms of provision, and the student experience of that partnership. Administration, monitoring and review of programmes and related provision that are part of an academic partnership therefore should be integrated into normal College procedures and committees. Partnership programmes and student progress should be considered alongside other programmes offered by the College, and included in the College s overall discussions and consideration, monitoring and review reports, including the Annual Student Experience Review (ASER) and College Academic Audit (CAA) processes Each College has a nominated Partnerships Contact who oversees the development, monitoring and review of partnerships within the College. The College Partnerships Contact is the point of contact between the College and the Academic Partnerships team, and advises College staff on partnership activity, liaises with the College Executive, ensures that proposals align with College strategy, and monitors College partnership activity Each programme has a lead academic who will oversee and be responsible for the partnership programme and activity, and for ensuring that agreed systems and procedures are followed. 7

8 3.5 Academic Partnerships Team The Academic Partnerships team provides expertise and guidance in appraising and developing partnerships for Colleges and other stakeholders during all phases of the partnership, from development, through implementation and operation, to review The team also develops and facilitates cross-university teams and working groups (e.g. the Academic Partnerships Operations Group) to share good practice and resolve common issues that may arise. The team also works directly with relevant areas across the University to resolve more specific issues Guidance, forms and further information can be found on the Academic Partnerships website. 8

9 Chapter 4 The Academic Partnership Lifecycle 4.1 Main Stages of an Academic Partnership There are three main stages of an academic partnership: a) establishing a new partnership; b) management, delivery and monitoring; c) review and subsequent renewal or termination Chapters 5-7 consider each of these stages in turn, and provide details of the processes and procedures that should be carried out at each stage. 9

10 Chapter 5 Establishing New Academic Partnerships 5.1 Criteria for Approving an Academic Partnership A partnership proposal will be scrutinised carefully to ensure that it links closely with College and University strategies, can be quality assured, and has a clearly defined business model that is beneficial for the College and University. If the partnership meets these requirements, it will then be considered in light of additional criteria, including: a) College commitment to the partnership and its resourcing requirements; b) potential enhancement of the University s reputation and contribution to the University s placement in league tables; c) alignment to the College s existing resources (i.e. it has the expertise and staffing required to deliver the partnership); d) a sound financial business plan; e) quality of the partner organisation; f) quality of potential students; g) quality of the delivery; h) ownership of the curriculum and assessment; and i) strength of the potential market. 5.2 The Procedure for Establishing New Academic Partnerships In order to set up a new academic partnership the following steps need to be undertaken. Further details of the main stages in this procedure are provided in later sections within this chapter. a) Preliminary College Review: Initial discussions should be held with all relevant parties in the first instance, including the College Partnerships Contact, College Academic staff, Academic Partnerships team, Research and Knowledge Transfer, and the International Office. b) Partnership Proposal Form (PPF): The PPF is drafted, circulated for comment, and finalised. c) College Approval: Formal confirmation of support and approval by the College Executive. d) University Approval: Formal approval by or on behalf of the Academic Partnerships Strategy Group (APSG). e) Further Development: Further development of plans to provide the detail of how the partnership will work this information is also required to draft the Legal Agreement. f) Legal Agreement: Legal Partnership Agreement is drafted, the terms within the Partnership Agreement are discussed and negotiated by all partners, and the Legal Agreement is signed. 10

11 g) Programme Development and Approval: For new programmes, or changes to an existing programme, these are developed and the paperwork submitted for programme approval. h) New Systems and Procedures: New systems and procedures are established for the partnership where relevant. i) Programme starts: The partnership students begin their programme of study. j) Monitoring processes: The processes used to monitor the partnership are established. This may require setting up a Partnership Board depending on the type of partnership. 5.3 Preliminary College Review Colleges internal approval mechanisms for partnerships may vary, particularly according to the type of partnership under consideration. Each College, however, has a designated partnership contact for College staff to consult regarding potential developments. The partnership contact is able to advise College colleagues at an early stage whether the proposal will align with College strategy, and to provide guidance on the approval process. The designated contact will liaise with key members of central professional services, e.g. the Academic Policy and Standards division (APS), the International Office (IO), and Research Knowledge Transfer (RKT) as appropriate for advice during the investigation of benefits and issues relating to the development of the partnership programme(s) For more complex partnerships a site visit (or several visits) by College staff to the proposed partner is essential. Advice from the Academic Partnerships team can be obtained regarding the requirement for a site visit. During these visits an assessment should be made of the quality of the academic provision and the support provided, in particular looking at evidence of: a) quality (breadth and depth) of library resources; b) quality of IT resources (including access to specialist software or hardware); c) availability of other specialist equipment (e.g. lab equipment); d) quality and expertise of academic staff; e) student support mechanisms (comparison of support at the partner to that provided by the University of Exeter); f) teaching methodology (are there large differences in the ways in which teaching is carried out?); g) types of assessment (will partnership students be able to adapt to the University of Exeter s assessment patterns and methods if required?); h) level of teaching (e.g. will the teaching and learning that takes place at the partner be appropriate for student transition to the University of Exeter or vice versa? Is the level appropriate for validation proposals?); i) curriculum assessment (will the students be sufficiently prepared in terms of academic knowledge? How will any gaps be addressed? How do the credit rating for modules compare with University of Exeter programmes?); j) requirements for external accreditation by Professional, Statutory and Regulatory Bodies (PSRBs) (Will they be fulfilled?); 11

12 k) students plans, aspirations and interest in the partnership programme (a meeting with students can also provide useful information on overall academic quality and English language skills if applicable) If, following initial consideration and research, the potential development appears positive and valuable to the College, then a Partnership Proposal Form (PPF) will need to be completed and submitted for approval to the College Executive Group in the first instance. Colleges may wish to set up more detailed approval mechanisms in advance of formal consideration, e.g. approval by the Education or Research Strategy Group Note that for more complex partnerships that require a substantial amount of research and development, there is an option to obtain in principle University approval from the Academic Partnerships Strategy Group (APSG) before undertaking this work. A short summary of the proposal should be submitted to APSG for consideration. APSG will then decide whether the University supports the proposal in principle and if further development work should be carried out. 5.4 Completion of the Partnership Proposal Form (PPF) A Partnership Proposal Form (PPF) should be completed for all new academic partnerships proposals, with the exception of ERASMUS Student Exchange / Study Abroad: A standard ERASMUS contract is required for this type of academic partnership, therefore a PPF is not required. However, a PPF is required for non-erasmus Student Exchanges / Study Abroad agreements PPF template documents for different types of partnerships can be downloaded from the Academic Partnerships team Toolkit web page Further advice on completion of a PPF is available by contacting the Academic Partnerships team. It is advised that the first draft of the PPF is sent to the Academic Partnerships team for review prior to submission to the College Executive Group. The Academic Partnerships team will work with other areas within the University (as relevant) to ensure that the proposal is complete and a sufficient level of detail is provided. 5.5 College Executive Approval The first formal stage of the approval of the partnership is the submission of the Partnership Proposal Form to, and full endorsement by, the College Executive Group In considering a proposal, the College Executive assesses relevance to its strategic development plans, its ability to commit appropriate resources, the perceived level of risk and means of mitigating them, and the overall benefits of the proposal to the College. 5.6 University Approval After approval by the College Executive, partnership proposals are submitted to the Academic Partnerships team who will arrange for submission for University approval The PPF must be submitted for consideration and approval to the Academic Partnerships Strategy Group (APSG), or to the relevant Faculty Dean if responsibility has been delegated. Details of when this responsibility can be delegated can be found in the PPF approval document APSG meets three times per year; the timing of these meetings should be taken into account when planning the next stages of the development, including the time needed for negotiation, any signing ceremonies, and particularly with regard to the start date of the 12

13 first cohort. Dates of meetings of the APSG can be found on the Academic Partnerships website. 5.7 Formal, Legally Binding, Partnership Agreement After College and University approval of the partnership has been obtained, the relevant College staff work with the partner institution to develop the programme in detail. Staff from the College, the Academic Partnerships team, and Legal Services together will produce a draft of the formal Legal Agreement to be negotiated with the partner institution(s) Typically a Legal Agreement will include the following elements (the actual content will depend on the nature and complexity of the partnership, and the risk associated with it): a) formal identification of the partners included, with formal contact details; b) start date, review date(s) and end date of the Agreement; c) definition of the roles and responsibilities of each of the parties involved (including students, if relevant); d) definitions of terminology; e) definition of delegated powers; f) description of the shared provision; g) ownership of students, including admissions and registration procedures; h) identification of the academic regulations, policies and procedures to be followed; i) student complaints, appeals, and disciplinary procedures; j) degree awarding processes and production of a certificate; k) financial arrangements; l) Intellectual Property Rights, and confidentiality; m) insurance and indemnities; n) data protection matters; o) marketing and promotional activity, and approval of materials and use of logo; p) legal jurisdiction; q) implications of failure to fulfill obligations, including mediation and termination procedures; r) protection of students on termination of the Agreement; s) procedure for amending the Agreement When the wording of the legal agreement is agreed and confirmed by all parties, it will be signed by the designated signatory. Each academic partnership is a legally binding commitment for the University, and carries risk. The authority to sign an Agreement 13

14 therefore resides at senior management level, and full details can be found in the Designated Signatories document. 5.8 Programme Development and Approval Any element of a partnership programme that counts towards a University award must be appropriately quality assured. The University is responsible for ensuring that the standards and quality of the partnership programme is equivalent to that of standard (nonpartnership) University provision. The University must consider the level and content of programmes, appropriateness of assessment, and the student experience (including facilities and student support), when developing and accrediting shared provision Depending on the type of partnership proposed, there may be a need to develop a completely new programme, or to amend an existing programme for partnership students. In these cases, the standard programme development process must be followed for the approval of a new (or amended) partnership programme, as described in the University s Handbook for Initial Approval and Subsequent Amendment of Taught Programmes / Modules: Procedures and Requirements. If more than one College within the University is involved in the partnership, the programme will need to be considered and approved by each College s relevant Strategy or Programme Accreditation Group Programme Directors are responsible for ensuring that assessment and assessment procedures in all elements of partnership programmes that count towards a University of Exeter award, meet University of Exeter criteria as described in the Quality Review Framework. These must be monitored by an External Examiner and also through the University Annual Student Experience Review (ASER) and College Academic Audit (CAA) processes If the partnership contributes to an award that is accredited by a PSRB (Professional, Statutory or Regulatory Body) then the University must assure itself that the external body s requirements are met within the partnership programme. 5.9 New Systems and Procedures For more complex partnerships, a significant body of work is required by the College in order to set up appropriate new systems and procedures, and to safeguard the student experience for partnership students. The Academic Partnerships team can assist with this process by arranging meetings between the College and Admissions, Student Records, Student Fees and other professional services staff to discuss the partnership set up As well as programme development and approval as detailed in section 5.8 above, particular consideration will be need to be given to: a) admissions arrangements (entry criteria, application, offers and acceptances, criminal record checks, registration, visas, etc.); b) fee rate (e.g. are there any discounts?, do students pay the University or the partner?); c) student records (transcript arrangements, credit transfer, calculation of the award, specific requirements for the award certificates, etc.); d) information flow between the partners (e.g. when are details of student numbers and names known?); e) any additional training or induction programmes required where gaps in students academic knowledge or skills may be apparent (and the programme approval of induction if required); 14

15 f) student orientation (including support provided, mentors, what is required to help the students to adjust to their new environment, suitable accommodation, handbooks, etc.); g) student representation (are different feedback mechanisms required for partnership students e.g. a specific SSLC?); h) partnership monitoring arrangements (e.g. via a Partnership Board if required, ongoing monitoring of partnership students and the operation of the partnership, annual assessment of student performance as a cohort, differentiation of partnership students from standard students to assess performance, etc.). More information on academic partnership monitoring is provided in Chapter Student Handbooks A Student Handbook must be provided to all students at the start of each cohort and annually thereafter, including the set of information as described in the Code of Good Practice Provision of Information by Colleges to Students. Handbooks may be electronic or in paper format. The rights and responsibilities of students and all partner institutions regarding student records, mentoring, complaints, appeals and disciplinary matters, must be clearly described. If a standard Handbook is used then any variations (e.g. for students undertaking a year abroad) must be clearly identified. Specific handbooks are required for certain types of partnerships, and further details can be found in the document Managing Different Types of Academic Partnerships. 15

16 Chapter 6 Management, Delivery and Monitoring 6.1 Partnership Boards (or equivalent) Partnership Boards are responsible for the strategic management and ongoing quality assurance monitoring of the partnership. One Partnership Board is set up with each partner and oversees all programmes delivered through that partnership. A Partnership Board is set up for more complex partnerships, and further details of when a Partnership Board is required can be found in the document Managing Different Types of Academic Partnerships Membership of the Board consists of representatives from each institution in the partnership. Specific staff are identified and Terms of Reference agreed for each Board, bearing in mind the complexity and level of risk associated with the partnership. The level of involvement of the relevant Faculty Dean and the Academic Partnerships team will be determined according to level of risk and nature of the partnership. The Board meets at least twice per year (one meeting may be virtual, via video conferencing or Skype) The Partnership Board is responsible for the management of the relationship, academic provision and student experience, which may include, for example: a) quality assurance of the partnership; b) oversight of the programme(s) including monitoring and evaluation; c) setting entry criteria for students; d) admissions; e) marketing; f) student progression; g) communication to the students and monitoring student feedback; h) ensuring resources and facilities are available and appropriate Standard agenda items will depend on the relevance for a particular type of partnership and further information can be found in the Agenda Items document Reports and minutes from Partnership Boards are submitted to the Academic Partnerships team, which will assess and confirm compliance with the QAA Quality Code and the University s TQA Manual. The Academic Partnerships team provides compliance reports to the Academic Partnerships Strategy Group, based on the information discussed at the Boards. 6.2 Programme Monitoring Colleges are responsible for monitoring partnership provision in the same way that they monitor their standard provision. Monitoring therefore should be undertaken using normal procedures, e.g. Annual Student Experience Review (ASER), College Academic Audit (CAA), Annual Monitoring Review (AMR), Module and Course Evaluation (MACE), etc., or their equivalents, as well as monitoring via the Partnership Board where relevant. Information from the College s ASER Action Plans will feed into the Partnership Board, as appropriate. Guidance on the University s standard monitoring procedures and mechanisms can be found in the Quality Review Framework section of the TQA Manual. 16

17 6.3 Student Representation and Feedback The University is responsible for safeguarding the student experience of all students involved in provision that contributes towards a University award, whether based at one of the University s campuses or offered elsewhere or via another organisation or institution. This must be monitored through: a) ASERs and CAAs; b) Partnership Boards where relevant; c) Student Staff Liaison Committees (SSLCs) or PGR Liaison Fora; d) other feedback and evaluation mechanisms (eg the Module and Course Evaluation (MACE) system or other survey tools); e) representation in meetings and on committees. 6.4 External Examiners In accordance with standard University procedures, partnership programmes must be reviewed by an External Examiner. Where the partnership provision is similar to, or the same as, University of Exeter provision, then normally the same External Examiner should be invited to review the partnership provision alongside the standard provision. If the partnership element is sufficiently different, or if the existing External Examiner is not available to consider the partnership provision, then a further External Examiner must be appointed. Further details of the External Examiner s role can be found in the document Managing Different Types of Academic Partnerships Each formal partnership agreement must define the appointment process for External Examiners if this is different to the University s standard procedure. 6.5 Monitoring the Relationship Both the College and the Academic Partnerships team are responsible for monitoring the partnership relationship and ensuring that the partners are undertaking their responsibilities and are working well together. Monitoring the relationship is also carried out through the Partnership Board. Each Partnership Board reviews the formal Agreement once per year and this is a standing item on the agenda. 6.6 Specific Monitoring Requirements for Validation Partnerships Validation partnerships are those where the University of Exeter has delegated delivery of a programme to another organisation, having evaluated and deemed the programme to be of an equivalent standard and quality as its own provision Delegation of delivery means that there are specific requirements for monitoring to ensure that these programmes are of an equivalent standard to those delivered at the University of Exeter. Further details can be found in the Monitoring of Validation Partnerships document. 6.7 Publicity and Marketing of Partnership Programmes The requirements for the approval of promotional materials, publicity, and marketing are normally set out in the partnership agreement. 17

18 6.7.2 Publicity and marketing materials includes newspapers, journals, prospectuses, handbooks, websites and e-documents, with reference to: a) the logo of the University of Exeter; b) any programme or module delivered or validated by the University of Exeter; c) any award made by the University of Exeter; d) the University of Exeter through job adverts Use of the logo or University name must only be used in relation to programmes validated by, or offered in conjunction with, the University of Exeter All publicity and marketing materials, whether external or internal to the partner institution, must be approved by the University of Exeter prior to their publication or general circulation. All materials should be sent for prior approval as detailed in the document Managing Different Types of Academic Partnerships. 18

19 Chapter 7 Review and Renewal or Termination 7.1 The Review Process Each partnership agreement must include an end date to the formal relationship, and should include a timescale for the review of the relationship in order to determine whether it is renewed Where no timescale for review is included in the partnership agreement, it is recommended that reviews commence 1 year before the partnership is due to end for more complex arrangements, and a minimum of 6 months before the end for more straightforward partnerships A full review and consideration of the programme and partner must take place before the Agreement can be renewed. The College will need to review the relationship and activities, and determine whether the partnership should be continued. Colleges should consider: a) the purpose of the partnership and how successful it has been in achieving its goals; b) student performance and progression; c) whether the quality and reputation of the partner continues to be appropriate; d) the commitment of the partner to the relationship; e) the College s ability to make future commitments to the partnership, bearing in mind the associated costs and risks; f) whether a variation to the partnership or additional activity should be discussed with the partner. 7.2 The Process for Renewal Following the review of the partnership, if the College wishes to continue the relationship, then the appropriate Partnership Proposal Form needs to be completed and approved by the College Executive before submission for University level approval (see Chapter 5) If approval is given, then a new Agreement will be created, negotiated, and signed. The time required will depend on the amount and complexity of changes involved. 7.3 Ending a Partnership A partnership may be ended either during the period of the Agreement, in accordance with the conditions, procedures and notice period defined in the Agreement, or at the end of the Agreement when it expires Whenever the partnership is terminated, the commitment to, and interests of, the students involved in the partnership must be protected so that they are able to successfully complete their programme For agreements that are terminated during the period of operation, a termination letter is drafted to confirm that the partnership is ending. This details any specific matters and actions required to protect the students. Termination letters are written by the Legal Services team, working with the relevant College staff and the Academic Partnerships team. They are signed at University senior management level, and this is normally at the same level as the original legal Agreement (see section 5.7). 19

20 7.3.4 For agreements that will not be renewed after the expiration date, a letter is sent to the partner informing them that the agreement will not be renewed, and confirming the date when it will end. This letter also clarifies the responsibilities of all partners to any remaining students Termination letters may not be required for Agreements relating to an individual student, or for partnerships that have been inactive for a number of years. 20