- Database of practice
- Arts Graduate Centre: Building Community, Developing Skills and Improving Employability in the Arts.
Arts Graduate Centre: Building Community, Developing Skills and Improving Employability in the Arts.
- University of Nottingham
- Date first submitted:
- 15 Sep 2008
- Date last modified:
- 27 Oct 2010
- Researcher-led activities
- Personal effectiveness
- Research project skills
- Academic practice
- Knowledge exchange
- Researcher development strategy/management
- Enterprise-related activities
- Career development
- Postgraduate researchers
- Research staff
- Research masters
Rationale, aims and outcomes
What is the rationale for doing this?
How does it fit with institutional strategy?
What are the main features of the provision?
What are the aims and expected outcomes?
The AGC is designed to support a flourishing postgraduate research community and to tailor graduate provision for the Arts.
The AGC forms part of the University of Nottingham's "hub & spokes" model of graduate provision. It is one of 4 graduate centres which work alongside the central Graduate School but are based at a Faculty level.
Through its activities the Arts Gradaute Centre supports the University's Researcher & Knowledge Transfer and Teaching & Learning strategies.
The AGC aims to develop its provision for postgraduates and postdoctoral research staff by:
1. Identifying and applying for funding and award opportunities that are aligned with Graduate School activities and where success will enable an improved provision for the PGR and ECR communities.
Demonstrating responsiveness to the changing researcher environment (globally, nationally and institutionally) through the range of researcher development activities that we offer and diversifying the modes of delivery.
2. Seeking to increase the proportion of researchers attending researcher development opportunities.
3. Ensuring that researcher development activities are based on appropriate values and principles, and are underpinned by appropriate pedagogy
4. Evaluating and reporting on the impact that researcher development activities have made to individual researchers and the wider researcher community.
5. Encouraging collaborative research activity across the institution through the support and development of web-based technologies (researcher portal) by PGRs/ECRs, and providing access to this information to external organisations.
6. Supporting the employer engagement and skills development agendas, raising awareness and use of PGR/ECRs by the local SME community in particular, and employers in general, and creating opportunities for longer term collaboration through postgraduate placements.
7. Delivering a range of relevant and timely academic and social events that: Support the development and employability of PGRs/ECRs; Encourage the engagement of the University community in the PGR/ECR agenda; Encourage the participation of a wide range of external organisations and promotes PGRs/ECRs and the research and KT agenda to them; Facilitate KT activities through the development of positive and productive relationships with external individuals and organisations.
The outcomes will be: a more cohesive, effective research community with stronger links to external organisations, a broader, more developed skillset and thereby enhanced employability.
Are there any pre-requisites for engagement, e.g. levels of skill, years of experience, essential pre-activities?
How many participate in each 'activity'?
AGC sees approximately 750 individual registrations for its events programme per year.
AGC sees approximately 150 placement applications per year.
Footfall in the centre averages 30 PGs per day.
Evaluation: benefits, challenges and next steps
How do you monitor effectiveness?
Who do you seek feedback from?
Do you have benchmarks?
The benefits are the development of a more cohesive, effective research community with stronger links to external organisations, a broader, more developed skillset and thereby enhanced employability.
Success is (and will be measured) through frequent analysis of evaluation data.
AGC also takes a strategic steer from the following stakeholders: central (Faculty-wide) Graduate School at Nottingham, AGC Stratgey Group (which is made of Directors or Research from all Schools in the Arts Faculty and other senior academics from individual departments), AHRC, AGC Users Group (postgraduate-led)
AGC was also invited on to the Arts Faculty Knowledge Transfer Working Group.
In addition AGC has working relationships with a range of external organisations including Nottingham Contemporary and Arts Council East Midlands
AGC continues to strive to engage with postgraduates from all Schools/Departments in the Faculty and with more difficult to engage groups such as part-time students. It aims to manage the challenges of different levels of engagement by continuing to improve how it communicates with both postgraduate students and staff.
AGC continues to revise and develop its evaluation strategy in order to demonstrate its impact and attract alternative post-Roberts funding .
AGC is striving to develop a best-in-class centre. It sees provision developing in the all the ways outlined in the aims section above and with particular focus on:
1. strengthening its role in the University's Research and Knowledge Transfer agenda by continuing to devise events and initiatives which build relationships with external organisations (partly with a view to working towards alternative sources of future phd funding.)
2. developing its alumni relations further to ensure up-to-date and relevant support for PhD students wishing to pursue a wide range of careers, and with a view to expand its career insight provision, placements and exploring the potential for industry-based mentors. (This will include scoping out the resource implications of 'an offer of support' for postgraduates in their first year post graduation)
3. furthering its role in fostering interdisiplinarity amongst the postgraduate community - this year through an interdisciplnary writing prize based on British Art Show 7: In the Days of the Comet.
4. continuing to hone the functionality of the researcher portal to develop a more effective on-line presence.
5. developing the most effective way of communicating AGC activity to academic staff and final-year undergraduates in order to continue to raise AGC profile with supervisors and potential PG students (and thereby enhance engagement at all levels.)
6. continuing to review and develop evaluation mechanisms (particularly with a view to capturing longitudinal impact data.)