Business Area

Functions/Services

Stakeholders/Customers

Academic Office

Student Records, Enrolment, Awards & Ceremonies

Examinations

Graduate School

Student Finance & Student Funding

Student Information Systems

Students, sponsors and funders

All academic departments

Professional service departments

HESA

Partner institutions e.g. Monash

Students Loans Company

Grant assessment bodies (e.g. SFE, US loans)

Professional networks (e.g. SROC, UKGCE)

Education Policy & Quality

Oversight of academic governance

Education quality monitoring and enhancement (including TEF, TEG, NSS, ITLR)

Compliance with requirements of PSRBS and external bodies

Education policy and curriculum development and approval

All academic departments

Senior management and governance committees

Students’ Union

Office for Students

Quality Assurance Agency

Collaborative partners

Professional networks (e.g. QSN, ARC QPG)

Student Opportunity

Development and support for international mobility

Tier 4 Sponsor Licence management

Internationalising the student experience

Welcome & Induction

Warwick Volunteers

Careers, internships and employer engagement

Skills programmes and URSS

Warwick in Venice

Applicants & students

All academic departments & professional services

Staff and students at global and European partners, including Monash Alliance

UK Government: Home Office, UKVI, Foreign Office, British Council

Students’ Union

External employers from blue-chip to SMEs, 3^rd sector and charities / voluntary organisations

Professional bodies e.g. UKCISA, UKGCE, AGCAS

Student Recruitment, Outreach & Admissions Service

Widening Participation and Outreach: access, lifecycle support, research and evaluation

UK Student Recruitment

Overseas Student Recruitment

On-campus events including Open Days

Admissions operations, data management and compliance

Overseas sponsor liaison and scholarship management

Management of the University’s offices overseas: China (Beijing and Shanghai), Hong Kong, Singapore

Applicants and prospective applicants?

All academic departments and senior colleagues

Professional services departments

Widening participation students

Parents/carers/supporters

Teachers and advisors in schools (primary & secondary) and FE Colleges in UK

UK and overseas sponsors, including national governments and intergovernmental agencies

UCAS

Russell Group committees (PB Chair of WP Network, Alex Malin member of PG admissions group)

Office for Students

3^rd sector WP organisations (e.g. Sutton Trust, Brightside Trust, IntoUniversity)

Other sector organisations e.g. BUILA, ECIS, HELOA

Academic Registrar’s Office

Work-Based and Professional Learning

Student Complaints & Academic Casework

Alignment with senior management committees and others institutional agendas

Business continuity and risk management

Apprenticeship employers and students

Skills Funding Agency

Office for Students

OfSted

Academic and professional services departments

Complainants and appellants (students, graduates) and their legal representatives

PSRBs

Office of the Independent Adjudicator

Activity

Benefits

Division/ Owner

Timing/ Milestones

RAG/ Status

Next Steps

Strategy Link

Sponsor

1

Student Recruitment Strategy – delivery phase

Ensure geographical and subject diversity of students from within UK and internationally

Improve conversion of applications to enrolments

Single Universal Admissions (UA) system to deliver effective applicant experience and mitigate risk

Scholarships package and application systems will broaden applicant base

SROAS

Ongoing

UA for PG courses live in autumn 2019; for UG in autumn 2020

Evaluate enrolments in Sept 2019 and amend market plans accordingly

Work with departments and MarComms to design effective applicant interventions

SPI projects on Scholarships and Bursaries, and Universal Admissions, ongoing

Examination of university entry requirements (UK and overseas key markets) to ensure removal of unnecessary barriers to entry (enabler to WP and overseas recruitment strategies)

Student Recruitment

University strategy / Size and Shape

Widening Participation

Internationalisation

Social inclusion

Provost

PVC International

2

Employability Strategy – delivery phase

Early engagement of students with employability

Increasing proportion of students accessing embedded provision in deptal curricula

Inclusive engagement strategy

Increasing proportion of students participating in work-based learning

SO

On-going

New Hub opened [date]

RWS

Delivery of services through new central campus Hub

Placement Learning team

Employability Strategy

Academic Director (Employability & Skills)

3

Widening Participation – delivery phase

Meeting OfS targets in Access and Participation Plan (APP)

Improved TEF metrics

Diversified student intake through range of established and alternative pathways

Warwick Scholars programme to be “best-in-class” for access

Inclusive pedagogic and experiential approaches to ensure attainment gaps are closed

SROAS

As established by APP

WP Strategy implementation plan for approval by WP Committee in autumn 2019

First cohort of Year 12 Warwick Scholars start on programme in 2019/20

Widening Participation

Social Inclusion

PVC (Education)

4

Review of Assessment

Pedagogic innovation in assessment

Consistent and efficient exam boards

Clear policies for students and staff

Maintain and enhance academic integrity

EPQ / Academic Office

In 2019/20: new Mitigating Circs portal assessment design principles; changes to Regulations

Review of Assessment Group to revise workplans

Education

DPVC (Student Learning Experience)

5

Credit and Module Framework

Clear and consistent framework to enable pedagogic, curricular and co-curricular innovation.

Facilitate interdisciplinarity.

EPQ

Framework proposals developed throughout 19/20

Refine relevant workplan and workstreams with Education Executive

Education, Innovation, Employability

PVC (Education)

6

Creation of Doctoral College

Refreshed and enhanced PGR “offer” bringing together financial support, skills development and specialist PGR administration

Academic Office

Doctoral College fully launched as PGR only by end 19/20

PGT activity to be structurally divested and re-located within Education Group

Education, Research, Employability

Academic Director (Graduate Studies)

7

Internationalisation

Increasing proportion of students participating in intercultural learning programme

Delivery of series of significant cultural events supporting integration amongst the student community

SO

On-going

Approval of strategy to scale-up intercultural learning to reach participation target

Engagement of SU and other major stakeholders in events programme

Education

Academic Director (Internationalisation)

8

Ongoing development of work-based and professional learning courses, including Degree Apprenticeships

Alternative pathways into and through Warwick education to help achieve Size and Shape strategic headcount targets

Stronger business / region / University links

ARO / Head of WBPL

Regular monitoring through ARC & FPSC process

Re-register on ROATP

Mock SFA compliance audit

1-2 new DA programmes on-stream

Education

Regional Leadership

PVC (Education)

9

Promotion of teaching excellence and student engagement

Maximise subject-level TEF and institutional TEF returns

Student engagement and co-creation in T & L

EPQ

Details of Pearce Review of subject level TEF imminent

WSES in Autumn 2019

NSS in Spring 2020

TEG meetings, autumn 2019

Education

Widening Participation

PVC (Education);

DPVC (Student Learning Experience)

Risk

Issue

Mitigation plans / activities

Timescales

R1

Brexit affects recruitment and international student mobility

Registrar leading cross-office PSG group planning for ‘no deal’ outcome. Academic Registrar leading on student-oriented work.

IAG to students on Study Abroad, or incoming Erasmus students, is regularly updated.

Communications undertaken with prospective students in regards Study Abroad in future years.

Single year of additional funding underwritten by the University for 2019-20.

SROAS market plans to understand changes in demand in mainland EU.

2018-20 Erasmus+ bursary fully utilised to cover two cohorts which will result in 2018 and 2019 cohorts funded through Erasmus+ (or with a small short-fall).

EU students guaranteed Home fees for 2020/21.

R2

Industrial action compromises ability to fully deliver T & L activity, leading to poor student experience, and potential scrutiny from external regulatory agencies

Academic Continuity Working Group on standby.

“Lessons learnt” from previous industrial action to inform actions.

OIA guidance and case studies on communications, complaints and replacing “lost” T & L to be followed.

UCU ballot closes end October 2019.

R3

Augar report recommendations are implemented in part or in full – could affect margins on Degree Apprenticeships, demand for specific courses, and/or deferral of entry from applicants should headline fees reduce

ARC has undertaken modelling of potential financial impacts.

Marketing and recruitment efforts to remain focused and adaptable to changing landscape.

Work-Based & Professional Learning Team seek to diversify risks across degree apprenticeships portfolio through development of other forms of WBL.

Ongoing – no timescale on like implementation (if any) of Augar recommendations

R4

Increase in demand and volume leads to lower quality of services and inability to meet deadlines and expectations, and potentially failure to achieve intake targets

Examples include:

SROAS is unable to meet the demand of internal departments to deliver services such as decision making for some undergraduate and postgraduate courses

Rise in number and complexity of student complaints and appeals

Increase in demand for University-funded student opportunities e.g. URSS, mobility

Increase in resources needed to support enrolment, examinations, Degree Congregations etc

Negative impact on staff retention due to workload issues

Ensure closer working with SPA and through ARC to understand growth trajectories and limits to economics of scale

Given the improvements and benefits achieved through implementation of major process change following SCD and Universal Admissions, investigate whether there are other systems or ways of working that could increase efficiency.

Implementation of more efficient systems and ways of working through SPI and SCD

Make bids as required through 5YP process, supported by academic departments

Better communication with stakeholders to ensure queries are routed appropriately, IAG is up-to-date, and colleagues are trained in University processes (hence avoiding process difficulties, miscommunications and/or procedural irregularities downstream)

Monitoring PULSE scores on staff wellbeing and stress levels – use to inform staff development programme and other interventions

Promote agile and flexible working where feasible

Effective succession planning for all roles

Ongoing

R5

Multiple bespoke administrative and communication systems and lack of overall IT governance within academic departments undermine opportunity to develop a coherent, high quality experience for stakeholders

Engagement and leadership within SPI, and SCD initiatives to ensure common platforms and systems are adopted.

Mapping out differences where they exit and understanding implications of gaps and duplication.

Ongoing

R6

Failure to manage compliance risks for a range of regulatory bodies e.g. OfS, UKVI, SFA, CMA, HESA Data Futures, PSRBs – result in penalties or withdrawal of accredited status for the University

Develop responsible and proportionate risk-based assessment in developing compliance frameworks

Align compliance requirements with broader strategic goals so they are not seen as “stand-alone” impositions on academic colleagues and others but part of the broader development and enhancement of education

Ongoing – current focus on UKVI, CMA and SFA

R7

Current skills, systems and processes unable to manage new modes of entry and study

Number of internal audits / SCD events underway for:

• Degree Apprenticeships

• Collaborative PhDs

• Validated provision

Close working with and through Education Executive, Education Committee and its sub-committees / working groups to understand and address challenges e.g. adopting non-traditional qualifications for entry

Ongoing

Requirements/plans for engagement

Timescales

O1

Education strategy, Student Recruitment strategy and other sub-strategies provide framework for prioritising project work and co-ordinating efforts with other teams and programmes, especially SPI

Ongoing – each strategy (including Education strategy) has goals set for 2019/20

O2

Review of Assessment and Credit, Credit and Module Framework development, and Regulations Review, will modernise and enhance our academic infrastructure, freeing up time and resource to work on curriculum review, and enabling us to develop and promote new co-curricular and intra-curricular opportunities

Ongoing

O3

Refine and refresh structures and objectives of some teams within Education Group (Student Opportunity, EPQ, Graduate School, Examinations & Assessment, Student Complaints and Academic Casework) to focus resources appropriately

Ongoing – expectation for most organisational redesign within Education Group to be complete by August 2020

O4

Development of Student Opportunity Hub in bookshop space and subsequently in Senate House to provide a visible, high quality and much-needed central campus base for employability and other initiatives to heighten students’ awareness of and engagement with services and activities.

Expected to be occupied by Student Opportunity by September 2020 (following relocation of PG Hub to former Sports Centre)

O5

Implementation of subject-level TEF which increases scrutiny of key areas (e.g. WP, employability, student engagement, particular student demographics – BME, part-time. mature) and offers potential opportunities to re-frame discussions with academic departments.

HE sector-wide exercise to follow dependent on outcome of Pearce Review

O6

Institutional discussions on a University-wide CRM would enable linkages and network developments to enhance communications across whole student lifecycle

Aim to adopt new solution in 2020/21

O7

Changing demography of potential HE applicants in UK and overseas will open up new markets and opportunity to support academic departments to develop new and innovative curricula.

Ongoing

O8

AOS Programme provides opportunity to re-think presentation of services form user/student-led perspective, adopting design principles that will reduce duplication and provide evidence base for continuous improvement.

Finalised business case for programme implementation to be considered by early 2020

Activity

Key objectives

Division/ Owner

Possible KPIs

Strategy Link

Sponsor (if applicable)

1

Student Recruitment Strategy – future delivery phases

To recruit the best and the brightest students, irrespective of background, from the UK and overseas

Examine the use of scholarships, marketing communications, product and price to drive and secure student numbers

SROAS

Range of recruitment and admissions metrics across demographic and tariff detail (these are regularly reported to Student Recruitment Strategy Group)

Student Recruitment

Provost, Director SROAS

2

Employability strategy – future delivery phases

Student Opportunity Hub in Senate House to increase visibility and accessibility of employability support for students

Creation of placement learning unit to complement work experience and internship provision

Embedded employability provision ubiquitous

SO

Increase in proportion of target groups are implementers/ appliers/ achievers by final year

Proportion of Warwick students undertaking a placement

Proportion of Warwick courses embedding placement learning

Education /

Employability

Academic Director (Employability & Skills)

Director of Student Opportunity

3

WP strategy – future delivery phases

Achieve APP targets

Embed WP culture across all academic departments and relevant professional services

SROAS

Access and Participation Plan targets

Longitudinal analysis of success of Warwick Scholars and other programmes

Education / Widening Participation / Student Recruitment Strategy / Social Inclusion

PVC (Education)

4

Internationalisation – future delivery phases

To scale up and diversify the number and range of high quality, inclusive, mobility programmes involving flexible lengths of study, placements and work experience overseas.

SO

Student satisfaction.

Number of placements each year.

International / Education

Academic Director, (International); Director, Student Opportunity

5

Review of Assessment

Provide Assessment Framework to support students’ learning, progression, skills development and completion

EPQ

New examination and assessment policies and practices

Implementation phased in from 2019-22/23

Education / Widening Participation

DPVC (Student Learning Experience; DPVC (Education)

6

Regulations Review

Simplify and streamline Academic Regulations and other academic policies into coherent and transparent framework

EPQ

Number of Regulations reviewed and improved

Development of sub-regulatory framework of Codes of Practice in line with mapping to UKQC

Education

DVC (Education); Director, EPQ

7

Credit and Module Framework / shape of the academic year

Revised and improved credit and module framework leading to wider initiatives to re-shape the academic year to maximise the student educational experience

EPQ

Milestone reports to Senate and its sub-committees

Formal initiation of “shape of academic year” discussions in 2020/1

Education Employability, International

Education Executive

8

New student administration eco-system

Ensure range of student administration systems are future-proofed and able to deliver best-in-class over course of University Strategy timeline

Academic Registrar, Director of Academic Office

2019/20 – scoping and problem definition, adoption of appropriate programme methodology

2020-22 – business analysis and requirements gathering

Education

Academic Registrar

9

Other Education strategy priorities tbd by Education Executive

Likely to include: teaching excellence; WBL, alternative pathways; promotion of student research

All

Tbc

Education

Education Executive