SERVI E EXPE TATION STATEMENTS · SERVICE EXPECTATION STATEMENTS - DRAFT FOR REVIEW - USG SERVI E EXPE TATION STATEMENT - DRAFT 20161020 2 This document is the property of the University

SERVICE EXPECTATION STATEMENTS

SUPPORT GROUPS & PLANNING UNITS

Supporting colleagues and students through the provision of effective and efficient delivery of services and support activities

RA2018 – Resource Allocation Model

SERVICE EXPECTATION STATEMENTS - DRAFT FOR REVIEW -

USG SERVICE EXPECTATION STATEMENT - DRAFT 20161020 1

This document is the property of the University of Edinburgh. Once printed, this document is considered uncontrolled and may be out of date.

Refer to Governance and Strategic Planning for the official, current version.

CONTENTS

PART ONE ..................................................................................................................................................................2

Introduction ...................................................................................................................................................................... 3

Definitions ........................................................................................................................................................................ 4

Service Expectation Management Process ..................................................................................................................... 5

PART TWO .................................................................................................................................................................6

Corporate Services Group Summary ................................................................................. Error! Bookmark not defined.

Information Services Group Summary .............................................................................. Error! Bookmark not defined.

University Secretary’s Group Summary .......................................................................................................................... 7

Centre for Open Learning (formerly OLL) ......................................................................... Error! Bookmark not defined.

PART THREE .............................................................................................................................................................15

Appendix 1 – Corporate Services Group Planning Units .................................................. Error! Bookmark not defined.

Appendix 2 – Information Services Group Services ......................................................... Error! Bookmark not defined.

Appendix 3 – University Secretary’s Group Planning Units .......................................................................................... 16






PART ONE

INTRODUCTION

DEFINITIONS

SERVICE EXPECTATION MANAGEMENT PROCESS






INTRODUCTION

PURPOSE

Service Expectation Management is one of the three components of RA2018

along with Planning discussions and decisions, and the Resource

Allocation Model.

Service Expectation Management refers to the

development of understanding between Support

Groups and Colleges/Schools about the service

and activity requirements to support the

strategic and operational goals of the University.

Service expectation statements describe the

services provided by Planning Units in the three Support

Groups, CSG, ISG and USG. Services are categorised into

Universal Activity, University Services and Unit Specific Services.

Consultation between Colleges and Support Groups is critical to the success of this component of

RA2018. The process for the management of service expectations, and publication of Service

Expectation Statements is currently under development.

HOW TO USE THIS DOCUMENT

The main body of the document contain the summaries of the Support Groups and Centre for Open

Learning. This will be of interest to Portfolio Managers (Heads of Support Group), Heads of College and

College Registrar and GaSP for managing RA2018 on an ongoing basis, among others.

The Appendices contain detail. This will be of interest to groups such as users of services, planners,

those involved in Service Excellence Programme looking for cross-over activities and opportunities to

improve efficiencies and effectiveness.

INCLUSIONS & EXCLUSIONS

Each Support Group and first line Planning Unit are included in this document.

College and School support services are currently excluded from this document as expectations are

generally set during Planning Round and services are contained/delivered within the Main Budget

Holder portfolio. The balance/distribution of service delivery between school, College and Support

Groups may however be amended through the Service Excellence Programme; with consequent

adjustments to the RA2018 model.

NOTE: INTERNAL CHARGING

The development of RA2018 has been predicated on delivering transparency of the gross cost of

Support Group activity and services. Consequently the Model has been developed without

consideration as to the use of internal charging or other cost recovery mechanisms. Internal charging is,

however, a well-ingrained mechanism for cost recovery for many services delivered by Support Groups.

Therefore, the Model will provide two resource allocation views, the first being the gross view not

factoring in internal charging cost recovery and the net view factoring in internal charging cost recovery.






DEFINITIONS

UNIVERSAL ACTIVITY

Activity that has no simple, consistent cost driver. It may not be related to size and shape of

organisation. It may also be subject to a simple strategic decision as to budget size. For example: Court

Services and Internal Audit.

UNIVERSITY SERVICES

Services provided across the University with cost drivers that are largely similar across all areas. Services

may however, be tailored to meet varying needs across the University. For example: Student

Recruitment & Admissions.

UNIT SPECIFIC SERVICES

Services that are unique to specific units. There may be understood cost drivers, or it may be a pass

through cost. For example: 24 hour security.

COST DRIVER

A cost driver is the unit of an activity that causes the change in activity's cost. A cost driver is any factor

which causes a change in the cost of an activity. — Chartered Institute of Management Accountants.

COST DRIVER WEIGHTING

A cost driver weighting is the amount that a cost driver changes by for a given activity. For example:

Student Recruitment and Admissions currently spend twice as much on activities to recruit and admit an

average Full-time Undergraduate than they do for an average Full-time Post-graduate. Services

currently delivered in support of an average Distance Learner or Part-time Unstructured student cost

only a quarter of those Admissions activities provided for an average Full-time Post-graduate.

The cost driver weightings are expressed as below for the purposes of RA2018 (using Student cost driver

as an example).

UNIVERSITY SERVICE GROUPING

FT UG FT PG DL PT US PT S & OLL COST

DRIVER

Admissions activities 2 1 0.25 0.25 0.05 Student

Note that only the Support Group Summary cost driver weightings are used in the model. The cost

driver weightings for lower level units have been aggregated where practicable to reduce the number

and complexity in the model. They remain in the Service Expectation Statement Appendices for

informational and understanding purposes.






SERVICE EXPECTATION MANAGEMENT PROCESS

UNDER DEVELOPMENT






PART TWO

CORPORATE SERVICES GROUP SUMMARY

INFORMATION SERVICES GROUP SUMMARY

UNIVERSITY SECRETARY’S GROUP SUMMARY

CENTRE FOR OPEN LEARNING (FORMERLY OLL)






UNIVERSITY SECRETARY’S GROUP SUMMARY

PURPOSE OF UNIVERSITY SECRETARY’S GROUP

To help the University achieve its mission and vision, the University Secretary’s Group will deliver effective, efficient and friendly services that ensure that: our students feel well supported from the outset, our staff think this is a great place to work, it is easy for external parties and colleagues to engage with us; our alumni and donors are enthusiastic contributors, the University’s national and global profile and position is strong and that we support good fast decision making throughout the University.

PLANNING UNITS

• Internal Audit

• USG Business Unit

• Communications and Marketing

• Development and Alumni

• Human Resources

• International Office

• Legal Services

• Strategic Planning Portfolio

• Student Experience Services

OBJECTIVES OF SERVICES

• Sustain a high proportion of our students, staff and community who have a positive experience with the University and the professional services we deliver

• Recruit a highly talented, internationally diverse student and staff community who are engaged with the University

• Improve student and staff satisfaction with our services and communication

• Continue the delivery of value and impact for the University through our global portfolio of strategic partnerships and the expansion of the University’s Global Office network impact and reach

• Increase partnerships working across the University on efficient and effective processes

• Enhance University reputation and brand, nationally and internationally, through community, employer and professional body engagement, media management and recruitment activities

• Increase philanthropic funding and increase number of alumni engaged in a relationship with the University

• Provision of a simple, transparent governance structure that supports good decision-making and effective engagement with external funders

• Ensure legal and regulatory compliance obligations are managed to protect the University’s reputation, and support our strategic objectives.






UNIVERSAL ACTIVITIES

UNIVERSAL ACTIVITIES PROVIDED BY USG

ACTIVITY GROUPING

DETAILS UNIT/S DELIVERED BY

Student Support Services

• Support for Senate/Committees/Task Groups

• Develop strategy, policy, guidance and frameworks that support the academic mission (for example University Teaching QA Process)

• Statutory returns and compliance

• Student Record Systems & Maintenance

• Strategic Projects

• Emergency response and bereavement support

Academic Services

Institute for Academic Development

Student Systems

Student Disability Services

Chaplaincy Service

Scholarships, Bursaries and Honorary Graduations

• Scholarships and Bursaries

• Honorary Graduations

Student Administration

Development and Alumni

• Fundraising

• Alumni and Supporter Engagement Development and Alumni

Governance and Influence

• Influence HE Policy & support UoE strategic planning and performance management through provision of evidence and insight

• Manage strategically focused Business Planning functions and key fee and research policy areas

• Outcome agreement relationship and statistical returns to SFC

• Management of governance system and processes

• Principal’s and Secretary’s Office

• Advice to senior staff and key projects based on key data protection and information management legislation

• Training, guidance & advice to staff in relation to records management, data protection, FOI & Subject Access Requests

Governance and Strategic Planning

USG Business Unit

Information Governance

Records Management

Human Resources – Policy, System and Compliance

• Maintain and support the HR & e‐recruitment systems

• Develop and maintain the Employer Brand in all our target markets

• Maintain and develop the University’s participation in charters and awards to promote inclusivity

Human Resources






ACTIVITY GROUPING

DETAILS UNIT/S DELIVERED BY

• Develop University‐wide policies, procedures and processes to support compliance with employment legislation and good practice

Internal Audit Provision

• An independent, objective assessment of the effectiveness of risk management, control, and governance processes

Internal Audit

International • Design and manage the strategic internationalisation agenda

• Support University's overseas offices

• Educational Agents Fees

International Office and USG Business Unit

Legal Services

• Legal support in the areas of regulatory, legislative and compliance support, procurement, research and commercialisation, student services and university operations

• Strategic/University wide projects

Legal Services

Communications and Marketing

• Corporate and student recruitment marketing

• Brand and reputation management and support

• University Visitor Centre


UNIVERSITY SERVICES

UNIVERSITY SERVICES PROVIDED BY USG

SERVICE GROUPING

DETAILS SCALE OF SERVICES

COST DRIVER

Human Resources – Operational Services and Advice

• Support specific recruitment campaigns e.g. Chancellor’s Fellows

• Develop and manage processes and frameworks for promotion, re‐grading and contribution reward

• Implement, manage and review agency frameworks for recruitment of different staff groups

• Develop, support and monitor Annual Review processes

• Provide leadership and management development programmes and support the management of change processes

• Develop and support networks to promote inclusion of and provide a voice for minority groups

TBC Weighted staff

Weighted staff / student






SERVICE GROUPING


COST DRIVER

Provide service to promote student’s academic and personal wellbeing

(Student Experience)

• Strategic Academic Support including Support for Senate/Committees/Task Groups, University Teaching QA Process, Research publications, external presentations, Developing, communicating, advising of University academic regulations/policies/guidelines and Strategic Projects of SVP + AP

• Careers Services including Employer

engagement, Student support and staff and curriculum development

• IAD – support for study skills development

• Chaplaincy Services including support for multiple faith groups, bereavement support, community drop‐in

• Counselling Services for staff and students including 1:1, events, online resources, training and consultation

• Disability Support services for students, plus guidance on disability issues and staff development and training

• Staff development in Academic Fields eg with early career researchers / through providing teacher development

TBC Weighted Student

Weighted Staff

Weighted Student / Staff

Promote the University to an overseas audience

• Support staff as part of the internationalisation agenda

• Promote the university and provide advice and visits to prospective students including provision of student events information and similar (e.g. Gather Festival)

• Support staff on visits to prospective students + International Recruitment and admissions

• Welfare and induction of non‐UK students as well as emergency support and liaison to non‐UK students at University, and UoE students while overseas

• Develop GoAbroad partnerships and provide promotion, advice, assistance and support on an ongoing basis


Weighted Staff

Weighted Student / Staff






SERVICE GROUPING


COST DRIVER

UK and EU recruitment activities

• Widening Access Initiatives, Summer Schools and Induction team activities, and the development/oversight of Admissions Policies



UNIT SPECIFIC SERVICES PROVIDED BY USG

SERVICE GROUPING DETAILS UNIT DELIVERED BY

Human Resources – Support Group (CSG, ISG & USG)

• Maximise organisational and individual performance

• Attract, reward and retain high quality staff

Human Resources


• CHSS - Corporate and student recruitment marketing

• CHSS - Brand Management and Support

• CHSS - Reputation Management

• CMVM - Reputation Management


CMVM Legal support • CMVM - Significant, dedicated legal support for Proteus

Project. Legal Services

MEASURES OF SUCCESS

ACTIVITY THEMES HOW DO WE KNOW WE HAVE SUCCEEDED?

Enhanced University reputation and brand, nationally and internationally, through community, employer and professional body engagement, media management and recruitment activities

Improved coverage in national and international media

• Column centimetres coverage in national/international press

Actively involve local residents and members of our wider community with the University

• Number of website visits by geographical location

• Attendance at Doors Open Days

• Reputation of the University as an employer in the local market

A highly talented, internationally diverse student and staff community who are engaged with the University

A highly talented, international, diverse student and staff community

• Proportion of international students from beyond our five most well‐represented countries

• Proportion of international staff

• Undergraduate entrants from under‐represented groups

• Maintain the institutional Athena Swan Silver award.

• Create at least 800 new opportunities for our students to gain an international experience as part of their Edinburgh degree

• Positive Union and employee relations

The University’s Global Office network has expanded impact and reach and our global

Develop our global portfolio of strategic partnerships that deliver value and impact for the University






ACTIVITY THEMES HOW DO WE KNOW WE HAVE SUCCEEDED?

portfolio of strategic partnerships deliver value and impact for the University

• Track activity linked to strategic partnerships and highlight specific deliverables

Improved student and College satisfaction with our services and communication

Improved student satisfaction with our services

• Measured by ESS/ISB scores

Improve College satisfaction with our services

• Survey of College staff.

Increased philanthropic funding and increased number of alumni engaged in a relationship with the University

Increase philanthropic funding for the University

• Value of funding received

Increase the number of our alumni engaged in a relationship with the University

• Build the number and quality of meaningful relationships with our alumni

A simple, transparent governance structure that supports good decision-making and effective engagement with external funders

Improvement in relationship with external funders

Business plans demonstrate strong alignment with University aspirations and improving accuracy of financial projections with Court/PRC demonstrating confidence in the processes.

Strategic performance measures allied to business plans and CMG

Returns are compliant, based on effective planning which mitigates the potential for clawback etc.

Exception Committee used to progress “opportunities” rather than “resolve” issues with existing approvals.

Increased partnership working across the University on efficient and effective processes

Increase staff involvement in Service Excellence Programme initiatives

• Process improvements achieved providing more effective service provision

Sustained high proportion of our students who achieve a positive outcome.

Proportion of our students who achieve a positive outcome

• Proportion of graduates in graduate level employment or further study

Records Management & Information Governance

Data Protection approaches are addressed during development phase minimising the number of Data Protection breaches due to awareness of DP legislation being embedded in core processes as “normal business”.






COST DRIVERS & WEIGHTINGS

SERVICE GROUPING AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER

Human Resources 1 1 1 1 1 Staff

Student Disability Services &

Staff Counselling

1 1 1 1 1 Staff

Institute of Academic Development

1 1 0.1 0.4 0.2 Staff

SERVICE GROUPING FT UG FT PG DL PT US PT S & OLL COST DRIVER


1 1 1 1 1 Weighted student

Admissions activities 2 1 0.25 0.25 0.05 Weighted student

Academic Services 1 1 0.25 0.25 0.75 Weighted student


0.6 2 1 0.1 0.3 Weighted student

Student Well-being support

1 1 1 1 1 Weighted student

Student Careers Support

1 1 0.75 1 0.75 Weighted student


1 0.85 0.35 0.4 0.1 Weighted student

Support International Students in the University of Edinburgh experience

Unweighted International Fee Paying Student Status

STAFF 80 % STUDENT 20 %

STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+

STUDENT FT UG FT PG DL PT US PT S & OLL

Human Resources

1

1

1

1

1

1

1

1

1

1

Weighted staff/student




International Office

1

1

1.25

1

0

0

0.8

1

1

1










Careers & Chaplaincy Service

1

1

1

1

1

1

1

1

1

1





Student Information Systems

1

1

1

1

1

1

1

1

1

1


Note:


Employer engagement Student Support Staff, curriculum and project development


Student Counselling Support for Disabled Students, in liaison with schools Management of financial support process for disabled students accessing Disabled Students Allowance (DSA)






PART THREE

APPENDIX 1 - CORPORATE SERVICES GROUP PLANNING UNITS

APPENDIX 2 - INFORMATION SERVICES GROUP SERVICES

APPENDIX 3 - UNIVERSITY SECRETARY’S GROUP PLANNING UNITS






APPENDIX 3 – UNIVERSITY SECRETARY’S GROUP PLANNING UNITS

INTERNAL AUDIT

This Statement describes the services provided by Internal Audit in the support of the University of Edinburgh’s

strategic and operational goals. This statement provides clarity about the general and specific services that

Internal Audit provides in support of the University’s operational and strategic goals. Our customers agree that the

services outlined below support their strategic and operational goals.

The purpose of Internal Audit is to undertake an objective assessment of the adequacy and effectiveness of the

University’s internal control systems. The results of its reviews are provided to the Governing Body (Court), the

Designated Officer (The Principal) and other senior management of the University. The scope of Internal Audit

covers all the activities of the University and its subsidiaries. This consists of the University's operations, resources,

staff, services and responsibilities to other bodies. However, it does not extend to the academic process. Coverage

also includes activities not funded by the Scottish Funding Council.

UNIVERSAL ACTIVITY

UNIVERSAL ACTIVITY GROUPING

DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)


Internal Audit is concerned with all aspects of the University's operations including governance, strategic planning, people management, collaborations with other organisations, IT, use of utilities, selection of suppliers, finance and many others.

An independent, objective assessment of the effectiveness of risk management, control, and governance processes.

MEASURES OF SUCCESS

SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?


The effective delivery of planned , independent assurance that leads to:

1. Improved management of risk across all aspects of the University’s operations

2. An enhance internal control environment that supports the achievement of University objectives

3. Improvements in value for money and the stewardship of University resources.






USG BUSINESS UNIT

This Statement describes the services provided by the USG Business Unit in the support of the University of

Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services

that the USG Business Unit provides in support of the University’s operational and strategic goals. Our customers

agree that the services outlined below support their strategic and operational goals.

The purpose of the USG Business Unit is to support the Principal (Vice-Principals and Assistant Principals) and the

University Secretary in the effective conduct of their business on behalf of the University. Planning, resource and

contingency management for the University Secretary’s Group; and Old College Building Management.

UNIVERSAL ACTIVITY

UNIT DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)

Secretary's Office Principal’s and Secretary’s Office

Educational Agents Fees

Educational Agents Fees Supports the University’s Internationalisation Agenda

USG Business Unit USG Central (BU + Contingency) All USG departments; efficient and effective resource allocation across the Group.

MEASURES OF SUCCESS


Secretary's Office The Principal and Secretary are able to effectively conduct business on behalf of the University.

Educational Agents Fees Effectively managed to achieve the University’s international student recruitment targets.

USG Business Unit Resource made available via the University planning round is used in accordance with the USG Strategy and in an efficient and effective manner to achieve the Support Group’s aims.






COMMUNICATIONS AND MARKETING

This Statement describes the services provided by Communications and Marketing in the support of the University

of Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific

services that Communications and Marketing provides in support of the University’s operational and strategic

goals. Our customers agree that the services outlined below support their strategic and operational goals.

The purpose of Communications and Marketing is to maintain, safeguard and enhance the University’s reputation

and brand, position and market the University in a competitive environment, and manage the University’s public

affairs, external and internal communications.

UNIVERSAL ACTIVITY



Corporate and student recruitment marketing

Provide support for and delivery of recruitment activity. Includes production of student recruitment materials (print and digital) as well as support for broader campaigns promoting the institution and its reputation, local and Internationally. Advertising campaigns, Delivery of email marketing tools

Contributes towards the recruitment of students at all levels.

Brand Management and Support

Management of the University’s visual identity, providing guidance, support and oversight of matters relating to the University brand. This is the broader aspect of marketing. Management of university sub-brands providing advice and guidance to schools, units, centres etc. Providing branding support to projects such as Edinburgh Global’s activities producing materials, providing brand templates.

Production of Edit & Billet (Alumni and General Council publications) and support for Alumni communications

Impacts on applicants, entrants and graduates, as well as staff.

Having an internationally recognised and respected brand is essential in delivering staff, students and funding in a highly competitive and global environment.

Brand consistency ensures maximum impact and cost efficiencies in any promotional work undertaken university wide.

Reputation Management

Management of the University’s external reputation amongst key audiences. – Internal and external.

Handing of all external media contacts – proactive and reactive - locally, nationally and internationally in order to protect our reputation and raise our profile amongst key audiences.

External engagement with our local community and with our political and governmental stakeholders (Public Affairs) Internal communications, Issue and crisis management

Production of Edit & Billet (Alumni and General Council publications) and support for Alumni communications

This work is carried out on behalf of the corporate University as well as direct support for individual academics, Schools, research groups and senior managers.








University Visitor Centre

Providing information and a good experience to visitors – prospective staff, students and the wider general public.

Providing branded merchandise which promotes the University brand consistently.

Internal sales – reducing costs of supply to school and departments.

Generating income to support CAM activities in line with University priorities.


UNIT SPECIFIC SERVICE GROUPING

DETAILS CUSTOMER & BENEFIT


CHSS Funded posts - Provide support for and delivery of College recruitment activity.

CHSS Funded posts - Provide support for and delivery of College recruitment activity.


CHSS Funded posts - Management of the Schools sub-brands providing advice and guidance to schools, units, centres etc. Providing branding support to College projects, producing materials, providing brand templates.

CHSS Funded posts - Management of the Schools sub-brands providing advice and guidance to schools, units, centres etc. Providing branding support to College projects, producing materials, providing brand templates.


CHSS Funded posts - Management of the College’s external reputation amongst key audiences. – Internal and external.

Handing of all external media contacts – proactive and reactive - locally, nationally and internationally in order to protect the College’s Schools reputation and raise their profile amongst key audiences.

Internal communications, Issue and crisis management.

CHSS Funded posts - Management of the College’s external reputation amongst key audiences. – Internal and external.




CMVM Funded Posts - Management of the College’s external reputation amongst key audiences. – Internal and external.



CMVM Funded Posts - Management of the College’s external reputation amongst key audiences. – Internal and external.








MEASURE OF SUCCESS



Success in meeting student recruitment targets. Volume of student applications

Volume of staff applications. Engagement with digital platforms. Requests for materials.

User testing/customer research on publications and website. Entrants and decliners surveys.


Consistent demonstration of the University in a visual medium, in publications, on merchandise, online and across our estate.


Analysis of the University’s reputation (internally, locally and internationally) measuring perceptions of the University and benchmarking.

Ensuring legislative compliance.

Satisfaction with publications

University Visitor Centre Profit. Visitor satisfaction.






DEVELOPMENT AND ALUMNI

This Statement describes the services provided by Development and Alumni in the support of the University of


that Development and Alumni provides in support of the University’s operational and strategic goals. Our

customers agree that the services outlined below support their strategic and operational goals.

The purpose of Development and Alumni is to:

Make connections with the University’s global alumni base of 260,000 and other supporters to

facilitate strategically-aligned partnerships.

Drive an increase in philanthropic income to support the University’s strategic objectives

Engage alumni at the unit level in student experience, employability, research and policy projects.

UNIVERSAL ACTIVITY



Generating Funding

Engage high level donors and attract flexible pooled gift income to support strategically important programmes

Enables development of the University’s interests and activities by providing funds for strategically important programmes, including scholarship and research programmes and capital projects.

Alumni and Supporter Engagement

Maintain accurate alumni and supporter data, support the General Council as the voice of alumni within the University’s governance structure, and lead and support communications to engage alumni and others in specific University programmes

Leads interaction with alumni and other supporters, and supports other parts of the University in their interactions, and manages the central database of alumni and supporter records.

MEASURE OF SUCCESS


Generating Funding Significant uplift in gift income (averaging £15m per annum at present)

Strong growth in donor numbers

Alumni and Supporter Engagement

Quantifiable growth in alumni involvement in student recruitment, student experience and employability initiatives.

Engagement indicators to track responses to social media and printed communications

Increased engagement in global alumni association and General Council activities






HUMAN RESOURCES

This Statement describes the services provided by Human Resources in the support of the University of


that Human Resources provides in support of the University’s operational and strategic goals. Our customers


The purpose of Human Resources is to support the University in realising its vision to be a truly global university

benefitting society as a whole, and to facilitate the achievement of the University’s Strategic Plan by delivering

People strategies to attract and retain a highly motivated and diverse workforce, fully engaged with the University

and its strategic goals.

UNIVERSAL ACTIVITY

HR SYSTEMS, POLICY & COMPLIANCE



Attract, reward and retain high quality staff

Maintain and support the e-recruitment system

Develop and maintain the Employer Brand in all our target markets

Maintain and support the Oracle HR System

Produce detailed statistics for HESA reporting

Participate in pay and benefits benchmarking surveys

University as a whole - Ability to attract and retain key talent

Create positive and inclusive working environment

Maintain and develop the University’s participation in charters and awards to promote inclusivity including:

Athena SWAN

Race Equality Charter Mark

Carer Positive

Produce analyse and report on equality data and develop policies and processes to reduce barriers to participation

Respond to UK and Scottish Government enquiries and requests on equality and widening participation issues

Manage and maintain positive relationships with Joint Unions

University as a whole - External reputation and ability to attract and retain key talent

Ensure legislative compliance

Develop and maintain policies, processes and systems to ensure compliance with:

Antidiscrimination and equal opportunities legislation

UK and EU employment legislation

UKVI regulations

Maintain and manage risk registers

Respond to FOI requests

Ensure compliance with procurement legislation in appointment of suppliers

University as a whole - Ensure legislative compliance






UNIVERSITY SERVICES

OPERATIONAL COORDINATION OF UNIVERSITY WIDE SYSTEM, TRAINING & OTHER HR SERVICES


DETAILS CUSTOMER & BENEFIT COST DRIVER


Support specific recruitment campaigns e.g.

Chancellor’s Fellows

Senior Appointments

Youth and local employment

Provide specific support services for new recruits, particularly those from outside the UK

Develop and manage processes and frameworks for promotion, regrading and contribution reward including for out of cycle cases

Implement, manage and review agency frameworks for recruitment of different staff groups

University as a whole - Ability to attract and retain key talent

Staff

Maximise organisational and individual performance

Develop, support and monitor Annual Review processes

Provide leadership and management development programmes

Provide a range of training and development interventions

Support business areas through change processes

University as a whole – Alignment of structures, policies, processes and people to achieve University goals and objectives

Staff


Develop policies and procedures that promote inclusivity and reduce discrimination

Develop and support networks to promote inclusion of and provide a voice for minority groups

Provide individual support for staff with disabilities

Support individual businesses areas to develop in this area and to achieve recognition e.g. through Athena SWAN

University as a whole - External and internal reputation and ability to attract and retain key talent

Staff/ Students


Managing FOIs from individuals

Managing compliance with legislation in relation to individual cases

University as a whole - Ensure legislative compliance

Staff


MANAGEMENT OF SUPPORT GROUP HR FUNCTION




Purchase advertising space in recruitment media

Place adverts in recruitment media

Act as a consultancy in relation to advertisement placing

All business areas within the Support Groups – ability to attract and retain key talent.








Administer the quick rewards service and support the annual contribution reward process

Grade all new jobs and regrade existing jobs

Provide training in writing job descriptions

Provide training in recruitment skills

Provide information to managers on market pay


Provide strategic HR advice to management on restructuring and change management

Support managers with case work – absence, health, capability, grievance and disciplinary

All business areas within the Support Groups – maximise performance to deliver organisational objectives.

MEASURES OF SUCCESS

SERVICE OFFERING

HOW DO WE KNOW WE HAVE SUCCEEDED?


Reputation, Ability to recruit high quality staff, Ability to issue contracts and pay staff correctly, Accurate HESA return, Availability of pay benchmarking information to support consideration of promotion and pay cases, Impact on REF results

Success of specific campaigns e.g. Chancellor’s Fellows, Individual Senior Recruitment exercises, ability to attract staff from outside the UK. Ability to respond quickly and with robust data to out of cycle pay and promotion requests. Availability and ease of access to appropriate agency frameworks for different types of recruitment

Measure employee turnover and monitor absence levels. Analyse response rates to recruitment advertising. Analyse contribution reward statistics


Reputation (internally and externally) External awards – Athena SWAN, Race Equality Charter Mark, Carer Positive award, impact both internally and externally – external recognition in the form of awards – Athena SWAN, Race Equality Charter Mark, Carer Positive Award, Scottish Business Pledge, Aurora Programme, EDMARC data reporting, Family friendly policies, including maternity and shared parental leave, flexible working

Departments achieve local recognition through Athena SWAN departmental awards. Minority groups feel they have a voice in the University, The University makes progress in addressing the gender pay gap and in representation of women and other minority groups on senior level Boards and Committees. Staff with disabilities are supported to be able to contribute to their full potential


Reduced risk and occurrence of: Loss of licences Fines Legal claims Reputational damage


Universal application of Annual Review processes. Leaders, managers and staff have the skills to carry out the roles they are employed to carry out. Change is managed effectively, Future managers and leaders are offered appropriate development before moving in to a leadership or management role








AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER


1 1 1 1 1 Staff


1 1 1 1 1 Staff


1 1 1 1 1 Staff





1

1

1

1

1

1

1

1

1

1







INTERNATIONAL OFFICE

This Statement describes the services provided by the International Office in the support of the University of


that the International Office provides

The International Office is the University’s professional services hub for international engagement and

partnership. It develops and delivers global opportunities and provides professional support and advice on

projects, partnerships and collaborations across the world.

The International Office leads and manages global citizenship and mobility, develops strategic collaboration and

partnership and supports the University’s international community. The Office promotes the University overseas

to ensure that Edinburgh is first choice in the minds of the world.

The International Office provides professional expert advice, services and guidance to international students and

staff. The Office provides specialist support services for staff relating to international collaboration, exchange and

recruitment and for international students relating to welfare, visa and immigration advice.

The International Office leads and supports the delivery of the University’s international strategy working closely

with the Vice Principal International. The Office coordinates the University’s strategic engagement overseas, the

four Global Academies and the University’s four offices in East Asia, South Asia, North America and Latin America.

The International Office creates and develops opportunities for the University internationally. We deliver new

collaboration and exchange pathways and opportunities for students and staff. The Office manages the

University’s external engagement, high level visits and membership of international consortia.

The purpose of the International Office is to advance and support internationalisation by creating global

partnerships and opportunities, recruiting students from overseas and implementing and supporting the

University’s global vision and ambition.

UNIVERSAL ACTIVITY



Support University's internationalisation agenda

Student immigration

Supports recruitment and retention of non-EU international students –Protects and maintains University’s Tier 4 Home Office licence

Provides only authorised immigration advisory service for all students who require this at the University c7,000 non-EU international students

Supports delivery of an expanded global student community as part of the University’s Strategic Plan

Provides support pre and post arrival for international students and for staff across the University with regards to Tier 4 policy, guidance, training and advice.

University Student Mobility

Responsible for management of the University’s participation in the European Union’s Erasmus+ programme for all student and staff mobility. Grants received and managed annually for Erasmus+ are c3 million Euros.








Managing and coordinating the University’s exchange agreements with over 300 partners across 42 overseas nations.

Creating Go Abroad opportunities for over 1000 Edinburgh students every year and management of the Principal’s Go Abroad Challenge Fund.

Manging the recruitment of Visiting Undergraduate students from overseas with value of £7 million per year in fee income.

Protecting and maintaining the University’s ERASMUS Charter with the UK national agency and European Commission to enable University wide participation in and funding for EU mobility schemes.

Promote Go Abroad opportunities, provide assistance to staff and guidance to the University’s exchange coordinator network.

Provide emergency assistance and support for Edinburgh students overseas on Go Abroad programmes.

International student recruitment

Responsible for managing the University’s non-EU international recruitment operation and outreach programme annually.

International student recruitment (non-EU) returns annual unrestricted tuition fee revenue of c£115 million per year.

Provision of guidance, assistance and advice to non-EU international applicants to the University.

Manage and coordinate the University’s international education agent network of 42 legally appointed and contracted agencies.

Services for international students; application advice, information sessions, campus tours, specialist advice on translation and equivalency of overseas qualifications; pre-departure advice and guidance.

Services for university staff; training, reporting and specialist guidance for admissions staff on overseas qualifications and education systems.

Key liaison with international schools, School and College counsellors, British Council Education UK; British Embassies and scholarship providers.

Supporting international recruitment priorities for Schools, Colleges and supporting visits to the University.

University overseas offices/ International student recruitment

Management and operational responsibility for the University’s offices in North America (New York City); Latin America (Santiago); East Asia (Beijing) and South Asia (Mumbai).

Supports regional engagement by the University across these geographic areas with regards to partnerships, fundraising, industry engagement, alumni, recruitment, profile and position.








Provide intelligence on opportunities, work with key professional services, academic staff and advance the University’s position as a partner in key areas.

Support University’s external engagement in each region and delivering high impact events, meetings and support to the University community for advancing our engagement in each region.

Advice and guidance on international partnerships

Deliver global projects that support and advance our engagement, profile and partnerships.

Manage the University’s strategic partnership network and agreements.

Management of the University’s engagement with global consortia and networks from U21, COIMBRA and LERU.

Coordinate and support partnership with the Global Academies.

Supporting the University’s 8 International Regional Deans and Global Office network

Communication of key international engagement opportunities and funding.

Professional advice and support for advancing the University’s global collaborations and engagement

Coordination and management of high level inward and outward institutional visits and delegations.

International Student support

Operate orientation and induction activities for all non-UK international students at the University (15,800 students). Includes airport welcome service, international day, international student guide, online information and social events for new students.

Provide the only OISC authorised visa and immigration service for international students at the University. Provision of pre and post visa application support, advice and guidance.

Provide social and cultural welfare support; overseeing the International Student Centre; Operating the Go Connect Scheme; Liaison and advocacy relating to international student affairs and coordinating international cultural events for students with EUSA and other support services.

External engagement / liaison

The International Office is the key contact for a range of local, national and international organisations and agencies. The International team are the hub for connections, contacts and relationships across domestic governmental and NGO's, overseas diplomatic, trade and cultural representatives in Scotland and across the UK.

The International Office leads on international issues relating to the University across teaching, learning and research and leads the University's relationships in these areas across the Scottish and UK governments, British Council, City Council and








sector organisations with international remits (Russell Group, LERU, Universitas 21, FCO, UKCISA, DFID, DBIS, Scottish Enterprise, Universities Scotland and Universities UK).

The International Office connects the University with UK and overseas diplomatic representation from UKTI, SDI, British Council to the Science and Innovation network. The International Office is the key unit for delivering high level external visits from overseas from overseas universities and other partner organisations

UNIVERSITY SERVICES




Welfare and induction of international students

All non-UK international students at the University and all non-UK entrant international students each year (September and January).

Benefit: Student experience

International Students

Promote the university and provide advice and visits to prospective students

All non-EU international student applicants, advisers, counsellors and education agent network.

Benefit: Provision of high quality advice and guidance for international applicants.

Benefit: University international student recruitment increases

Provision of student events information and similar (e.g. Gather Festival)

All international and domestic students across the entire University community and staff.

Benefit: Student and staff intercultural and global engagement across the community

Emergency support and liaison

Students and also staff. Provision of coordinated and managed emergency student support, advice, guidance and assistance. Staff across the University are supported with regards to single command in relation to emergency situations.

Benefit: Student experience and emergency support for students.

Benefit: Protection of University reputation

Benefit: Staff assisted within University regarding coordinated and professional action

Support University of Edinburgh students when Going Abroad (internationalisation agenda)

Go Abroad promotion, advice, assistance and support

Students and staff across the University at all levels of study and in all areas of the University

Student








Benefit: Students supported in securing and applying for international opportunities during their degree

Benefit: Students in one single location for all services in this area

Benefit: University with regards to rising student demand for go abroad and reputation and recruitment of students

Benefit: Staff supported by provision of central advice, service and support

Support staff as part of the internationalisation agenda

Support staff on visits to prospective students

University staff

Prospective students

Benefit: Students and staff undertaking recruitment activity, professionally coordinated and managed

Benefit: Delivering high quality, professional advice for applicants overseas

Staff

Develop Go Abroad partnerships

Staff

Students

External partners and universities

University overseas offices

Benefit: University global engagement, increased student and staff mobility, more international partnership with key regions and nations, profile and reputation as a world leading university.

Supporting International opportunities for staff

All Staff

Benefit: Staff supported in securing and applying for Erasmus staff mobility placements

Benefit: Via funds secured by the IO, staff university-wide are given enhanced opportunity to access partnership/staff mobility opportunities and funding under Erasmus+ International Credit Mobility. (€1,157,060, which corresponds to 21% of the total budget allocated by the British Council this year)

International Recruitment

Prospective students

International schools, colleges and universities

International education agents

University of Edinburgh

Staff community at University

Benefit: Provision of high quality international recruitment and development service in professional, managed operation.








Benefit: Protection and advancement of the University’s international reputation

Benefit: Services, training and advice for staff relating to overseas admissions, qualifications, support for increasing recruitment and new programme development

Support the development of overseas partnerships including visits

University staff

University senior management

Overseas external partners/organisations

Benefit: Professionally managed and high impact visits and events

Benefit: Augmenting and protecting the University’s reputation

Benefit: Advancing the University’s global partnerships and engagement at high level

Advice and support for advancing the University’s internationalisation agenda

External partners and stakeholders

University staff

University senior management

External engagement and partnerships

University regional office operations

Benefit: Professional service, support and strategic advice on advancing the University’s global partnership and engagement

Benefit: External engagement with key national, local and international partners, stakeholders and organisations. For example; overseas universities; City Council; Scottish Government; UKTI; FCO; Embassy network; Diplomatic representation in the UK; Sector groups and associations.

Benefit: Advancing and protecting the University’s reputation

Benefit: Delivering the University’s strategic aims and vision with regards to internationalisation






MEASURES OF SUCCESS



International student intake increasing

Levels of international student satisfaction via student survey, NSS, ISB and low levels of attrition/complaints

Support University of Edinburgh students when Going Abroad (internationalisation agenda)

Student feedback on National Agency survey relating to ERASMUS

Low levels of complaints and issues arising before, during and after Go Abroad opportunities

Rising student demand and interest in going abroad

Support staff as part of the internationalisation agenda

Increasing partnership globally

Successful projects and partnerships being advanced globally

Protection and advancing the University’s global reputation

No reputational damage due to global engagement

Increased income generation

Increased student and staff mobility

University global rankings – international recruitment, partnership and engagement are metrics

Support University's overseas offices

Increased recruitment

Increased mobility

Increased media coverage

Increased profile, influence and impact in region/nation

Increased partnership with organisations, businesses and academia in region

Increased income generation

Increased alumni engagement and fundraising




Support for University from overseas offices + Support staff as part of the internationalisation agenda

1 1.25 0 0.8 1 Staff

FT UG FT PG DL PT US PT S & OLL

Support University of Edinburgh students when Going Abroad

1 1 0 1 1 Student






(internationalisation agenda)


International Fee Paying Students






LEGAL SERVICES

This Statement describes the services provided by Legal Services in the support of the University of Edinburgh’s

strategic and operational goals. This statement provides clarity about the general and specific services that Legal

Services provides in support of the University’s operational and strategic goals. Our customers agree that the

services outlined below support their strategic and operational goals.

The purpose of Legal Services is to:

Advise the University regarding its legal responsibilities in its decision making – particularly the

University’s governing body – the University Court

Assist and advise the University’s senior management team in relation to legal matters

Help the University make advantageous contracts which address risk appropriately

Advise the University regarding claims made against it and pursue the University’s interests in making

appropriate claims

Assist the University to address its legal responsibilities pursuant to the complex statutory framework

under which it operates.

UNIVERSAL ACTIVITY



Regulatory, legislative and compliance support

The Legal Services team provides legal support and advice to Schools, Colleges, Support Groups and Support Services in relation to legislative and regulatory compliance across the range of regulation and legislation impacting the HE sector and the University. In particular Legal Services supports the University Court, through the University Secretary and colleagues in Governance and Strategic Planning, in good decision-making and effective governance

The support provided by Legal Services assists the University with regulatory and legislative compliance. Breach of the University’s legal duties would/could result in civil and criminal penalties including financial penalties (depending on the law in question) and reputational damage.

The provision of in-house legal support also decreases and helps to manage the University’s external legal support spend.

Procurement legal support

The Legal Services team provides legal support to Procurement colleagues and to Schools, Colleges, Support Groups and Support Services interacting with Procurement colleagues and/or involved in procurement activity and assists in ensuring sustainability in Procurement.

The support provided by Legal Services assists the University with procurement compliance and ensuring that the University obtains the best service or goods.

Breach of procurement legislation would result in financial penalties and reputational damage.









Research and commercialisation legal support

The Legal Services team provides legal support and advice to ERI and colleagues in the Schools and Colleges in connection with their research and commercialisation activity.

The support provided by Legal Services assists the University with securing and increasing its research and commercialisation income and also ensuring that the University is not breaching the law or its contractual obligations or accepting risk which is not in accordance with the University’s risk appetite.


Strategic/University wide project support

The Legal Services team provides legal support to colleagues in the Support Groups and Colleges and the University Court in relation to projects of strategic importance to the University, e.g. strategic UK or International funding bids, mergers and strategic alignments and novel/contentious collaborations.

The support provided by Legal Services assists the University with protecting its interests and complying with the law. Early involvement of Legal Services supports clear and good governance and assists with the adoption of appropriate legal structures.


Student services legal issues

The Legal Services team provides legal support to colleagues in USG and in the Colleges and Schools in connection with legal issues associated with the student population, including complaints, conduct issues, regulatory and legal requirements, support service provision etc.

The support provided by Legal Services assists the University with complying with its duties to the student population and supporting the University in relation to contentious legal issues.


University operations legal support

The Legal Services team provides legal support to colleagues in the Colleges, Schools, Support Groups and Support Services in relation to a broad spectrum of legal/operational needs, e.g. branding and reputation, charity and regulatory issues, collaborations, contracts, disputes, estates matters, financial legal matters, fundraising matters, HR matters, international matters.

The support provided by Legal Services assists the University with protecting its interests and complying with the law.










CMVM Legal support

50% of the cost of one solicitor who works in CMVM 3 days per week (2 days on a specific project).

CMVM - Significant, dedicated legal support for £11.5M Proteus Project involving highly regulated clinical trial with numerous interactions with industry. CMVM wish the experience gained to be used in other large translational medicine projects in CMVM.

MEASURES OF SUCCESS


Procurement legal support Satisfied colleagues, minimal legal challenge and managed external legal spend.

Regulatory, legislative and compliance support

Satisfied colleagues, minimal legal challenge and managed external legal spend.

Research and commercialisation legal support


Strategic/University wide project support


Student services legal issues


University operations legal support







STRATEGIC PLANNING PORTFOLIO

This Statement describes the services provided by the portfolio of services managed by the Deputy Secretary,

Strategic Planning Unit in the support of the University of Edinburgh’s strategic and operational goals. This

statement provides clarity about the general and specific services that the portfolio provides in support of the

University’s operational and strategic goals. Our customers agree that the services outlined below support their

strategic and operational goals.

The purpose of the portfolio is to support effective strategic planning, student recruitment, good governance and

influence over public policy. We effect that through the below areas of work:

Strategic planning

o To promote and facilitate strategic thinking across the University

o To continually improve the University's planning and resource allocation processes in order to

strengthen the link between strategy and action

o To obtain, analyse and publish information to enable the University and its constituent parts to

take informed decisions and develop strategic and operational plans

o To help the University implement plans and to monitor/report on progress against targets

o To engage effectively with the Scottish Funding Council and HESA

o To manage the preparation of the University's Research Excellence Framework submission

Governance

o To enable the University's Court to ensure that the University is effectively governed

o To facilitate and support the business of Court and its committees

o To review the effectiveness of Court and its sub-committees at regular intervals

Public policy

o To provide policy advice to the Principal and senior university officers and support the Principal

in influencing public policy in relation to higher education

o To undertake political analysis, scenario planning and to coordinate production of the

University's responses to government consultations

o To maintain good relations with the University's contacts in the political sphere, including alumni

parliamentarians

o To work with academic colleagues in supporting the University's knowledge transfer in relation

to policy, in part through the Public Policy Network

Student Recruitment & Admissions

o To lead the design, development and implementation of the University of Edinburgh’s strategy for student recruitment, admissions, induction and widening participation; ensuring the University meets is legal requirements in relation to these services.

o To represent the University externally, organises on campus recruitment and induction activity and support the admissions process.

o To provide support, guidance, and advice to staff across the University by making effective use of research and market intelligence, and empowers internal and external stakeholders to make good decisions.

Records Management & Information Governance o To ensure that the University is supported to progress its strategic objectives while protecting

the privacy of individuals (statutory compliance functions) maintaining appropriate records to support good governance and responding to legitimate FOI and Subject Access Requests.

The Strategic Planning Portfolio consists of:

Governance & Strategic Planning

Student Recruitment And Admissions







UNIVERSAL ACTIVITY



Influence HE Policy & support UoE strategic planning/thinking and performance management through provision of evidence/insight

Better understanding of university context leads to fewer incidences of opposition between university strategy and funding body objectives

Colleagues across the University are well informed about the policies and processes relating to collaborative activity and have access to a clear guidance which outlines the University’s strategy in relation to collaborations

Senior staff are well informed and able to effectively lobby at the relevant level

Manage strategically focused Business Planning functions

Optimising decision-making

Qualitative and quantitative evidence

Funding & Statistical returns (compliance)

Ensures full compliance with regulatory bodies

Maintain and improve reputation

Receive all funding to which we are entitled

Ensures appropriate interpretation of statistics in key rankings – impacting on reputation.

Simple, transparent & effective Governance system

Enhanced reputation through effective representation to/engagement with key partners

Effective decision making supporting both risk management and value for money.

Key operational strategies/activities aligned with University objectives/aspirations


Compliance

Reduced risk of legal action against the University

Protection of University’s reputation

Contribution to meeting Outcome Agreement targets required for the University’s block grant

Expert advice and guidance provided to University management and staff

Ability to anticipate and respond appropriately to external drivers and changes that may impact on admissions, recruitment and widening participation

Contribution to setting and meeting recruitment and WP targets

Training, support and guidance for University staff

Enhanced recruitment activity carried out at College/School level

Consistency in recruitment approaches and marketing messages across the University to comply with CMA requirements

Reduced duplication

Representing the University Reputational benefits

Influence Government and sector policy development

Identifying and sharing good practice







Data analysis and research Meet reporting requirements for external funding

Meet reporting requirements of SFC/Scottish and UK Governments

Evidence to inform strategic planning

Evidence to inform research and service development

Evidence and expert analysis to inform evaluation

WP policy development Reputational benefits

Contributes to meeting WP targets

Enhanced student experience

Admissions policies and projects Clear, compliant policies to enable confident processing of applications

Centrally administered admissions services

Effective oversight of UCAS admissions cycle

Fair, transparent processes for consideration of admissions-related appeals and complaints

WP outreach and project activity designed to raise aspirations, including partnership projects

Strategic importance of WP as set out in 2012-16 Strategic Plan theme: Equality and Widening Participation

Helps to deliver on University’s community engagement targets

Support for staff working at College/School level on WP


Advisory role to senior staff and key projects based on specialist knowledge of key data protection and information management legislation.

Key projects and activities have an appropriate approach to compliance. Avoiding delays in implementation and/or subsequent redesign and therefore carrying appropriate risk and cost.

Development and delivery of training and awareness-raising activities in relation to University’s statutory responsibilities

Impacts across all aspects of University activity and record keeping.

Particularly key in relation to induction of new staff.

Guidance & advice to staff in relation to records management (retention etc) and data protection.

Impacts across all aspects of University activity and record keeping

Operational management of Central Records Repository and of Freedom of Information Requests & Subject Access Requests.

Operation of effective FOI management practice protects the reputation of the University while minimising the impact/cost to operational teams in the University.






UNIVERSITY SERVICES

UNIT DETAILS CUSTOMER & BENEFIT COST DRIVER


Information, advice and guidance for prospective students, their advisers, offer holders and new students

Colleges and Schools :

Better informed new students who can engage more quickly and settle into their degree programmes faster

New students who require less support than previously

Improved retention

‘One stop shop’ for staff in the Central Services and Schools who want to know about Induction activities and enhancements (staff are amongst the biggest users of the New Student website)

Central resources which do not need to be replicated locally

Student

Support for matriculated WP students

Colleges and Schools:

WP projects support student retention, attainment, outcomes & employability

improve transitions through/out of the University

WP projects support development of innovative learning and teaching initiatives

Student

Events


Coordinated and consistent institutional approach to pre-arrival and induction

Central activities and resources which do not need to be replicated locally

High-profile events attract high-quality applicants

University-wide Open Days reduce number of requests for individual [school] visits/tours.

Centrally-organised on-campus events enable efficiencies to be made e.g. in room bookings, catering, transport logistics, and staffing

Better informed students are more likely to submit good quality applications

EUSA:

Collaboration on Academic Fair

Student

MEASURES OF SUCCESS

SERVICE OFFERING



Improvement in relationship with Scottish Government/SFC

Clear recognition of importance/contribution of Higher Education in public sector documents.

Engagement on key policy issues.






SERVICE OFFERING


Business plans demonstrate strong alignment with University aspirations and improving accuracy of financial projections

Court/PRC demonstrate confidence in business plan processes.

Strategic performance measurement connected into business plans and CMG

Improvement in relationship with Scottish Government/SFC based on confidence that position is clear/data is robust.

Returns are compliant, based on effective planning, mitigating clawback potential.

Exception Committee used to progress “opportunities” rather than “resolve” issues.


No legal action

Colleges and Schools meet their targets for new students

Number of complete, good quality applications from qualified applicants

New student survey feedback

Admissions related complaints <10 per year

Number of appeals <0.05% of total applications

Increase in the number of successful applications from applicants who have engaged with PG activities, above 2015 baseline

Increase in the number of University of Edinburgh students who successfully progress from UG to PG studies, or continue their PG studies beyond the end of their current programme, above 2015 baseline

Colleges and Schools meet targets for PG and ODL recruitment

Measurable increases in applications from targeted groups currently underrepresented in the PG applicant pool, and subsequent increases in those groups within the student cohort


Positive relationship with senior staff across the University ensures early knowledge of/engagement with strategic projects during their development phase.

Data Protection approaches, particularly for international and collaborative projects, are addressed during development phase rather than retro-fitted.

Advice acknowledged as “business-focused”.

Number of Data Protection breaches are minimised because of good levels of general awareness of DP legislation embedded in core processes as “normal business”.

Positive reputation with ICO and SPSO in relation to Reasonableness of core practice.



Proportion of FoIs/SARs responded to within compliance deadlines. Currently standing c.94%. Appeals/referrals to ICO are minimised.



FT UG FT PG DL PT US PT S & OLL COST DRIVER







GOVERNANCE & STRATEGIC PLANNING

This Statement describes the services provided by Governance and Strategic Planning in the support of the

University of Edinburgh’s strategic and operational goals. This statement provides clarity about the general and

specific services that Governance and Strategic Planning provides in support of the University’s operational and

strategic goals. Our customers agree that the services outlined below support their strategic and operational

goals.

The purpose of Governance and Strategic Planning is to enable the University to achieve our strategic objectives

through insight, planning and effective governance structures and mechanisms.

UNIVERSAL ACTIVITY





Maximise income to university and sustainability of sector

Centre of detailed knowledge with which to influence their methodologies by constructive critique.

Positively influencing press and public in response to their requests for info, by professional measured responses

Enabling and optimising strategic decision-making

Identification and response to key strategic issues

Guidance, analysis and interpretation to key strategic issues

Better understanding of university context leads to fewer incidences of opposition between university strategy and funding body objectives

Colleagues across the University are well informed about the policies and processes relating to collaborative activity and have access to a clear guidance which outlines the University’s strategy in relation to collaborations

Senior staff are well informed and able to effectively lobby at the relevant level



Enabler for refinement of plans to fit needs and resources - able to make well-informed decisions on organisational resourcing

Develop, draft, produce and facilitate the implementation of the University’s Strategic Plan

Optimising decision-making



Management of the Outcome Agreement process.

Completion of SFC Early/Final Student Statistics.

Support for HESA returns

Maintain and improve reputation

Receive all funding to which we are entitled








Statistical input to major ranking exercises

Co-ordination of REF input projects

Ensures appropriate interpretation of statistics in key rankings – impacting on reputation.


Management of Court and Court Committee business and effectiveness

Court and Rectoral appointments

Ordinances

Co-ordination of Honours

Engagement/response to changes in Good Governance/Governance Bill

Management of Fees Strategy Group, Recruitment & Admissions Strategy Group & Research Strategy Group

Enhanced reputation through effective representation to/engagement with key partners

Effective decision making supporting both risk management and value for money.

Key operational strategies/activities aligned with University objectives/aspirations

MEASURES OF SUCCESS



Improvement in relationship with Scottish Government/SFC

Clear recognition of importance/contribution of Higher Education in public sector documents.

Engagement on key policy issues.


Business plans demonstrate strong alignment with University aspirations and improving accuracy of financial projections

Court/PRC demonstrate confidence in business plan processes.

Strategic performance measurement connected into business plans and CMG


Improvement in relationship with Scottish Government/SFC based on confidence that position is clear/data is robust.

Returns are compliant, based on effective planning which mitigates the potential for clawback etc.


Exception Committee used to progress “opportunities” rather than “resolve” issues with existing approvals.






STUDENT RECRUITMENT AND ADMISSIONS

This Statement describes the services provided by Student Recruitment & Admissions in the support of the


specific services that Student Recruitment & Admissions provides in support of the University’s operational and

strategic goals. Our customers agree that the services outlined below support their strategic and operational

goals.

The purpose of Student Recruitment & Admissions is to lead the design, development and implementation of the

University of Edinburgh’s strategy for student recruitment, admissions, induction and widening participation, and

to ensure the University meets is legal requirements in relation to these services. Student Recruitment &

Admissions represents the University externally, organises on campus recruitment and induction activity and

supports the admissions process. SRA provides support, guidance, and advice to staff across the University by

making effective use of research and market intelligence, and empowers internal and external stakeholders to

make good decisions.

Whilst many student recruitment and widening participation activities are directed at UK and EU/EEA applicants to

full-time undergraduate or postgraduate programmes, Student Recruitment & Admissions is also responsible for a

wide range of services that cover all students including international students, part-time students, online distance

learning students, visiting students and in some cases students on short course and credit for entry programmes.

These responsibilities include compliance; expert advice and guidance; admissions policies and central admissions

services; training, support and guidance for University staff; much data analysis and research; open days and

online attraction and conversion events, and all pre-arrival and induction activities.

UNIVERSAL ACTIVITY



Compliance

Legislation (Equality Act / Children and Young People (Scotland) Act / Freedom of Information / Data Protection)

Quality Code Chapters B2 and B11

Consumer Markets Authority requirements

Outcome Agreement requirements

Scottish Government/Scottish Funding Council requirements e.g. Gender Action Plan / Care Leavers’ strategy / Commission on Widening Access

Reduced risk of legal action against the University

Protection of University’s reputation

Contribution to meeting Outcome Agreement targets required for the University’s block grant

Expert advice and guidance provided to University management and staff

Keep informed about national trends and initiatives, Government policies and requirements, and the wider market environment.

Provide expert interpretation and advice to Colleges, Schools and University senior management to inform strategic planning and enable effective responses to issues raised by applicants, advisers, sector-related bodies, elected representatives etc.

Gather, collate and disseminate market insight, information on trends and competitor behaviour.

Ability to anticipate and respond appropriately to external drivers and changes that may impact on admissions, recruitment and widening participation

Access to expertise to advise on strategic planning

Contribution to setting and meeting recruitment and WP targets








Lead and contribute to major internal projects, e.g. regarding Equality and Diversity, student experience, graduate employability, transitions

Training, support and guidance for University staff

Manage University student recruitment and admissions annual training programme

Coordinate and deliver face-to-face and online training and staff development opportunities for University staff involved in recruitment, admissions and induction activities

Develop guidance materials for recruitment, admissions and induction staff across institution

Advise Schools on enhancement of induction programmes

Manage University-wide stakeholder groups to share and embed good practice

Advise colleagues on individual applications for admission and the implementation of policy

Trained staff facilitating consistent approach to recruitment, admissions and conversion, and adoption of good practice consistent with legal and regulatory requirements.

Expert advice and guidance

Enhanced recruitment activity carried out at College/School level

Consistency in recruitment approaches and marketing messages across the University to comply with CMA requirements

Reduced duplication

Staff development

Representing the University

Engage with national strategic planning bodies e.g. SFC, Scottish Government, UCAS and sector bodies, e.g. Universities Scotland, Universities UK, Russell Group, Supporting Professionalism in Admissions, Quality Assurance Agency, Equality Challenge Unit

Present at conferences across the UK, Scottish Parliament and political party events

Inform and coordinate University responses to national and sector consultations, e.g. UCAS name-blind application consultation, Commission on Widening Access, SFC Gender Action Plan

Reputational benefits

Influence Government and sector policy development

Identifying and sharing good practice

Data analysis and research

Collect and collate data and feedback from event and activity participants to enable analysis and reporting

Provide data reports for statutory and local reporting purposes, including Freedom of Information requests, complaints and appeals

Provide data reports for externally funded projects

Provide data reports to inform strategic planning and policy development

Analyse data for evaluation purposes

Provide data reports for academic research and/or development of services

Meet reporting requirements for external funding

Meet reporting requirements of SFC/Scottish and UK Governments

Evidence to inform strategic planning

Evidence to inform research and service development

Evidence and expert analysis to inform evaluation








Run, analyse and report on New Student Survey

Commission, conduct and disseminate research into WP and admissions to inform University and sector strategy and policy

WP policy development

Develop, support and oversee the implementation and communication of contextualised admissions



Enhanced student experience

Admissions policies and projects

Develop, implement and review of admissions policies and procedures on a regular basis to meet compliance requirements and best practice standards

Develop, support and oversee the implementation and communication of contextualised admissions

Carry out overarching Equality Impact Assessments of all pre-application, application, post-application activity and related policies and procedures

Assess new and revised UK and EU qualifications for entry purposes, and advise Admissions Qualification Subgroup

Compliance

Clear, compliant policies to enable confident processing of applications

Trained staff

Support in using admissions policies

Expert information and advice

Informed applicants submitting good quality applications



Centrally administered admissions services

Support and maintain the UCAS admissions cycle

Engage with UCAS planning and systems development

Investigate and respond to admissions-related complaints and appeals

Review applicant criminal convictions and convene meetings of the Student Disclosure Assessment Panel

Reputation

Effective oversight of UCAS admissions cycle

Fair, transparent processes for consideration of admissions-related appeals and complaints

Clear arrangements for consideration of relevant, unspent criminal convictions

WP outreach and project activity designed to raise aspirations, including partnership projects

Primary and early secondary initiatives (part externally funded)

College links

Lectures, talks

Work experience

Game Changer (public social partnership with Hibernian F.C.)

Educated Pass (with West Lothian College, Edinburgh College, Scottish Youth Football Association) (part externally funded)

Football MOOC (with Academy of Sport)

“More than a game” credit bearing course (delivered through the Centre for Open Learning; joint taught delivery by WP and Academy of Sport)

Reputational benefits through the contribution to societal gains


Helps to deliver on University’s community engagement targets

Provides opportunities for students to engage in voluntary work and personal development

Contributes to research into what works re WP

Support for staff working at College/School level on WP








Partnerships to deliver credit-bearing outreach with School of Geosciences. New programmes being developed, e.g. with School of Mathematics and Edinburgh College of Art

Sutton Trust Summer School

Kickstart Summer School

Beath and Newbattle university experience week

UNIVERSITY SERVICES



Information, advice and guidance for prospective students, their advisers, offer holders and new students

Training events for external advisers

Design and deliver training events for teachers and advisers, to promote opportunities available across all three Colleges at the University and improve understanding of admissions policies and procedures. [3 events in 2016, Edinburgh, Leeds, London]

Colleges and Schools

Increased understanding of University of Edinburgh experience, entry requirements and admissions policies by key influencers

Better informed applicants provide better applications

Positive relationships developed with key external stakeholders

FT UG

Provide information and handle enquiries for prospective students and their advisers

Provide information, advice and guidance on admissions policies, processes and procedures for prospective UG and PG students and their advisors through a variety of media

Develop web and print content for prospective applicants and advisers, including e-comms campaign for prospective students

Lead development of PG web strategy

Manage enquiries from prospective students, applicants and advisers face-to-face, by telephone, email and on social media


Improve coordination, coherence and consistency of IAG across the University

Information provided by central service reduces risk on non-compliance with CMA guidelines and other legal requirements

Coordinated recruitment activity reduces risk of duplication


Sharing of best practice

FT UG

FT PG

DL








Coordinate use of technical solutions to improve web information (e.g. import of PURE data/FindaPhD/‘PhD Finder’ tool)

Coordinate PG communications through the implementation of the University’s Communications Strategy

Targeted UoE UG to PG student retention: ‘Postgrad Launchpad’ - events/activities/website for current UoE students considering PG study

Organise additional awareness raising with UoE WP students about PG study at Edinburgh

Represent University at recruitment and conversion events

UK undergraduate events include UCAS or school careers fairs, providing information about all University courses to potential students and their advisers (149 events in 2015)

Deliver in-school presentations to prospective students, parents and advisers across the UK on UoE, admissions and higher education (145 presentations in 2015)

Organise regional Offer Holder Events for those unable to make College/School-run Post Offer Visiting Days [10 events between March – April across UK, including WP-focused Scottish events]

UK/EU postgraduate attraction and conversion events, online and face-to-face

Lead UoE involvement in collaborative PG recruitment activity e.g. with Russell Group and Scottish HE sector


UG recruitment supports Colleges and Schools to deliver on strategic targets for student numbers, including WP targets

Central service attending events increases efficiency and reduces the potential for duplication of effort

Central team of UG recruitment officers are fully trained on latest best-practice and compliance issues e.g. CMA

Front-line outreach activity enables SRA to provide market insights to Colleges/Schools on recruitment issues

UG recruitment team have expertise to provide guidance on School-specific recruitment activity

Recruitment activity is designed to attract students who are a good fit for the University, and will deter unqualified and unsuitable students.

Conversion events support University objectives on improving induction and student experience

Centralised recruitment is a mechanism for addressing the diversity of the student body

FT UG

FT PG

DL








Targeted outreach activity according to university objectives regarding quality and diversity of undergraduate body

WP outreach and project activity designed to recruit WP students, including partnership projects

Pathways to the Professions

Support for care leavers

Moving On (with OLL)

Reach Edinburgh (SFC-funded)

ACES (SFC-funded)

LEAPS (UoE contributes to running costs)

SHEP

SWAP

Reputational benefits through the contribution to societal gains


Contributes to meeting WP student recruitment targets

Contributes to diversity of student cohort

Engagement with WP projects helps transition into UoE and enhances student experience

FT UG

Develop and maintain informative resources and communications for offer holders and new students, and for staff

Develop and maintain New Student website and print and digital resources for offer holders, new students and their parents

Facilitate University-wide communications working groups with pre-arrival focus

Colleges and Schools :

Better informed new students who can engage more quickly and settle into their degree programmes faster

New students who require less support than previously

Improved retention

‘One stop shop’ for staff in the Central Services and Schools who want to know about Induction activities and enhancements (staff are amongst the biggest users of the New Student website)


FT UG

FT PG

DL

Postgraduate WP

Research and report on sector developments in PG WP

Analysis of UoE data and research to help define PG WP at an institutional level


Data and research to inform the development of PG WP initiatives

Sharing of good practice and sector developments

FT PG



Widening Horizons project

Peer mentoring

Contributing to the design and running of Edinburgh Award and SLICCs

Ongoing support to WP students after matriculation

Work with Careers Service to provide opportunities for WP students


WP projects support student retention, development, attainment, outcomes and employability

improve transitions through and out of the University

WP projects support development of innovative learning and teaching initiatives

FT UG








Edinburgh Award

Student development through volunteering

SLICCs

Events

Organise university-wide on-campus recruitment events

3 x UG Open Days for potential applicants and their advisers (2015 UG Open Days attracted over 38,000 bookings, and 11,000 potential students registered at the events, most of whom were accompanied by at least one parent/adviser)

On-campus PG Open Day

Annual cycle of online PG recruitment events

Individual and school and college group visits

“So you want to be a …” WP-targeted events

High Flyers

Open Days provide a showcase for the University in an increasingly competitive UG market

High-profile events attract high-quality applicants

Events organised by Central service improves coordination of activities and reduces duplication

University-wide Open Days reduce number of requests for individual visits/tours to particular Schools

Centrally-organised on-campus events enable efficiencies to be made e.g. in room bookings, catering, transport logistics, and staffing


FT UG

FT PG

DL

UG and PG welcome and induction events

Manage University-wide welcome and induction events

Plan and coordinate of events and activities to improve collaboration and share good practice


Joined up approach to welcoming students

Coordinated and consistent institutional approach to pre-arrival and induction

Central activities to enhance induction provided locally


EUSA:

Collaboration on Academic Fair

FT UG

FT PG

MEASURES OF SUCCESS


Admissions activities

No legal action

Colleges and Schools meet their targets for new students

Number of complete, good quality applications from qualified applicants

New student survey feedback

Admissions related complaints <10 per year

Number of appeals <0.05% of total applications







PG Recruitment

Increase in the number of successful applications from applicants who have engaged with PG activities, above 2015 baseline

Increase in the number of University of Edinburgh students who successfully progress from UG to PG studies, or continue their PG studies beyond the end of their current programme, above 2015 baseline

Colleges and Schools meet targets for PG and ODL recruitment

No legal action

Measurable increases in applications from targeted groups currently underrepresented in the PG applicant pool, and subsequent increases in those groups within the student cohort










RECORDS MANAGEMENT & INFORMATION GOVERNANCE

This Statement describes the services provided by the Records Management Section and the Head of Information

Governance in the support of the University of Edinburgh’s strategic and operational goals. Our customers agree

that the services outlined below support their strategic and operational goals.

The purpose of Records Management & Information Governance activities are ensure that the University is

supported to progress its strategic objectives effectively while protecting the privacy of individuals (statutory

compliance functions) maintaining appropriate records to support good governance and responding to legitimate

FOI and Subject Access Requests.

UNIVERSAL ACTIVITY


DETAILS UNIT SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)


Specialist knowledge and networks maintained.

Influence applied, leveraging networks, during development of new legislation.

Advice and support to senior management on business focused approach to implementation of new statutory requirements

Business focused advice to key projects/developments on strategies for compliance.

Head of Information Governance

Key projects and activities have an appropriate approach to compliance. Avoiding delays in implementation and/or subsequent redesign and therefore carrying appropriate risk and cost.


Support network of practitioners across the University as first point of contact on FoI

Training for key staff to act as leads in specialist areas

General awareness training as part of wider University induction.

Refresher training/awareness on new issues or legislation

Records Management Section

Impacts across all aspects of University activity and record keeping.

Particularly key in relation to induction of new staff.


Development of general guidance documents articulating University’s statutory responsibilities and approach to implementation.

Specific instance guidance – for example in relation to use of CCTV and use of “own devices” on university networks.

Support in relation to individual queries and projects through the RMS “enquiry” service – for


Impacts across all aspects of University activity and record keeping







DETAILS UNIT SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)

example in relation to local retention schedules.

Operational management of Central Records Repository and of Freedom of Information Requests & Subject Access Requests.

Management of CRR files.

Management of FOI processes within statutory deadlines.

Triage of FOI to ensure appropriate senior management awareness of issues.

Management of responses to Subject Access Requests.


Operation of effective FOI management practice protects the reputation of the University while minimising the impact/cost to operational teams in the University.

MEASURES OF SUCCESS



Positive relationship with senior staff across the University ensures early knowledge of/engagement with strategic projects during their development phase.

Data Protection approaches, particularly for international and collaborative projects, are addressed during development phase rather than retro-fitted.

Advice acknowledged as “business-focused”.







Operational management of Central Records Repository and of Freedom of Information Requests & Subject Access Requests

Proportion of FoIs/SARs responded to within compliance deadlines. Currently standing c.94%. Those out with timeframes are reported to ICO. Appeals/referrals to ICO are minimised.






STUDENT EXPERIENCE SERVICES

This Statement describes the services provided by the Student Experience Unit in the support of the University of


that the Student Experience Unit provides in support of the University’s operational and strategic goals. Our


The purpose of the Student Experience Unit is to support an outstanding student experience through the delivery

of world class services.

The Student Experience Unit consists of:

Academic Services

Careers Services

Chaplaincy Service


Student Disability Service

Counselling Service


Student Systems

University (retail) Pharmacy

UNIVERSAL ACTIVITY


Academic Services

Support for Senate/Committees/Task Groups

Develop strategy, policy, guidance and frameworks that support the academic mission (for example University Teaching QA Process)

Strategic Projects of SVP + AP

Excellence in Education

Chaplaincy Service

Chaplaincy Services including emergency response and bereavement support

Outstanding student experience

Lifelong community

Social responsibility

Equality and WP


Strategic Academic Support including development of strategy, policy, guidance and frameworks that support the academic mission

Excellence in education and research

Outstanding student experience

People, infrastructure, finance (including income generation)

Student Disability Service

Develop strategy, policy, guidance and frameworks that support the academic mission

Statutory returns and compliance

Equality and widening participation







Bursaries and Scholarships

Scholarships and Bursaries

Bursaries: “Equality and Widening Participation”

Scholarships: excellence in education and research.

Honorary Graduations

Honorary Graduations Reputation

Student Systems


Student Record Systems & Maintenance

HESA Student and Overseas Returns, Key Information Set, data to support other key returns – SFC for instance.

Institutional student record system, processes and data. Core student record (EUCLID) to support student & academic lifecycle.

UNIVERSITY SERVICES



Support for Disabled Students, in liaison with schools

Students/University: Disabled student retention and level of degree classification

University: Positive interactions with academic and other UoE colleagues

Student


Management of financial support process for disabled students accessing Disabled Students Allowance (DSA)

Students: Student support in place

University: Income generated.

Students/University: Funds managed and dispersed effectively and timeously.

Student


Student Funding and Fees

Applicants: timely and correct assessments

University: correct fees are paid.

Students - receive loan payments/ bursaries/childcare funds timeously

University – WP supported. Attracts applicants of high calibre to aid recruitment.

Student


Timetabling and room bookings

Students: Production and provision of personalised timetables enables students to have greater visibility of their teaching timetables. Students secure direct-bookings with ease and with no need to interact with a gatekeeper.

Staff: data modelling service offers administrative and support staff greater transparency of teaching delivery flexibility

University: Estate planning

Student









Students: We seek to deliver an exams timetable and experience which adheres to the students Radium profile.

Staff: Management of attendance-monitoring for all Tier 4 students during Semester 1 and 2 exams, as well as five points throughout academic year.

University: ensures the complex requirements of UKV&I regulations are always met and so reduces the risk posed to the Tier 4 licence.

Employers and other institutions: Provision of standard or bespoke documents for students and graduates.

Student


Student Support Students and Schools: tailored services and support Student

Academic Services

Academic Appeals + Discipline

All students – providing them with a fair and transparent process for appealing against academic decisions.

All students and academic and support staff – allowing the functioning of the academic community free from disruptive student behaviour.

Student

Careers Services

Employer engagement

Students: access to job opportunities and internships

Employers: strong profile, access to talent, effective recruitment

University: graduate destination figures; reputation with employers;

Student

Careers Services

Student Support Students: supported career choice and planning Student

Careers Services

Staff, curriculum and project development

Students: access to development opportunities;

Staff: access to reliable, professional expertise

Student


Service Office Staff and students: Clear policies and processes generated, equality impact assessed and implemented

Staff

Student Systems

Student Lifecycle Support

University: Change and projects, process, systems, data, student digital experience) Change and project leadership, digital transformation leadership

Staff


Staff Support

Staff: (academic and others) in learning, teaching roles

PhD Supervisors and P.I.s, and researchers: inc. early career focus and public/policy engagement.

IAD provides services and support tailored to different roles

Staff







Provision and approach that can add value to or integrate with local provision and approaches to staff development

Counselling Services

Staff Counselling

Staff of the University: access to a professional counselling service.

University: professionally accredited service, contributing to training, staff wellbeing and retention.

Staff

Chaplaincy Service

Chaplaincy services including welfare, development, religious literacy, campus relations

Students and staff: personal development & community building; supported, spiritual and faith practice supporting wellbeing ;

University: positive interfaith relationships; expert training and advice on religion and belief; good campus relations

Staff / Student

Careers Services

Service Office and Data Management

University: HESA DLHE return delivered Staff / Student

Student Systems

Use of student data expertise and support for management of student record

University: HESA returns delivered. Enhanced availability, transparency and accessibility of student data to help enhance the student experience and learning & teaching activities at School and College levels. Reduced duplication of effort.

Staff / Student

Student Systems

Student Survey Unit University: insight into student satisfaction. Reduces duplication of effort and provides institutional as well as local perspectives.

Staff / Student

MEASURES OF SUCCESS

SERVICE OFFERING


Academic Services

The University achieves a positive outcome from external QA reviews (Enhancement-led Institutional Reviews).*

External Examiners provides positive feedback on the quality and standards of the University’s teaching.*

Student satisfaction with the University’s teaching (as measured by NSS and other surveys) increases.*

* Note however, that a large number of other factors also influence these measures.

Feedback from stakeholders (eg the Principal, SVP and APs, members of Senate Committees) confirms that we are providing high quality secretariat support for Senate and the Committees.

All the activities set out in the Senate Committees’ annual plans are delivered on time and to a high standard.

No issues emerge regarding non-compliance with regulatory requirements, and no negative media coverage regarding the University’s academic governance.

Feedback from stakeholders (eg academic leaders in Schools and Colleges) confirm that the University’s policies and regulations are fit for purpose.






SERVICE OFFERING


The number of academic appeals related to Schools’ or Colleges’ failure to follow University policies or regulations are reducing.

The deliverables of individual projects are delivered in full and on time.

Turnaround times for handling academic appeals remain short and where possible reduce.

No academic appeals or discipline cases referred to the SPSO are upheld.

Careers Services

Agreed and negotiated development plans are in place and operating in each School Students successfully transition into graduate labour market

Positive feedback from all stakeholders

HESA DLHE Return completed accurately and timeously

Diverse and high volume of recruiters active at Edinburgh and returning

Volume of vacancies advertised to students

Positive feedback from students and employers on engagement events

University remains at forefront of sector developments in employability and student development

Chaplaincy Service

Students and staff access services and events and provide positive feedback

Level of on-going requests for support and facilitated conversations.

Feedback that regularity, constancy of provision provides assurance and familiarity

Advice provided to other areas is timely and effective, receiving appreciative feedback

Good relations are maintained in potentially difficult scenarios

Positive feedback from students, families and UoE Schools/areas.

Well-used facility with good feedback on comment cards

High attendance maintained across the years

Good feedback from participants

Good take-up of opportunities for multi-faith and belief training and exploration.

Positive interfaith relationships

Counselling Services

Students provide clinical outcome feedback on positive impact on wellbeing, academic outcomes, employability skills and retention

Students access and provide positive feedback on services provided

Staff access and provide positive feedback on services provided

Staff provide clinical outcome feedback on positive impact on wellbeing

Mental health promotional activity, and service culture of rapid response to students, with a corresponding appropriate growth in demand


Positive recognition of impact across the University and extent of engagement (internal and external) from quality reviews eg ELIR, SSSQAF

Positive feedback from users, both staff and students

Growth in take up

Satisfaction with provision

Feedback from staff & engagement with IAD networks

QA reports (internal & external).

Positive impact from staff on student learning and as researchers.


Disabled students feel well supported, have support needs met and succeed with studies / outcomes

DSA Needs assessment accreditation from Scottish Government






SERVICE OFFERING


Implementation of (recommended) support by Schools

Students access funding and support as quickly as possible

Equality Impact Assessments being carried out routinely in relation to disability issues

Adherence to provisions of relevant legislation e.g. the Equality Act

UoE staff engagement with training

Student Systems

Systems accessible across the University, reliable (above 99%), upgraded to remain in alignment with terms of contract, other external compliance changes made, quick resolution of any performance issues, key processes operate across University.

Realisation of project benefits.

Programme level and individual project level benefits delivered.

Feedback from users of systems.

Measured progress against the Student Systems Roadmap.

Response rates to surveys and enhanced use of data internally to support enhancement of student experience

Projects / enhancements delivered on time and budget

Statistical returns on time and approved.


Graduations: successful, error free, seamless delivery

Examinations: the delivery of all examinations; clash free timetables; timetables published on time; all special arrangements catered for; examination environment maintained and adherence to assessment regulations.

Immigration Compliance: maintenance of University’s UKV&I Tier 4 licence

Positive impact of financial support on a) recruiting the best and b) supporting widening participation

Our honorary degree recipients and their guests have a positive and memorable experience of the University which help us to build long-term relationships.

Student Documentation: the delivery of accurate documentation within published delivery times

Student Information Point: level of customer satisfaction determined via customer surveys.

Positive user feedback




Academic Services 1 1 0.25 0.25 0.75 Student


0.6 2.0 1.0 0.1 0.3 Student


1 1 1 1 1 Student


1 1 0.75 1 0.75 Student









1.5 1 1 1 0.4 Student


1 1 0 1 1 Student


1 1 0.5 0.8 0.4 Student

Note:


Employer engagement Student Support Staff, curriculum and project development


Student Counselling Support for Disabled Students, in liaison with schools Management of financial support process for disabled students accessing Disabled Students Allowance (DSA)



Supporting staff to support students

1 1 1 1 1 Staff


1 1 0.1 0.4 0.2 Staff




Careers Service

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Chaplaincy Service

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Student Information Systems

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ACADEMIC SERVICES

This Statement describes the services provided by the Academic Services Unit in the support of the University of


that the Academic Services Unit provides in support of the University’s operational and strategic goals. Our


The purpose of the Academic Services Unit is to support the University’s Academic Governance and facilitate the

development and implementation of the University’s strategies for learning and teaching.

UNIVERSAL ACTIVITY

SERVICE DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)

Support for Senate/Committees of Senate and their Task Groups

Professional secretariat support for Senate, its four standing committees and their task groups.

Supports University compliance with Higher Education acts, University ordinances, and external regulatory requirements (Scottish Government, QAA, SFC etc)

Maintains and enhances the standards and quality of all the University’s teaching activity, and protects the reputation of the University’s teaching

Developing, coordinating and overseeing University Teaching QA Process

Managing periodic internal reviews (Teaching Programme Reviews and Postgraduate Programme Reviews, support service reviews)

Managing annual QA review process

Developing the University’s QA framework in response to changing internal and external requirements.

Managing relationship with QAA and managing the University’s preparation for and follow-up from ELIRs.

Maintains and enhances the standards and quality of the University’s teaching activity, and protects the reputation of the University’s teaching

Developing, communicating, and advising on University academic regulations/ policies/ guidelines

Producing and revising the University’s academic regulations and policies.

Briefing and advising staff in Schools and Colleges

Supports University compliance with external regulatory requirements (eg QAA, SFC, CMA)

Supports the priorities of the SVP and APs.

Supports the University’s response to issues raised in the NSS and other student surveys


Strategic Projects of SVP + APs

Project management and administration

Supports the strategic priorities of the SVP and APs

Supports the University’s response to issues raised in the NSS and other student surveys







UNIVERSITY SERVICES


Academic Appeals + Student Discipline

Managing the University’s academic appeals process, and the University’s student discipline processes.

All students – providing them with a fair and transparent process for appealing against academic decisions.

All students and academic and support staff – allowing the functioning of the academic community free from disruptive student behaviour.

Student

MEASURES OF SUCCESS


Support for Senate/Committees of Senate and their Task Groups

Feedback from stakeholders (eg the Principal, SVP and APs, members of Senate Committees) confirm that we are providing high quality secretariat support for Senate and the Committees.

All the activities set out in the Senate Committees’ annual plans are delivered on time and to a high standard.

No issues emerge regarding non-compliance with regulatory requirements, and no negative media coverage regarding the University’s academic governance.

Developing, coordinating and overseeing University Teaching QA Process

The University achieves a positive outcome from external QA reviews (Enhancement-led Institutional Reviews).*

External Examiners provide positive feedback on the quality and standards of the University’s teaching.*

Student satisfaction with the University’s teaching (as measured by NSS and other surveys) increases.*

* Note however that a large number of other factors also influence these measures.

Developing, communicating, and advising on University academic regulations/policies/guidelines

Feedback from stakeholders (eg academic leaders in Schools and Colleges) confirms that the University’s policies and regulations are fit for purpose.

No issues emerge regarding non-compliance with regulatory requirements.

The number of academic appeals related to Schools’ or Colleges’ failure to follow University policies or regulations reduces.

Strategic Projects of SVP + APs

The deliverables of individual projects are delivered in full and on time.


Turnaround times for handling academic appeals remain short and where possible reduce.

No academic appeals or discipline cases referred to the SPSO are upheld.










1 1 0.25 0.25 0.75 Student






CAREERS SERVICE

This Statement describes the services provided by the Careers Service Unit in the support of the University of


that the Careers Service Unit provides in support of the University’s operational and strategic goals. Our customers


The purpose of the Careers Service Unit is to contribute to the experience of every University of Edinburgh

student, to inspire and empower them to be the best they can be, to fully develop their potential and progress to

satisfying and rewarding futures.

UNIVERSITY SERVICES



Service Office and Data Management

DLHE, Admin, HR & Finance

University: well managed, efficiently run unit; HESA DLHE return delivered; appropriately skills and motivated staff

Staff/Student

Employer engagement

Vacancies, events, internships, consultancy

Students: access to diverse range of job opportunities and internships

Employers: strong profile, access to talent, effective recruitment

University: strong graduate destination figures; good reputation with employers; corporate and community engagement

Student

Student Support 1:1, events, online resources

Students: supported career choice and planning; access to reliable professional information and advice; skilled in accessing and competing in graduate job market

Student


Training, Edinburgh Award

Students: access to broad development opportunities;

Staff: access to reliable, professional expertise; insights to today’s graduate recruitment market demands

Student




Employer engagement

1 1 1 1 1 Student

Student Support 1 1 0.25 0.25 0.75 Student


1 1 1 1 1 Student









Office and Data Management

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MEASURES OF SUCCESS


Service, Office and Data Management

Positive feedback from all stakeholders

HESA DLHE Return completed accurately and timeously

Employer engagement

Diverse and high volume of recruiters active at Edinburgh and returning

Volume of vacancies advertised to students

Positive feedback from students and employers on engagement events

Student Support Students access and provide positive feedback on services provided

Students successfully transition into graduate labour market


Students successfully transitions into the graduate labour market

University remains at forefront of sector developments in employability and student development

Agreed and negotiated development plans are in place and operating in each School






CHAPLAINCY SERVICES

This Statement describes the services provided by the Chaplaincy Service in the support of the University of


that the Chaplaincy Service provides in support of the University’s operational and strategic goals. Our customers


The purpose of the Chaplaincy Service is to provide for students and staff of all faiths and none, a service of both

hospitality and welfare provision, where religion and belief can be but need not be evident and explored, to

ensure that needs of UoE members that are related to religion and belief are appropriately represented and

supported, to assist the UoE in its provision of high level formal ceremonial activity, to provide emergency

response in cases of student and staff death.

UNIVERSAL ACTIVITY


Emergency response, and bereavement support

Crisis and ongoing support for families, peers/friends, PTs, HoS, School, IO, and other University areas

UoE members supported through crises

Prevents further distress

supports UoE reputation

Community drop-in and social hub

Students and staff access

Students and staff community enhancement

good campus relations

safe space

Formal, ceremonial role for UoE ceremonies

A range of events and celebration for students and staff connecting to community engagement and Protocol

Facilitates community cohesion within and to UoE

Supports UoE reputation in City of Edinburgh, with alumni and families and friends of UoE.

Remembrance Day Service is provided for all four universities in Edinburgh.

Anatomy Service with the Medical School involves relatives and friends of those who have left their bodies for science.

Provision of Honorary Chaplains and Belief Contacts

Recruit, train and support them, in providing support and advice to the UoE, individual members of student and staff community

Makes available advice and support for UoE from wide range of traditions, including all world religions

extends UoE networks to religion and belief communities in Edinburgh and Scotland, and internationally.

UNIVERSITY SERVICES



Welfare support to students and staff, 121 and group work

Available to all students and staff on drop-in or appointments basis; facilitated conversations for student societies, SSOs and others as requested

Students supported, find safe space, opportunity for confidential conversation and listening service, able to engage with university life

Staff/Student








Staff supported, find safe space and opportunity for confidential conversation and listening service

Student and staff development, with courses and reflection groups

Provision of courses across UoE, including: Mindfulness, bereavement conversations, multi-faith and belief exploration, conversation hubs.

Students and Staff: personal development and community building

University: positive interfaith relationships

Staff/Student

Religious services and spiritual practice

Midweek provision of spiritual practice from range of faith traditions; larger scale services for religious festivals.

Staff and Students: spiritual and faith practice supporting wellbeing

University: supporting diversity and community engagement

Staff/Student

Religion and belief literacy advice and training

Hosting of national conference for Scotland; facilitating of Religion and Belief Advisory Group; focus group work and training with students.

University: expert training and advice on religion and belief, to ensure UoE works within the law and to excellent standards; enhanced engagement with religion and belief communities within and outwith UoE, widening participation.

Staff/Student

Umbrella support for student religion and belief societies,

Provision of meeting rooms for the societies, links to Chaplains and Honorary Team, facilitated multifaith and belief initiatives, mediation and support when requested, co-facilitated festivals and events.

Students: advice, support and personal growth

University: good relations, vehicle to support and respond to sensitive issues, e.g. of free speech, safe space, extremism; making most of diversity within UoE, enabling people to learn from one another.

Staff/Student

MEASURES OF SUCCESS


Emergency response, and bereavement support

Smooth Security handover of details out of hours

Student death protocol reviewed after each incident

Funerals or memorial services conducted

Positive feedback from families and UoE Schools/areas.

Community drop-in and social hub

Well-used facility with good feedback on comment cards

Formal, ceremonial role for UoE ceremonies

High attendance maintained across the years

Access to streamed/recorded services on websites

Good feedback from participants







provisions training and resourcing of a 27-strong team of Honorary Chaplains and Belief Contacts, who provide support and advice to the UoE and individual members

Quick access to advice and support as need arises

Good take-up of opportunities for multi-faith and belief training and exploration.

Positive interfaith relationships


Able to respond timeously and effectively


Receive on-going requests for support and facilitated conversations.




Feedback that regularity, constancy of provision provides assurance and familiarity

Appropriate range of events held, well attended and with positive feedback


Advice provides to areas, e.g. timetabling, provision of prayer space, is timely and effective, receiving appreciative feedback

RABAG meets and membership is sustained and active

Umbrella support for student religion and belief societies

Good relations are maintained in potentially difficult scenarios, including support for Muslim and Jewish students, LGBT+ support, Humanist Society engagement with religious societies (e.g. hosting one another for meals; co-facilitating debates)

Working collaboratively on events and training











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Umbrella support for student religion and belief societies

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COUNSELLING SERVICES

This Statement describes the services provided by the Counselling Service in the support of the University of


that the Counselling Service provides in support of the University’s operational and strategic goals. Our customers


The purpose of the Counselling Service is to support the mental health and wellbeing of students and staff in line

with Strategic Plans, with a view to promoting functioning, wellbeing, retention, academic progression, student

experience and helping to keep our students and staff at risk safe.

UNIVERSITY SERVICES



Staff Counselling

1:1, events, online resources, training and consultation support for University staff

Staff of the University: access to a professional counselling service.

University: well managed, efficiently run, professionally accredited service, contributing to training, staff wellbeing and retention.

Staff

Student Counselling

1:1, events, online resources, training and consultation support for University staff

Students: access to a professional counselling service, providing a range of evidence based interventions.

Staff: training, advice and support for staff supporting students with mental health problems.

University: well managed, efficiently run, professionally accredited service, contributing to staff training, student wellbeing and retention.

Student

MEASURES OF SUCCESS


Staff Counselling

Staff access and provide positive feedback on services provided

Staff provide clinical outcome feedback on positive impact on wellbeing

Staff attraction, retention and motivation is high

Student Counselling

Students access and provide positive feedback on services provided

Mental health promotional activity, and service culture of rapid response to students, with a corresponding appropriate growth in demand

Students provide clinical outcome feedback on positive impact on wellbeing, academic outcomes, employability skills and retention

Staff attraction, retention and motivation is high









Staff Counselling 1 1 1 1 1 Staff


Student Counselling 1 1 0.25 0.25 0.25 Student






INSTITUTE FOR ACADEMIC DEVELOPMENT

This Statement describes the services provided by the Institute of Academic Development in the support of the


specific services that the Institute of Academic Development provides in support of the University’s operational

and strategic goals. Our customers agree that the services outlined below support their strategic and operational

goals.

The purpose of the Institute of Academic Development is to provide University level support for teaching, learning

and researcher development through leadership, innovation, collaboration and direct provision that benefits

students, staff and the University’s international reputation. There are two elements to our remit:

Provide support for staff and students in learning, teaching and researcher development

Support programme and curriculum development and enhancement.

UNIVERSAL ACTIVITY


Strategic projects and curriculum/ programme enhancement

Direct support for the activities of thematic Assistant & Vice Principals

Specific project activity (e.g. LEAF, TESTA etc)

Address external QA/QE requirements

Communities of Practice, practice sharing, secondments, funding schemes to enable local enhancements

Direct support for the activities of thematic Assistant & Vice Principals & institutional strategic priorities

Specific project activity (e.g. LEAF, TESTA etc) & institutional strategic priorities

Address external QA/QE requirements

enhancement of existing degree programmes and creation of new programmes; enhancement of student and staff experience and effectiveness

Advice and reputation

Contribute to University committees and working groups

Research publications, external presentations, visits

Contribute to University committees and working groups

Research publications, external presentations, visits

IAD Office Management (Back Office)

Local IT, HR, Finance

Strong focus on efficient back office to maximise growth of provision within current budget

Support potential for modest external income generation and collaboration within and beyond University

UNIVERSITY SERVICES



Staff Support

For staff (academic and others) in learning, teaching roles

For PhD Supervisors and P.I.s

Primarily academic staff but also others based on different dimensions of their role (refer to details).

Staff (+ demand at step change relationship)








For researchers (inc. early career focus and public/policy engagement)

IAD provides services and support tailored to different roles

Provision and approach that can add value to or integrate with local provision and approaches to staff development

Student Support

Tailored to different student audiences (ug, pgt, odl, pgr)

Comprises:

Online resources

Central programmes of workshops, networks etc

Resources and support to help schools/programmes to embed provision locally

Services and support tailored to UG, PGT, PSR, ODL student requirements and to requirements of Schools, programmes and disciplines

Resources and approach that can add or integrate with other elements of educational experience provided by staff, programmes and school

Student (+ demand at step change relationship)




Staff Support 1 1 0.1 0.4 0.2 Staff



Student Support 0.6 2.0 1.0 0.1 0.3 Student

MEASURES OF SUCCESS


Strategic projects and curriculum/ programme enhancement

Refer to statements made by ELIR in recognition of impact of IAD. Also consider IAD contribution to culture change within the organisation.

Advice and reputation Refer to statements made by ELIR in recognition of the work of IAD. Internal and external engagement and collaboration with IAD.

Staff Support

Growth in take up; satisfaction with provision; feedback from staff & engagement with IAD networks; liaison with schools; QA reports (internal & external). Positive impact from staff on student learning and as researchers. Refer to statements made by ELIR in recognition of the work of IAD.

Student Support

Growth in take up; satisfaction with provision; feedback from EUSA, students and staff; liaison with schools (including Grad Schools); QA reports (internal & external); students as more effective learners. Refer to statements made by ELIR in recognition of the work of IAD.






STUDENT DISABILITY SERVICES

This Statement describes the services provided by the Student Disability Service in the support of the University of


that the Student Disability Service provides in support of the University’s operational and strategic goals. Our


The purpose of the Student Disability Service is to:

Provide a high quality service for University of Edinburgh disabled students

Mainstream equality of support

Enable disables students to maximise their academic potential and get the most from their course of

study

Work with all stakeholders to achieve this end.

UNIVERSAL ACTIVITY



Strategy, policy development & guidance on disability issues

Horizon scan and provide expert advice on areas including legislation, funding issues, staff development and training.

Support University's Disability Committee to influence policy

and practice

Reputational enhancement when disabled students effectively supported.

Minimisation of legal risk if disabled students are effectively supported.

Training and supporting staff.

UNIVERSITY SERVICES



Management of Unit and Staff

Administrative process including HR, Finance, line management, sessional staff recruitment and matching

Service accreditation by the Scottish Government

Staff and students: Clear policies and processes generated, equality impact assessed and implemented

Staff


Assessment of disabled student needs

Creation of Learning Profiles

Assessment of requirement for financial support (Disabled Students Allowance)

Students/University: Disabled student retention and high level of degree classification

University: Positive interactions with academic and other UoE colleagues

Students/University: Motivated staff

Students

Management of financial support process for disabled students

Assess, manage and disperse funds from UK funding bodies, acting as a conduit e.g. for 1:1 student support

Manage access to Disabled Students Allowance (DSA)

Students: Student support in place

University: Income generated.

Students/University: Funds managed and dispersed effectively and timeously.

Students








Conduct and generate income from assessment process.




Management of staff group plus sessional Staff

1 1 1 1 1 Staff

FT UG FT PG DL PT US PT S & OLL


1 1 1 1 1 Students

Management of financial support process for disabled students accessing Disabled Students Allowance (DSA)

1 1 1 1 1 Students

MEASURES OF SUCCESS


Strategy, policy development & guidance on disability issues

Clear policies in place and fully adopted/implemented e.g. Accessible and Inclusive Learning Policy

Equality Impact Assessments being carried out routinely in relation to disability issues

Adherence to provisions of relevant legislation e.g. the Equality Act

SDS operates effectively and efficiently within budget

Student satisfaction levels

UoE staff engagement with training

Management of Unit and staff

Staff satisfaction levels

Service run efficiently and effectively within budget

Ability to attract and retain staff

DSA Needs assessment accreditation form Scottish Government


Satisfied students with high levels of achievement

Implementation of (recommended) support by Schools







Management of financial support process for disabled students

Students access funding and support as quickly as possible

UK funding bodies are also relevant in this context).






STUDENT ADMINISTRATION

This Statement describes the services provided by Student Administration in the support of the University of


that Student Administration provides in support of the University’s operational and strategic goals. Our customers


The purpose of Student Administration is to provide services to all students throughout their time at the University

and for supporting Colleges and Schools and other student services in delivering a high quality student experience.

UNIVERSAL ACTIVITY




Bursaries Through the Scotland Accommodation Bursary Scheme and The University of Edinburgh Bursaries (RUK) the University automatically provides bursaries to UK undergraduates based either on their household income or government bursary level.

Scholarships

Through University wide postgraduate scholarships – including the Principal’s Career Development Scholarships and the Edinburgh Global Research Scholarships – we seek to attract the very best students from around the world.

Bursaries

Our bursary provision supports our Strategic objective of “Equality and Widening Participation” by helping to ensure that no student is deterred from entering the University by financial barriers.

Scholarships In support of our strategic goal to be an institution with an international reputation for excellence in teaching and research, we offer scholarships to ensure that we attract the most academically able students.

Honorary Graduations/ Honorary Fellowships

The University confers honorary degrees on individuals in recognition of their outstanding achievement or distinction. The procedures for making awards are based on University of Edinburgh Resolution No. 6/1972 and on decisions by the Honorary Degrees Committee and the Senatus. The University also confers Honorary Fellowships for those whom we wish to honour who have rendered appreciable public service to the University or College.

The University covers the costs for travel and accommodation to ensure that our honorary graduands, fellowship recipients, benefactors and medal winners have a memorable time in Edinburgh as we honour them for their particular achievements.

The University typically holds 21 graduation ceremonies each year when about 30 honorary graduands, fellowships, benefactors and medal winners are recognised.

Sometimes awards are conferred out with the main graduation season and take place as part of a conference or other suitable event.






UNIVERSITY SERVICES



Student Funding and Fees (Scholarships and Student Funding Services)

Assess applicants for fee status (Centralised service)

Assess and record tuition fee levels, research costs, and sponsorship details for all students (Centralised service)

Administer student support and loan payments (SAAS and SLC) for all eligible students (Centralised service)

Administration of all fee liability for internal and external collaborations (Centralised Service)

Promotion of fee levels for all programmes for each fee status category (Centralised service)

Administration of all undergraduate bursaries for UK students (Centralised Service)

Administration and payment of discretionary and childcare funds (provided by Scottish Government) and other hardship funds (Centralised service)

Certification of Canadian and US loan applications and arrangement of payment of US loans as stipulated by US Department of Education (Centralised service)

Promotion, administration and awarding of scholarships for centrally funded awards and for College/School/externally funded awards

Administration of a number of externally funded trusts

Administer the Rent Guarantor Scheme (Centralised service)

Fee Status: Applicants

Timely and correct assessments required based on government regulations to enable Colleges to make offers of admission. (For 2016-17 session we assessed over 2,500 applicants for fee status).

Recording of Tuition Fees etc: All students

Provides main source of income to the University ensuring correct fee is paid. (For 2015-16 session we invoiced fees of £247,444,183)

Student Support: All eligible UK and EU students

Ensures income through tuition fees from SAAS and SLC, and that loan students receive their loan payments throughout the year following our confirmation of their attendance. (Over 9,900 SAAS students with total income of £18,275,910; and over 5,300 SLC students with income of £42,786,479)

Fee level promotion: All applicants and students

Provides data feed for fee searchable database and inputs fee into programme information page. This ensures complete transparency of fee levels.

Undergraduate Bursaries: UK students

Funds of over £8M allocated to students from low income families as part of our WP strategy.

Discretionary/Childcare Funds: UK students

Allocation of over £1.2 M to about 600 students through discretionary funds and a further £83,000 to over 90 students through childcare fund. This funding allows students to continue their studies and not to withdraw due to financial concerns.

US loans: Eligible US students

Over 600 US loans certified and processed for federal loans totalling

Student








$26M which enables these students to take up their place and study with us.

Scholarships: Students

Attracts applicants of high calibre to aid recruitment. Availability of awards highlights our institution - partnership awards with key funding providers helps us to attract high achieving students. Rent Guarantor Scheme: Students Provides up to 100 students, where no UK guarantors are available, to rent private accommodation without paying unrealistic deposits.


Teaching timetable (20,000 activities)

Day-to-day booking service (90,000 activities)

Personalised student timetable service (24,000 students)

Timetable modelling service (supports both Estate and curriculum strategies)

Customers: Students, Staff, and Estate planning.

Teaching Timetable: Production and provision of personalised timetables enables students to have greater visibility of their teaching timetables. This, combined with planning tools offered through Course Timetable Browser, ensures students have centralised services at their fingertips to assist them with planning their clash-free core learning.

Room Bookings: As many small-to-medium-sized general teaching spaces are available to direct-book through Student Web Room Bookings, students have access to large amounts of space to comfortably study. Students secure direct-bookings with ease and with no need to interact with a gatekeeper.

Centralisation of Services is creating added benefit, relieving school administrative staff of the technical responsibility of timetabling data creation, freeing them up to turn their attention to other key tasks and goals.

Modelling Service: Our Timetabling Unit's data modelling service offers administrative and support staff greater transparency of teaching delivery flexibility as well as providing excellent what-if scenario planning for colleagues in Estates.

Student








Student Administration Services

Graduations

Ceremony management (students and student’s guests): seating; ticketing; programmes; press lists; degree certificates; distribution of certificates to in-absentia graduates

Examinations: delivery of all university examinations.

Main Exams

Special Arrangement Exams

Overseas Examinations

Invigilation

Examination Regulations

Immigration Compliance (Tier 4 students)

Issuance of CAS (Confirmation of Acceptance) for all Tier 4 applicants and student extenders.

Clearance to Register for all new Tier 4 students

Document checking and recording for all international students

Issuance of BRP (Biometric Residence Permits)

ATAS recording and documentation

Engagement and Attendance Monitoring including Tier 4 census.

Student Documentation

Current Student Documents: transcripts; council tax exemption letters; bank introduction letters; certificate of matriculation.

Graduate Documents: transcripts (Higher Education Achievement Record); Academic Statement; Latin version of degree certificates; third party verification.

Police requests.

Student Death notifications.

Student Information Point

Management of student face-to-face space in Old College.

Customers: Students, staff: other professional services; Schools; College Offices; Student Systems; Estates and Buildings; Graduates; and Employers and other institutions.

Graduations: Deliver professional and often personalised service to graduands and guests: approx. 5,000 students graduate (summer) and 3,000 (winter) We seek to deliver the best possible graduation experience and to ensure that our students retain happy memories of their graduation day as they enter our alumni community.

Overseas Exams: Available to schools who wish to allow their students the opportunity to sit exams in their home country. We work closely with British councils around the world along with Universities in USA and Canada. This service limits the expense that students are required to pay as they do not need to pay for return flights from their home country to Edinburgh.

Main Exams: We schedule and administer over 2,400 main exams, which equates to over 107,847 sittings. We ensure that we have sufficient accommodation, examination materials, and desks located to rooms in time so that exams run smoothly for our students.

Special Arrangement Exams: We typically arrange over 6,500 exam sittings. This involves working closely with Disability Services and Schools. We seek to deliver an exams timetable and experience which adheres to the students Radium profile.

Invigilators: We currently employ over 150 Invigilators who ensure that the Examination Regulations are adhered to and that their procedures are carried out with as little disturbance to students as possible.

CAS issuance (Centralised service): Provision of Tier 4 sponsorship to approximately 5,500 applicants and current students each year via a CAS. This centralised service ensures the

Student








complex requirements of UKV&I regulations are always met and so reduces the risk posed to the Tier 4 licence.

BRP collection and distribution (Centralised service): Distribution of Biometric Residence Permits to students, staff and their dependants; including logging, monitoring and recording of all received BRP data. Approximately 900 BRPs received in 2015-2016 with the number expected to increase significantly in future years.

Registration of international students (Centralised service): Collection and approval of immigration documentation for all international students leading to registration.

Immigration document maintenance:

On-going maintenance of immigration documentation for all international students in line with UK Home Office audit requirements.

ATAS certificate collection and maintenance (Centralised service):

Collection and maintenance of student ATAS information on behalf of University.

Student engagement and attendance monitoring (Centralised service):

Management of attendance-monitoring for all Tier 4 students during Semester 1 and 2 exams, as well as five points throughout academic year – approximately 25,000 unique points recorded a year.

Student Documentation: Provision of standard or bespoke documents for students and graduates. We offer alternatives when electronic service does not meet the needs of the user or recipient and seek to meet their deadlines. At peak times we can receive about 800 transcript requests per month. Failure to appreciate customers’ timelines can result in missed opportunities for further study or employment.








Police requests must be handled in accordance with data protection guidance and are often of a sensitive nature.

It is essential that the student death protocol is handled with the utmost care and that colleagues across the institution are informed and supported as a consequence.

SIP: Provision of a front of house team at Old College (and pop-up presence at other university venues at appropriate times throughout the year) which provide excellent customer service and efficient triage service for students and other users with enquiries.





1.5 1 1 1 0.4 Student


1 1 0 1 1 Student


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MEASURES OF SUCCESS



Increased numbers of students from under-represented groups fully embrace their University experience and successfully complete their degree programme.

Honorary Graduations

The opportunity for the University to make public the values which we affirm as an institution

Our honorary degree recipients and their guests have a positive and memorable experience of the University which help us to build long-term associations between the recipients and the University.

Student Funding and Fees All applicants have correct fee status assigned in a timely manner to allow Admissions staff to make offers of admission







All students or their funding sponsor are charged the correct fee in a timely manner

All SAAS/SLC students receive their maintenance loan on allocated dates. Timely reporting ensures payment of fees to the University by SAAS and SLC

Clear promotion of fee levels for each programme and available funding opportunities reduces emails seeking information on fee levels and student support

More WP students are attracted to the University with bursary funding aiding retention and student experience

All discretionary and childcare funds are fully allocated and no issues are identified in annual audit

All eligible US loan students receive their funding and no compliance issues are identified in annual audit

Our scholarship provision continues to attract candidates of exceptionally high calibre which assists students to take up their place of admission and successfully complete their degree programme


Clash-free, fully accommodated teaching timetable

Delivery of fast and efficient day-to-day booking service, to both students and staff

Online, regularly updated, accurate delivery of personalised timetable information to students

Influenced estate strategies and delivered improved space utilisation


Graduations: the successful, error free, seamless delivery of 21 ceremonies.

Examinations: the delivery of all examinations; clash free timetables; timetables published on time; all special arrangements catered for; examination environment maintained and adherence to assessment regulations.

Immigration Compliance: maintenance of University’s UKV&I Tier 4 licence, monitoring and audits carried out to ensure compliance meets UKV&I rules and guidance; all Tier 4 students are accounted for during attendance monitoring; all Tier 4 have up-to-date records and documents; delivery of CAS to applicants within stated delivery times; number of visas refused within UKV&I thresholds

Student Documentation: the delivery of documentation within published delivery times (monitored); robust delivery of electronic document service which is available when and where user requires it (usage rates monitored); accurate documentation which is fit for purpose.

Student Information Point: high level of customer satisfaction determined via customer surveys.

Positive user feedback.






STUDENT SYSTEMS

This Statement describes the services provided by the Student Systems Unit in the support of the University of


that the Student Systems Unit provides in support of the University’s operational and strategic goals. Our


The purpose of the Student Systems Unit is to add value to learning, teaching and the student experience through

the improvement of student and academic lifecycle processes, digital services, project/change management, use

of student data and the support provided to applicants, students and staff.

UNIVERSAL ACTIVITY




HESA Student and Overseas Returns, Key Information Set, data to support other key returns – SFC for instance.

Supply data to statutory bodies. Data supplied has an impact on funding streams, information provided to potential students, and a range of other users of data – league tables, consumer websites and so on.

Student Record & Maintenance

Institutional student record system, processes and data. Core student record (EUCLID) to support student & academic lifecycle.

Golden copy of student record, course, programme and applicant data. Enables core processes to be completed – admissions, registration, student progression, graduation as well as institutional and external use of data sets. Supplies key data to other systems and management information to enable Schools, Colleges and University to operate student activity effectively.

¹ ISG provide 5 FTE (circa £50k per annum each) to maintain EUCLID system plus resource for live support and

maintenance.

UNIVERSITY SERVICES



Change and project leadership, digital transformation leadership

Leadership for key institutional projects and change initiatives; emerging leadership for digital transformation in student services & data

Support for Schools/Colleges in implementation of change; delivered in efficient and effective way; reducing duplication of effort of implementation and inconsistency in outcomes.

Staff

Student Lifecycle Enhancement: change, processes, systems, data and student digital experience

Change management, project management, systems enhancement to key student & academic processes, systems, and student digital experience

Access to change, project and digital expertise for School, Colleges; support for implementation of projects; efficient delivery to reduce administrative effort to focus more time on student

Staff








experience and learning & teaching.

Student Lifecycle support, training & continuous improvement (Schools, Colleges, Central)

Support, training for colleagues to get the most out of existing systems, processes and data and support continuous improvement of activity at the local level.

Value for money from student record systems and processes; reducing inefficiency and duplication of effort in Schools, Colleges and centrally; data available to support decision making; reduced administrative effort from academics, administrators and students.

Staff


Expertise on structure and use of student data, enhancing use of data in line with University strategy, provision of support for reporting & analytics, and support for management of student record.

Enhanced availability, transparency and accessibility of student data to help enhance the student experience and learning & teaching activities at School and College levels. Reduced duplication of effort.

Staff/Student

Student Survey Unit

Co-ordination of institutional surveys (NSS, ESES, PTES, PRES and others), provision of data, reports, insights and promotional activity.

Co-ordinated support for Schools and Colleges in the promotion and delivery of core surveys, reporting and accessibility of data. Data used to enhance learning & teaching and student experience. Reduces duplication of effort and provides institutional as well as local perspectives.

Staff/Student

² USG secure additional ISG developer resource (approx. 5FTE and 2 additional FTE until July 2017) to support

enhancement of systems, processes and data. This money is transferred from USG budget to ISG on an annual

basis.





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Student Lifecycle support, training & continuous improvement (Schools, Colleges, Central)

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MEASURES OF SUCCESS



Returns committed and approved.

Student Record & Maintenance

Student Record provided to all Schools, College and Professional Services. Systems reliable (above 99%), system upgraded to remain in alignment with terms of contract, other external compliance changes made, quick resolution of any performance issues, key processes operate across University.


Realisation of project benefits.


Programme level and individual project level benefits delivered. Feedback from users of systems. Measured progress against the Student Systems Roadmap.

Student Lifecycle support, training & continuous

Feedback from users on the use of their systems, support during key periods and the provision of training and support to them. Reduction in the number of calls received within the team. Reduction in the number of work-arounds used at a







improvement (Schools, Colleges, Central)

local level – delivery of more effective and efficient student lifecycle administration.


Enhanced use of data in Schools to support learning & teaching, student experience and efficient and effective processes. Student record process measures.

Student Survey Unit Response rates to surveys and enhanced use of data internally to support enhancement of student experience and learning and teaching.