Student Education Service Update June 2013

1. Student Education Service Update June 2013

2. SES Update • SES Configuration • SES Leadership Team • SES Business case • Faculty progress Page 2

3. Service Configuration Development Stage One

4. Service Configuration Development Stage Two

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10. SES Leadership team Directors of Student Operations, Opportunity, Admissions and the Chair of Student Support and Wellbeing will be advertised in the next few weeks as a Leadership team. In the interim, Andrew Parkinson and David Gardner will continue to support the Student Administration Team. Page 10

11. SES Business Case • Business case objectives: • To speed up the bringing together of different service areas / teams (650+ staff) within One Service. • Address existing inefficiencies, duplication, unclear accountabilities. • Embed One Service Operating Principles and SES Approach – for all Service staff • Develop market responsive, flexible, up-skilled teams with effective team-work. • Agree and implement consistent, effective and efficient end-to-end processes – across the Service (centre, faculty, school) through process re-engineering and One Service Target Operating Models for all Functions and associated processes. • Priority for this work is the Admissions process (Pre and Post applications) supported / enabled by a Customer Relationship Management system which will be implemented to support the whole student journey. SES Approach and Ethos Page 11

12. SES Operating Principles • To deliver its objectives, the SES will operate, in partnership with academic staff and other services, with: • a focus on the needs of students, academic staff and other services; • strategic leadership of One Service, with a single Service budget and unified resource management; • clear accountability and clarity of where decisions are made and by whom; • consistent, agreed processes and functions across all Service areas, with a well understood system for formally agreeing any variation according to strategic need; • single, aligned and robust supporting systems; • well understood and monitored measures of success at all levels; • cross-institutional Functional Teams of collaborative, multi-skilled, well trained and motivated staff; • clear roles and responsibilities of all staff with appropriate levels of accountability; • effective recruitment and ongoing training and development to ensure an agile and responsive workforce; • an agile structure which is responsive to market demands and other external drivers; • a structure and workforce which can respond to peaks and troughs in workload. Page 12

13. How will we deliver this? • Through 2 complementary work streams: • Organisational Development (OD) work stream to establish and transform the Service’s capability. • Process and Systemsworkstream to establish and implement consistent end-to end functions and processes, governed by institutionally agreed Target Operating Models – the first priority being Admissions processes (pre and post applications) – which will provide the framework to address processes across the whole student journey in due course, supported by a scaleable enterprise wide CRM. Page 13

14. Faculty Progress • All Faculties have appointed School Managers and Functional Managers (M&H about to appoint their Functional Managers). • Teams have established priorities and the FESMs are working effectively across Faculty teams. • Cross Institutional Functional Management Teams in place for all Service Functions and meeting regularly – setting priorities and identifying and sharing good practice and improving communications. • Next session, we would like to identify academic representatives to support each of the CFMTs. • Once the Service Leadership team is in place the FESMs will dual line report to the SES Directors along with their Dean/Pro-Dean Page 14