All Student Lifecycle – Draft BPM DEMAND: 14k UG applications pa 23k PG applications pa 9k UG students taught pa 5.6k PG students res. & taught pa £163m of fee income pa RESOURCE: 3.3k Academic staff (18% teaching time) 12.5:1 students / academic 3.7k support staff 3,000 student bedrooms OPERATING MODEL: 9 campuses, main at Sth Ken Departments: 40+ Faculty Operations: 4 Registry: 1 Central Services: 1 Interest in HE (HE study, STEM, etc) 4 Faculties: Business - 1k students (7% of total) Engineering - 6k (41%) Medicine - 3.4k (23%) Natural Sciences - 4.4k (30%) Interest in Imperial (prospectus, visit, etc) 3 Student types: UGT (62%) PGT (18%) PGR (20%) Students 87% overall satisfaction (NSS) 0.68% leave pa Graduating salary av. £31k pa Quality 42% UG offered places 56% UG accept offers 86% receive 1st or 2:1 3 geographic groups of students: UK (52%) EU (19%: most from France, Germany, Greece, Italy, Spain) International (29%: China, India, etc) Don’t accept 3k UG arrive pa, 3k PGT, 1k PGR 21% PG are part-time 242 taught courses (110 UG, 132 PG) REPUTATION: “Imperial College London” brand Research and Translation Student surveys UK league tables International league tables UK media International media High school staff Social media Parents, siblings, friends Alumni Don’t arrive 2.5k UG degrees awarded pa 2.6k PGT degrees awarded pa 1k PGR degrees awarded pa Leave Further study at Imperial 170K Alumni TBA K contactable 4k pa

UG Student Lifecycle - Draft BPM Map created 12/05/14, revised following PUG 20/05/14 8.4k UK & EU UG applicants, 5.9k International pa (Engineering 46% UK & EU, Medicine 77%, FoNS 60%) 6.5 average applicants per UG place (Engineering 6.1, Medicine 8.1, FoNS 6) ~9000 UG students (stable) 110 courses ~2,500 degrees awarded pa. - 37% 1sts, 48% 2:1s, (Engineering 41, 46, Medicine, 33, 61, FoNs 36,45 ) UG Student Lifecycle - Draft BPM Home & international reputation Location & Cost Courses & Course Reputation Open Days, Campus Tours Student Satisfaction i.e. League tables, NSS Social Aspects, i.e. Union Opportunities, Lifestyle, Sports & Activities, ICU clubs High Fees = High Expectation Value for money Key contacts: Registry, Admissions Administrator / Assistant , Academic Tutor UCAS, Tests, Interviews Application packs Communication – speed, efficiency, consistency, tone, quality, content Setting expectations Process bottlenecks Answer students not parent Resolve query don’t quote process Arrival: Keep in touch between offer & arrival High Fee, demanding students, manage expectations Campus Services & Union – Need joined up working Credit Control, Induction to life, personal care, awareness Shift from educate to commercial problem Formal dinner for students with Staff Departmental Welcome events No benefit for Hall Seniors Be realistic about living costs Communication – what do students want? Facebook, social media Conversion from offer to acceptance to start Treating applicants as individuals not numbers NSS Question Category 2013 rank Teaching 51st Assessment and Feedback 122nd Academic Support 93rd Organisation and Management 26th Learning Resources 2nd Personal Development 40th Students' Union 25th Overall 53rd Study: Field Trips Early links with prospective employers Lecture class size Balance between lecture & discussion type forums Cut in student funding Accommodation IMPROVEMENT PRIORITIES: Communication with students & applicants Quality, location and cost of accommodation Joint up working between staff and ICU – are we duplicating information? Improved relations between Students, Alumni & Staff Improved systems and one source of information Must strike assessment balance More personalised Graduation Medical Graduation always in evening - it should rotate Make study blended learning Key measures: Student feedback Offers made to acceptance ratio Nationality and gender of applicants Degree classifications Graduate destinations / salaries Alumni engagement / donations Staff & Alumni involved in clubs & societies Prospective employees Excellent network for each other Target individuals – course, involvement, clubs & activities They will donate if they value their College education (might not be straight away)

PGT Student Lifecycle - Draft BPM Map created 12/05/14, revised following PUG 20/05/14 18k PGT applicants pa (all PG = 5.8 per place (Engineering 6.9, Medicine 3.6, NS 4.6, Business 7.3). ~2,900 students ~300 part-time 132 courses All PG places up 25% in last 5 years ~2,600 degrees awarded pa PGT Student Lifecycle - Draft BPM Brand awareness League tables Careers Communication quality / integration (digital) Competitor analysis USP Marketing of courses Teaching quality / research Course (product) design – modular? Courses offered / explained Information not data Funding - scholarships Fees Value for money – added value? CPD Employment prospects Accommodation Impressions of others (family, colleagues, friends) Put a face to it – named contact with cover / dept. Ease of applying 2 choices processed serially (one at a time) Availability on course – ‘is it worth applying?’ Acknowledgement, feedback, timeliness Data warehouse / CRM Decline and follow Alternative Student Union Welfare Student services Withdrawals – not met conditions in time Conversion requirements –meeting conditions, funding, degree, ATAS, Visa, deposit Pre-arrival: Fees paid Employment / careers Day 1: Registration Orientation Timetable Community ID badges College e-mail IMPROVEMENT PRIORITIES: Timetabling Room management Systematic MI to make decisions Split of tutor time (management v teaching) Swift decisions Strong communication Annual cycle Coping with increase in numbers NHS funding in Medicine Open days Reject & follow-up Waiting list Scholarships / Interviews Student reps Teaching Feedback Facilities Supervision: access to tutors Project availability Links to employers Check course meets College strategic needs Don’t graduate Appeal process – OI - PR Ceremony Key measures: Student feedback Offers made to acceptance ratio Enquiries, open days, phone calls Nationality and gender of applicants Graduate destinations / salaries Alumni engagement / donations Careers Employer Rankings survey / feedback

PGR Student Lifecycle - Draft BPM Map created 12/05/14, revised following PUG 20/05/14 ~4,800 PGR applicants pa (all PG = 5.8 per place (Engineering 6.9, Medicine 3.6, NS 4.6, Business 7.3) ~800 places pa 80% former UGs / 20% other 3,100 active students ~300 part-time All PG places up 25% in last 5 years ~1,000 degrees awarded pa PGR Student Lifecycle - Draft BPM Research portfolio Meet academics Word of mouth Personal enquiry Advertising Scholarships (College PhD etc.) Open days, joint with PGT – effectiveness? Key contacts: Dir. Of Post-grad Studies, Dir. of Admissions, Supervisor, other academics, Research peer group, Group administrator, other departments’ groups, with industry, UGs (supervising), Graduate School, Students’ unions Application form 2 choices that can be processed in parallel Interview Masters qualification? Arrival: Welcome week in Oct Other times = dependent on supervisor / dept. Critical success factors: Relationship with Supervisor Size & dynamic of research group Facilities available Funding: Res. Councils Doctoral training account Self funded / scholarship EU funded Industrial case scheme Dept. Scholarship Early Stage Assessment @ 8mths MPhil, or PhD (95%) Experimentation Publications, citations, contributors Writing up 3.5 to 4 years Talent loss: Run out of bursary Supervisor leaves or retires / student moves elsewhere or with them Vivas Pass, or corrections Award Publication? IMPROVEMENT PRIORITIES: Reduce talent loss – timing, funding, communication Identify the best UGs for research Good induction for internationals Prepare for ‘working world’ (via Grad School) Effective open days Academia / post-doc Research Institute Industry (in discipline) Industry (other disc.) Talent loss: Timing, funding, communication Overseas - poor / no induction EFL requirement (but courses) Missing candidates at UG level Talent /Funding / Advocate loss: Inadequate MI on alumni Treated as all other alumni ‘Alumni fatigue’ – connections with other HEIs / charities Conversion requirements –meeting conditions, funding, degree, ATAS, Visa, deposit Key measures: Are we recruiting the best (how to measure)? Drop out rate Identifying the ‘success’ generated – positions of influence, eminent academia elsewhere, etc.