Student Education Service Update June 2013

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

Service Configuration Development Stage One

Service Configuration Development Stage Two

Section by Section

Section by Section

Section by Section

Section by Section

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

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. Page 11 SES Approach and Ethos

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

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 Systems workstream 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

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