1. 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 k (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

2. 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)

3. 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
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

4. 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 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.