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Process Vision

Post SPR and Forthcoming Priorities Resource Managers 7 December 2011 Lynn Robinson, Deputy Registrar (Education and Students). Process Vision. Effective, professional support for education and students (of all kinds) Fully support academic policies and quality assurance

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Process Vision

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  1. Post SPR and Forthcoming PrioritiesResource Managers7 December 2011Lynn Robinson, Deputy Registrar (Education and Students)

  2. Process Vision • Effective, professional support for education and students (of all kinds) • Fully support academic policies and quality assurance • Minimise call on academic staff time • Simple, transparent (for students, other staff), consistent where possible • Structures avoid single points of failure and duplication • Roles which allow specialisation but encourage breadth • Flexible, collaborative working across the organisation and across process boundaries, underpinned by good customer service

  3. Process Structures • Centrally co-ordinated, faculty focused international recruitment • Undergraduate selection and processing in a centrally-based team • Primarily faculty based postgraduate admissions • Faculty timetabling with central oversight • Faculty education teams covering: • Education policy, regulations, quality • Student admin and records • Exam boards and related activities • Specialist student support and advice • PG admissions, Timetabling • School student administration teams (including Arts and Engineering Graduate Schools): • Student facing administration

  4. Implementation/Transition • Difficult start of term – new staff, staffing gaps (and recruitment issues), timetabling, Blackboard, PGR student funding, AV/IT • Positives – registration, timetabling, all pulling together! • Undergraduate admissions changes • International recruitment changes

  5. Next steps (hot off the press!) • Close SPR as a project • Each process owner to scope outstanding issues and review resource available to deliver • Education and students “S” and Faculty and Schools “X” key areas for further work: • Process reviews • Structural alignment (S and X)/benchmarking • School Manager roles • Central teams not yet reviewed

  6. Next steps (cont.) • Externally funded roles • Ongoing training and development • Ongoing “S” process networking, including School Managers as appropriate • FEM JDs

  7. Related priorities • Systems • Review and accelerate SITS Improvement Programme • Review of technology enhanced learning needs • Programme and Unit Information (KIS, Learning outcomes, approval tool, costing, online unit registration) • Exams and assessment support (exam board reports, automated progression and degree classification, sub-unit marks) • Admissions (CRM, paperless UCAS, selection database developments, prospectuses) • Fees/funding (new UG fees and fee waivers, SAM, PGR funding)

  8. Related priorities (cont.) • Impact of student growth: • Managing admissions and WP • Residences/catering • Student Services • Sport • Timetabling/teaching space • Exams • Study Space

  9. Related priorities (cont.) • Student Engagement • SU liaison • Student surveys (inc. NSS) • Student reps • PVC TV/PVC Comms. • Student behaviour • What is the model for the future?

  10. …and finally • Structure of the academic year • Student induction/transition • Access Agreement implementation/targets • Personal tutoring • Planning for later years of growth

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