All Student Lifecycle – Draft BPM

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 • OPERATING MODEL: • 9 campuses, main at Sth Ken • Departments: 40+ • Faculty Operations: 4 • Registry: 1 • Central Services: 1 • RESOURCE: • 3.3k Academic staff (18%teaching time) • 12.5:1 students / academic • 3.7k support staff • 3,000 student bedrooms • 4 Faculties: • Business - 1k students (7% of total) • Engineering - 6k (41%) • Medicine - 3.4k (23%) • Natural Sciences - 4.4k (30%) • Interest in HE(HE study, STEM, etc) • Interest in Imperial (prospectus, visit, etc) • 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 Student types: • UGT (62%) • PGT (18%) • PGR (20%) • 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. 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 • 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. 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 • 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) • Brand awareness • League tables • Careers • Communication quality / integration (digital) • Competitor analysis • USP • Marketing of courses • 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

4. 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.