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SERVICE EXPECTATION STATEMENTS
SUPPORT GROUPS & PLANNING UNITS
Supporting colleagues and students through the provision of effective and efficient delivery of services and support activities
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CONTENTS
PART ONE ..................................................................................................................................................................2
Introduction ...................................................................................................................................................................... 3
Definitions ........................................................................................................................................................................ 4
Service Expectation Management Process ..................................................................................................................... 5
PART TWO .................................................................................................................................................................6
Corporate Services Group Summary ................................................................................. Error! Bookmark not defined.
Information Services Group Summary .............................................................................. Error! Bookmark not defined.
University Secretary’s Group Summary .......................................................................................................................... 7
Centre for Open Learning (formerly OLL) ......................................................................... Error! Bookmark not defined.
PART THREE .............................................................................................................................................................15
Appendix 1 – Corporate Services Group Planning Units .................................................. Error! Bookmark not defined.
Appendix 2 – Information Services Group Services ......................................................... Error! Bookmark not defined.
Appendix 3 – University Secretary’s Group Planning Units .......................................................................................... 16
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PART ONE
INTRODUCTION
DEFINITIONS
SERVICE EXPECTATION MANAGEMENT PROCESS
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INTRODUCTION
PURPOSE
Service Expectation Management is one of the three components of RA2018
along with Planning discussions and decisions, and the Resource
Allocation Model.
Service Expectation Management refers to the
development of understanding between Support
Groups and Colleges/Schools about the service
and activity requirements to support the
strategic and operational goals of the University.
Service expectation statements describe the
services provided by Planning Units in the three Support
Groups, CSG, ISG and USG. Services are categorised into
Universal Activity, University Services and Unit Specific Services.
Consultation between Colleges and Support Groups is critical to the success of this component of
RA2018. The process for the management of service expectations, and publication of Service
Expectation Statements is currently under development.
HOW TO USE THIS DOCUMENT
The main body of the document contain the summaries of the Support Groups and Centre for Open
Learning. This will be of interest to Portfolio Managers (Heads of Support Group), Heads of College and
College Registrar and GaSP for managing RA2018 on an ongoing basis, among others.
The Appendices contain detail. This will be of interest to groups such as users of services, planners,
those involved in Service Excellence Programme looking for cross-over activities and opportunities to
improve efficiencies and effectiveness.
INCLUSIONS & EXCLUSIONS
Each Support Group and first line Planning Unit are included in this document.
College and School support services are currently excluded from this document as expectations are
generally set during Planning Round and services are contained/delivered within the Main Budget
Holder portfolio. The balance/distribution of service delivery between school, College and Support
Groups may however be amended through the Service Excellence Programme; with consequent
adjustments to the RA2018 model.
NOTE: INTERNAL CHARGING
The development of RA2018 has been predicated on delivering transparency of the gross cost of
Support Group activity and services. Consequently the Model has been developed without
consideration as to the use of internal charging or other cost recovery mechanisms. Internal charging is,
however, a well-ingrained mechanism for cost recovery for many services delivered by Support Groups.
Therefore, the Model will provide two resource allocation views, the first being the gross view not
factoring in internal charging cost recovery and the net view factoring in internal charging cost recovery.
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DEFINITIONS
UNIVERSAL ACTIVITY
Activity that has no simple, consistent cost driver. It may not be related to size and shape of
organisation. It may also be subject to a simple strategic decision as to budget size. For example: Court
Services and Internal Audit.
UNIVERSITY SERVICES
Services provided across the University with cost drivers that are largely similar across all areas. Services
may however, be tailored to meet varying needs across the University. For example: Student
Recruitment & Admissions.
UNIT SPECIFIC SERVICES
Services that are unique to specific units. There may be understood cost drivers, or it may be a pass
through cost. For example: 24 hour security.
COST DRIVER
A cost driver is the unit of an activity that causes the change in activity's cost. A cost driver is any factor
which causes a change in the cost of an activity. — Chartered Institute of Management Accountants.
COST DRIVER WEIGHTING
A cost driver weighting is the amount that a cost driver changes by for a given activity. For example:
Student Recruitment and Admissions currently spend twice as much on activities to recruit and admit an
average Full-time Undergraduate than they do for an average Full-time Post-graduate. Services
currently delivered in support of an average Distance Learner or Part-time Unstructured student cost
only a quarter of those Admissions activities provided for an average Full-time Post-graduate.
The cost driver weightings are expressed as below for the purposes of RA2018 (using Student cost driver
as an example).
UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST
DRIVER
Admissions activities 2 1 0.25 0.25 0.05 Student
Note that only the Support Group Summary cost driver weightings are used in the model. The cost
driver weightings for lower level units have been aggregated where practicable to reduce the number
and complexity in the model. They remain in the Service Expectation Statement Appendices for
informational and understanding purposes.
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SERVICE EXPECTATION MANAGEMENT PROCESS
UNDER DEVELOPMENT
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PART TWO
CORPORATE SERVICES GROUP SUMMARY
INFORMATION SERVICES GROUP SUMMARY
UNIVERSITY SECRETARY’S GROUP SUMMARY
CENTRE FOR OPEN LEARNING (FORMERLY OLL)
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UNIVERSITY SECRETARY’S GROUP SUMMARY
PURPOSE OF UNIVERSITY SECRETARY’S GROUP
To help the University achieve its mission and vision, the University Secretary’s Group will deliver effective, efficient and friendly services that ensure that: our students feel well supported from the outset, our staff think this is a great place to work, it is easy for external parties and colleagues to engage with us; our alumni and donors are enthusiastic contributors, the University’s national and global profile and position is strong and that we support good fast decision making throughout the University.
PLANNING UNITS
• Internal Audit
• USG Business Unit
• Communications and Marketing
• Development and Alumni
• Human Resources
• International Office
• Legal Services
• Strategic Planning Portfolio
• Student Experience Services
OBJECTIVES OF SERVICES
• Sustain a high proportion of our students, staff and community who have a positive experience with the University and the professional services we deliver
• Recruit a highly talented, internationally diverse student and staff community who are engaged with the University
• Improve student and staff satisfaction with our services and communication
• Continue the delivery of value and impact for the University through our global portfolio of strategic partnerships and the expansion of the University’s Global Office network impact and reach
• Increase partnerships working across the University on efficient and effective processes
• Enhance University reputation and brand, nationally and internationally, through community, employer and professional body engagement, media management and recruitment activities
• Increase philanthropic funding and increase number of alumni engaged in a relationship with the University
• Provision of a simple, transparent governance structure that supports good decision-making and effective engagement with external funders
• Ensure legal and regulatory compliance obligations are managed to protect the University’s reputation, and support our strategic objectives.
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UNIVERSAL ACTIVITIES
UNIVERSAL ACTIVITIES PROVIDED BY USG
ACTIVITY GROUPING
DETAILS UNIT/S DELIVERED BY
Student Support Services
• Support for Senate/Committees/Task Groups
• Develop strategy, policy, guidance and frameworks that support the academic mission (for example University Teaching QA Process)
• Statutory returns and compliance
• Student Record Systems & Maintenance
• Strategic Projects
• Emergency response and bereavement support
Academic Services
Institute for Academic Development
Student Systems
Student Disability Services
Chaplaincy Service
Scholarships, Bursaries and Honorary Graduations
• Scholarships and Bursaries
• Honorary Graduations
Student Administration
Development and Alumni
• Fundraising
• Alumni and Supporter Engagement Development and Alumni
Governance and Influence
• Influence HE Policy & support UoE strategic planning and performance management through provision of evidence and insight
• Manage strategically focused Business Planning functions and key fee and research policy areas
• Outcome agreement relationship and statistical returns to SFC
• Management of governance system and processes
• Principal’s and Secretary’s Office
• Advice to senior staff and key projects based on key data protection and information management legislation
• Training, guidance & advice to staff in relation to records management, data protection, FOI & Subject Access Requests
Governance and Strategic Planning
USG Business Unit
Information Governance
Records Management
Human Resources – Policy, System and Compliance
• Maintain and support the HR & e‐recruitment systems
• Develop and maintain the Employer Brand in all our target markets
• Maintain and develop the University’s participation in charters and awards to promote inclusivity
Human Resources
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ACTIVITY GROUPING
DETAILS UNIT/S DELIVERED BY
• Develop University‐wide policies, procedures and processes to support compliance with employment legislation and good practice
Internal Audit Provision
• An independent, objective assessment of the effectiveness of risk management, control, and governance processes
Internal Audit
International • Design and manage the strategic internationalisation agenda
• Support University's overseas offices
• Educational Agents Fees
International Office and USG Business Unit
Legal Services
• Legal support in the areas of regulatory, legislative and compliance support, procurement, research and commercialisation, student services and university operations
• Strategic/University wide projects
Legal Services
Communications and Marketing
• Corporate and student recruitment marketing
• Brand and reputation management and support
• University Visitor Centre
Communications and Marketing
UNIVERSITY SERVICES
UNIVERSITY SERVICES PROVIDED BY USG
SERVICE GROUPING
DETAILS SCALE OF SERVICES
COST DRIVER
Human Resources – Operational Services and Advice
• Support specific recruitment campaigns e.g. Chancellor’s Fellows
• Develop and manage processes and frameworks for promotion, re‐grading and contribution reward
• Implement, manage and review agency frameworks for recruitment of different staff groups
• Develop, support and monitor Annual Review processes
• Provide leadership and management development programmes and support the management of change processes
• Develop and support networks to promote inclusion of and provide a voice for minority groups
TBC Weighted staff
Weighted staff / student
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SERVICE GROUPING
DETAILS SCALE OF SERVICES
COST DRIVER
Provide service to promote student’s academic and personal wellbeing
(Student Experience)
• Strategic Academic Support including Support for Senate/Committees/Task Groups, University Teaching QA Process, Research publications, external presentations, Developing, communicating, advising of University academic regulations/policies/guidelines and Strategic Projects of SVP + AP
• Careers Services including Employer
engagement, Student support and staff and curriculum development
• IAD – support for study skills development
• Chaplaincy Services including support for multiple faith groups, bereavement support, community drop‐in
• Counselling Services for staff and students including 1:1, events, online resources, training and consultation
• Disability Support services for students, plus guidance on disability issues and staff development and training
• Staff development in Academic Fields eg with early career researchers / through providing teacher development
TBC Weighted Student
Weighted Staff
Weighted Student / Staff
Promote the University to an overseas audience
• Support staff as part of the internationalisation agenda
• Promote the university and provide advice and visits to prospective students including provision of student events information and similar (e.g. Gather Festival)
• Support staff on visits to prospective students + International Recruitment and admissions
• Welfare and induction of non‐UK students as well as emergency support and liaison to non‐UK students at University, and UoE students while overseas
• Develop GoAbroad partnerships and provide promotion, advice, assistance and support on an ongoing basis
TBC Weighted Student
Weighted Staff
Weighted Student / Staff
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SERVICE GROUPING
DETAILS SCALE OF SERVICES
COST DRIVER
UK and EU recruitment activities
• Widening Access Initiatives, Summer Schools and Induction team activities, and the development/oversight of Admissions Policies
TBC Weighted Student
UNIT SPECIFIC SERVICES
UNIT SPECIFIC SERVICES PROVIDED BY USG
SERVICE GROUPING DETAILS UNIT DELIVERED BY
Human Resources – Support Group (CSG, ISG & USG)
• Maximise organisational and individual performance
• Attract, reward and retain high quality staff
Human Resources
Communications and Marketing
• CHSS - Corporate and student recruitment marketing
• CHSS - Brand Management and Support
• CHSS - Reputation Management
• CMVM - Reputation Management
Communications and Marketing
CMVM Legal support • CMVM - Significant, dedicated legal support for Proteus
Project. Legal Services
MEASURES OF SUCCESS
ACTIVITY THEMES HOW DO WE KNOW WE HAVE SUCCEEDED?
Enhanced University reputation and brand, nationally and internationally, through community, employer and professional body engagement, media management and recruitment activities
Improved coverage in national and international media
• Column centimetres coverage in national/international press
Actively involve local residents and members of our wider community with the University
• Number of website visits by geographical location
• Attendance at Doors Open Days
• Reputation of the University as an employer in the local market
A highly talented, internationally diverse student and staff community who are engaged with the University
A highly talented, international, diverse student and staff community
• Proportion of international students from beyond our five most well‐represented countries
• Proportion of international staff
• Undergraduate entrants from under‐represented groups
• Maintain the institutional Athena Swan Silver award.
• Create at least 800 new opportunities for our students to gain an international experience as part of their Edinburgh degree
• Positive Union and employee relations
The University’s Global Office network has expanded impact and reach and our global
Develop our global portfolio of strategic partnerships that deliver value and impact for the University
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ACTIVITY THEMES HOW DO WE KNOW WE HAVE SUCCEEDED?
portfolio of strategic partnerships deliver value and impact for the University
• Track activity linked to strategic partnerships and highlight specific deliverables
Improved student and College satisfaction with our services and communication
Improved student satisfaction with our services
• Measured by ESS/ISB scores
Improve College satisfaction with our services
• Survey of College staff.
Increased philanthropic funding and increased number of alumni engaged in a relationship with the University
Increase philanthropic funding for the University
• Value of funding received
Increase the number of our alumni engaged in a relationship with the University
• Build the number and quality of meaningful relationships with our alumni
A simple, transparent governance structure that supports good decision-making and effective engagement with external funders
Improvement in relationship with external funders
Business plans demonstrate strong alignment with University aspirations and improving accuracy of financial projections with Court/PRC demonstrating confidence in the processes.
Strategic performance measures allied to business plans and CMG
Returns are compliant, based on effective planning which mitigates the potential for clawback etc.
Exception Committee used to progress “opportunities” rather than “resolve” issues with existing approvals.
Increased partnership working across the University on efficient and effective processes
Increase staff involvement in Service Excellence Programme initiatives
• Process improvements achieved providing more effective service provision
Sustained high proportion of our students who achieve a positive outcome.
Proportion of our students who achieve a positive outcome
• Proportion of graduates in graduate level employment or further study
Records Management & Information Governance
Data Protection approaches are addressed during development phase minimising the number of Data Protection breaches due to awareness of DP legislation being embedded in core processes as “normal business”.
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COST DRIVERS & WEIGHTINGS
SERVICE GROUPING AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Human Resources 1 1 1 1 1 Staff
Student Disability Services &
Staff Counselling
1 1 1 1 1 Staff
Institute of Academic Development
1 1 0.1 0.4 0.2 Staff
SERVICE GROUPING FT UG FT PG DL PT US PT S & OLL COST DRIVER
Communications and Marketing
1 1 1 1 1 Weighted student
Admissions activities 2 1 0.25 0.25 0.05 Weighted student
Academic Services 1 1 0.25 0.25 0.75 Weighted student
Institute of Academic Development
0.6 2 1 0.1 0.3 Weighted student
Student Well-being support
1 1 1 1 1 Weighted student
Student Careers Support
1 1 0.75 1 0.75 Weighted student
Student Administration
1 0.85 0.35 0.4 0.1 Weighted student
Support International Students in the University of Edinburgh experience
Unweighted International Fee Paying Student Status
STAFF 80 % STUDENT 20 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Human Resources
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 50 % STUDENT 50 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
International Office
1
1
1.25
1
0
0
0.8
1
1
1
Weighted staff/student
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STAFF 25 % STUDENT 75 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Careers & Chaplaincy Service
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 60 % STUDENT 40 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Student Information Systems
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
Note:
Student Careers Support
Employer engagement Student Support Staff, curriculum and project development
Student Well-being support
Student Counselling Support for Disabled Students, in liaison with schools Management of financial support process for disabled students accessing Disabled Students Allowance (DSA)
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PART THREE
APPENDIX 1 - CORPORATE SERVICES GROUP PLANNING UNITS
APPENDIX 2 - INFORMATION SERVICES GROUP SERVICES
APPENDIX 3 - UNIVERSITY SECRETARY’S GROUP PLANNING UNITS
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APPENDIX 3 – UNIVERSITY SECRETARY’S GROUP PLANNING UNITS
INTERNAL AUDIT
This Statement describes the services provided by Internal Audit in the support of the University of Edinburgh’s
strategic and operational goals. This statement provides clarity about the general and specific services that
Internal Audit provides in support of the University’s operational and strategic goals. Our customers agree that the
services outlined below support their strategic and operational goals.
The purpose of Internal Audit is to undertake an objective assessment of the adequacy and effectiveness of the
University’s internal control systems. The results of its reviews are provided to the Governing Body (Court), the
Designated Officer (The Principal) and other senior management of the University. The scope of Internal Audit
covers all the activities of the University and its subsidiaries. This consists of the University's operations, resources,
staff, services and responsibilities to other bodies. However, it does not extend to the academic process. Coverage
also includes activities not funded by the Scottish Funding Council.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Internal Audit Provision
Internal Audit is concerned with all aspects of the University's operations including governance, strategic planning, people management, collaborations with other organisations, IT, use of utilities, selection of suppliers, finance and many others.
An independent, objective assessment of the effectiveness of risk management, control, and governance processes.
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Internal Audit Provision
The effective delivery of planned , independent assurance that leads to:
1. Improved management of risk across all aspects of the University’s operations
2. An enhance internal control environment that supports the achievement of University objectives
3. Improvements in value for money and the stewardship of University resources.
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USG BUSINESS UNIT
This Statement describes the services provided by the USG Business Unit in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the USG Business Unit provides in support of the University’s operational and strategic goals. Our customers
agree that the services outlined below support their strategic and operational goals.
The purpose of the USG Business Unit is to support the Principal (Vice-Principals and Assistant Principals) and the
University Secretary in the effective conduct of their business on behalf of the University. Planning, resource and
contingency management for the University Secretary’s Group; and Old College Building Management.
UNIVERSAL ACTIVITY
UNIT DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Secretary's Office Principal’s and Secretary’s Office
Educational Agents Fees
Educational Agents Fees Supports the University’s Internationalisation Agenda
USG Business Unit USG Central (BU + Contingency) All USG departments; efficient and effective resource allocation across the Group.
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Secretary's Office The Principal and Secretary are able to effectively conduct business on behalf of the University.
Educational Agents Fees Effectively managed to achieve the University’s international student recruitment targets.
USG Business Unit Resource made available via the University planning round is used in accordance with the USG Strategy and in an efficient and effective manner to achieve the Support Group’s aims.
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COMMUNICATIONS AND MARKETING
This Statement describes the services provided by Communications and Marketing in the support of the University
of Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific
services that Communications and Marketing provides in support of the University’s operational and strategic
goals. Our customers agree that the services outlined below support their strategic and operational goals.
The purpose of Communications and Marketing is to maintain, safeguard and enhance the University’s reputation
and brand, position and market the University in a competitive environment, and manage the University’s public
affairs, external and internal communications.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Corporate and student recruitment marketing
Provide support for and delivery of recruitment activity. Includes production of student recruitment materials (print and digital) as well as support for broader campaigns promoting the institution and its reputation, local and Internationally. Advertising campaigns, Delivery of email marketing tools
Contributes towards the recruitment of students at all levels.
Brand Management and Support
Management of the University’s visual identity, providing guidance, support and oversight of matters relating to the University brand. This is the broader aspect of marketing. Management of university sub-brands providing advice and guidance to schools, units, centres etc. Providing branding support to projects such as Edinburgh Global’s activities producing materials, providing brand templates.
Production of Edit & Billet (Alumni and General Council publications) and support for Alumni communications
Impacts on applicants, entrants and graduates, as well as staff.
Having an internationally recognised and respected brand is essential in delivering staff, students and funding in a highly competitive and global environment.
Brand consistency ensures maximum impact and cost efficiencies in any promotional work undertaken university wide.
Reputation Management
Management of the University’s external reputation amongst key audiences. – Internal and external.
Handing of all external media contacts – proactive and reactive - locally, nationally and internationally in order to protect our reputation and raise our profile amongst key audiences.
External engagement with our local community and with our political and governmental stakeholders (Public Affairs) Internal communications, Issue and crisis management
Production of Edit & Billet (Alumni and General Council publications) and support for Alumni communications
This work is carried out on behalf of the corporate University as well as direct support for individual academics, Schools, research groups and senior managers.
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
University Visitor Centre
Providing information and a good experience to visitors – prospective staff, students and the wider general public.
Providing branded merchandise which promotes the University brand consistently.
Internal sales – reducing costs of supply to school and departments.
Generating income to support CAM activities in line with University priorities.
UNIT SPECIFIC SERVICES
UNIT SPECIFIC SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT
Corporate and student recruitment marketing
CHSS Funded posts - Provide support for and delivery of College recruitment activity.
CHSS Funded posts - Provide support for and delivery of College recruitment activity.
Brand Management and Support
CHSS Funded posts - Management of the Schools sub-brands providing advice and guidance to schools, units, centres etc. Providing branding support to College projects, producing materials, providing brand templates.
CHSS Funded posts - Management of the Schools sub-brands providing advice and guidance to schools, units, centres etc. Providing branding support to College projects, producing materials, providing brand templates.
Reputation Management
CHSS Funded posts - Management of the College’s external reputation amongst key audiences. – Internal and external.
Handing of all external media contacts – proactive and reactive - locally, nationally and internationally in order to protect the College’s Schools reputation and raise their profile amongst key audiences.
Internal communications, Issue and crisis management.
CHSS Funded posts - Management of the College’s external reputation amongst key audiences. – Internal and external.
Handing of all external media contacts – proactive and reactive - locally, nationally and internationally in order to protect the College’s Schools reputation and raise their profile amongst key audiences.
Internal communications, Issue and crisis management.
Reputation Management
CMVM Funded Posts - Management of the College’s external reputation amongst key audiences. – Internal and external.
Handing of all external media contacts – proactive and reactive - locally, nationally and internationally in order to protect the College’s Schools reputation and raise their profile amongst key audiences.
Internal communications, Issue and crisis management.
CMVM Funded Posts - Management of the College’s external reputation amongst key audiences. – Internal and external.
Handing of all external media contacts – proactive and reactive - locally, nationally and internationally in order to protect the College’s Schools reputation and raise their profile amongst key audiences.
Internal communications, Issue and crisis management.
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MEASURE OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Corporate and student recruitment marketing
Success in meeting student recruitment targets. Volume of student applications
Volume of staff applications. Engagement with digital platforms. Requests for materials.
User testing/customer research on publications and website. Entrants and decliners surveys.
Brand Management and Support
Consistent demonstration of the University in a visual medium, in publications, on merchandise, online and across our estate.
Reputation Management
Analysis of the University’s reputation (internally, locally and internationally) measuring perceptions of the University and benchmarking.
Ensuring legislative compliance.
Satisfaction with publications
University Visitor Centre Profit. Visitor satisfaction.
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DEVELOPMENT AND ALUMNI
This Statement describes the services provided by Development and Alumni in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that Development and Alumni provides in support of the University’s operational and strategic goals. Our
customers agree that the services outlined below support their strategic and operational goals.
The purpose of Development and Alumni is to:
Make connections with the University’s global alumni base of 260,000 and other supporters to
facilitate strategically-aligned partnerships.
Drive an increase in philanthropic income to support the University’s strategic objectives
Engage alumni at the unit level in student experience, employability, research and policy projects.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Generating Funding
Engage high level donors and attract flexible pooled gift income to support strategically important programmes
Enables development of the University’s interests and activities by providing funds for strategically important programmes, including scholarship and research programmes and capital projects.
Alumni and Supporter Engagement
Maintain accurate alumni and supporter data, support the General Council as the voice of alumni within the University’s governance structure, and lead and support communications to engage alumni and others in specific University programmes
Leads interaction with alumni and other supporters, and supports other parts of the University in their interactions, and manages the central database of alumni and supporter records.
MEASURE OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Generating Funding Significant uplift in gift income (averaging £15m per annum at present)
Strong growth in donor numbers
Alumni and Supporter Engagement
Quantifiable growth in alumni involvement in student recruitment, student experience and employability initiatives.
Engagement indicators to track responses to social media and printed communications
Increased engagement in global alumni association and General Council activities
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HUMAN RESOURCES
This Statement describes the services provided by Human Resources in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that Human Resources provides in support of the University’s operational and strategic goals. Our customers
agree that the services outlined below support their strategic and operational goals.
The purpose of Human Resources is to support the University in realising its vision to be a truly global university
benefitting society as a whole, and to facilitate the achievement of the University’s Strategic Plan by delivering
People strategies to attract and retain a highly motivated and diverse workforce, fully engaged with the University
and its strategic goals.
UNIVERSAL ACTIVITY
HR SYSTEMS, POLICY & COMPLIANCE
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Attract, reward and retain high quality staff
Maintain and support the e-recruitment system
Develop and maintain the Employer Brand in all our target markets
Maintain and support the Oracle HR System
Produce detailed statistics for HESA reporting
Participate in pay and benefits benchmarking surveys
University as a whole - Ability to attract and retain key talent
Create positive and inclusive working environment
Maintain and develop the University’s participation in charters and awards to promote inclusivity including:
Athena SWAN
Race Equality Charter Mark
Carer Positive
Produce analyse and report on equality data and develop policies and processes to reduce barriers to participation
Respond to UK and Scottish Government enquiries and requests on equality and widening participation issues
Manage and maintain positive relationships with Joint Unions
University as a whole - External reputation and ability to attract and retain key talent
Ensure legislative compliance
Develop and maintain policies, processes and systems to ensure compliance with:
Antidiscrimination and equal opportunities legislation
UK and EU employment legislation
UKVI regulations
Maintain and manage risk registers
Respond to FOI requests
Ensure compliance with procurement legislation in appointment of suppliers
University as a whole - Ensure legislative compliance
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UNIVERSITY SERVICES
OPERATIONAL COORDINATION OF UNIVERSITY WIDE SYSTEM, TRAINING & OTHER HR SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Attract, reward and retain high quality staff
Support specific recruitment campaigns e.g.
Chancellor’s Fellows
Senior Appointments
Youth and local employment
Provide specific support services for new recruits, particularly those from outside the UK
Develop and manage processes and frameworks for promotion, regrading and contribution reward including for out of cycle cases
Implement, manage and review agency frameworks for recruitment of different staff groups
University as a whole - Ability to attract and retain key talent
Staff
Maximise organisational and individual performance
Develop, support and monitor Annual Review processes
Provide leadership and management development programmes
Provide a range of training and development interventions
Support business areas through change processes
University as a whole – Alignment of structures, policies, processes and people to achieve University goals and objectives
Staff
Create positive and inclusive working environment
Develop policies and procedures that promote inclusivity and reduce discrimination
Develop and support networks to promote inclusion of and provide a voice for minority groups
Provide individual support for staff with disabilities
Support individual businesses areas to develop in this area and to achieve recognition e.g. through Athena SWAN
University as a whole - External and internal reputation and ability to attract and retain key talent
Staff/ Students
Ensure legislative compliance
Managing FOIs from individuals
Managing compliance with legislation in relation to individual cases
University as a whole - Ensure legislative compliance
Staff
UNIT SPECIFIC SERVICES
MANAGEMENT OF SUPPORT GROUP HR FUNCTION
UNIT SPECIFIC SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT
Attract, reward and retain high quality staff
Purchase advertising space in recruitment media
Place adverts in recruitment media
Act as a consultancy in relation to advertisement placing
All business areas within the Support Groups – ability to attract and retain key talent.
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UNIT SPECIFIC SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT
Administer the quick rewards service and support the annual contribution reward process
Grade all new jobs and regrade existing jobs
Provide training in writing job descriptions
Provide training in recruitment skills
Provide information to managers on market pay
Maximise organisational and individual performance
Provide strategic HR advice to management on restructuring and change management
Support managers with case work – absence, health, capability, grievance and disciplinary
All business areas within the Support Groups – maximise performance to deliver organisational objectives.
MEASURES OF SUCCESS
SERVICE OFFERING
HOW DO WE KNOW WE HAVE SUCCEEDED?
Attract, reward and retain high quality staff
Reputation, Ability to recruit high quality staff, Ability to issue contracts and pay staff correctly, Accurate HESA return, Availability of pay benchmarking information to support consideration of promotion and pay cases, Impact on REF results
Success of specific campaigns e.g. Chancellor’s Fellows, Individual Senior Recruitment exercises, ability to attract staff from outside the UK. Ability to respond quickly and with robust data to out of cycle pay and promotion requests. Availability and ease of access to appropriate agency frameworks for different types of recruitment
Measure employee turnover and monitor absence levels. Analyse response rates to recruitment advertising. Analyse contribution reward statistics
Create positive and inclusive working environment
Reputation (internally and externally) External awards – Athena SWAN, Race Equality Charter Mark, Carer Positive award, impact both internally and externally – external recognition in the form of awards – Athena SWAN, Race Equality Charter Mark, Carer Positive Award, Scottish Business Pledge, Aurora Programme, EDMARC data reporting, Family friendly policies, including maternity and shared parental leave, flexible working
Departments achieve local recognition through Athena SWAN departmental awards. Minority groups feel they have a voice in the University, The University makes progress in addressing the gender pay gap and in representation of women and other minority groups on senior level Boards and Committees. Staff with disabilities are supported to be able to contribute to their full potential
Ensure legislative compliance
Reduced risk and occurrence of: Loss of licences Fines Legal claims Reputational damage
Maximise organisational and individual performance
Universal application of Annual Review processes. Leaders, managers and staff have the skills to carry out the roles they are employed to carry out. Change is managed effectively, Future managers and leaders are offered appropriate development before moving in to a leadership or management role
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COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Attract, reward and retain high quality staff
1 1 1 1 1 Staff
Maximise organisational and individual performance
1 1 1 1 1 Staff
Ensure legislative compliance
1 1 1 1 1 Staff
STAFF 80 % STUDENT 20 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Create positive and inclusive working environment
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
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INTERNATIONAL OFFICE
This Statement describes the services provided by the International Office in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the International Office provides
The International Office is the University’s professional services hub for international engagement and
partnership. It develops and delivers global opportunities and provides professional support and advice on
projects, partnerships and collaborations across the world.
The International Office leads and manages global citizenship and mobility, develops strategic collaboration and
partnership and supports the University’s international community. The Office promotes the University overseas
to ensure that Edinburgh is first choice in the minds of the world.
The International Office provides professional expert advice, services and guidance to international students and
staff. The Office provides specialist support services for staff relating to international collaboration, exchange and
recruitment and for international students relating to welfare, visa and immigration advice.
The International Office leads and supports the delivery of the University’s international strategy working closely
with the Vice Principal International. The Office coordinates the University’s strategic engagement overseas, the
four Global Academies and the University’s four offices in East Asia, South Asia, North America and Latin America.
The International Office creates and develops opportunities for the University internationally. We deliver new
collaboration and exchange pathways and opportunities for students and staff. The Office manages the
University’s external engagement, high level visits and membership of international consortia.
The purpose of the International Office is to advance and support internationalisation by creating global
partnerships and opportunities, recruiting students from overseas and implementing and supporting the
University’s global vision and ambition.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Support University's internationalisation agenda
Student immigration
Supports recruitment and retention of non-EU international students –Protects and maintains University’s Tier 4 Home Office licence
Provides only authorised immigration advisory service for all students who require this at the University c7,000 non-EU international students
Supports delivery of an expanded global student community as part of the University’s Strategic Plan
Provides support pre and post arrival for international students and for staff across the University with regards to Tier 4 policy, guidance, training and advice.
University Student Mobility
Responsible for management of the University’s participation in the European Union’s Erasmus+ programme for all student and staff mobility. Grants received and managed annually for Erasmus+ are c3 million Euros.
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Managing and coordinating the University’s exchange agreements with over 300 partners across 42 overseas nations.
Creating Go Abroad opportunities for over 1000 Edinburgh students every year and management of the Principal’s Go Abroad Challenge Fund.
Manging the recruitment of Visiting Undergraduate students from overseas with value of £7 million per year in fee income.
Protecting and maintaining the University’s ERASMUS Charter with the UK national agency and European Commission to enable University wide participation in and funding for EU mobility schemes.
Promote Go Abroad opportunities, provide assistance to staff and guidance to the University’s exchange coordinator network.
Provide emergency assistance and support for Edinburgh students overseas on Go Abroad programmes.
International student recruitment
Responsible for managing the University’s non-EU international recruitment operation and outreach programme annually.
International student recruitment (non-EU) returns annual unrestricted tuition fee revenue of c£115 million per year.
Provision of guidance, assistance and advice to non-EU international applicants to the University.
Manage and coordinate the University’s international education agent network of 42 legally appointed and contracted agencies.
Services for international students; application advice, information sessions, campus tours, specialist advice on translation and equivalency of overseas qualifications; pre-departure advice and guidance.
Services for university staff; training, reporting and specialist guidance for admissions staff on overseas qualifications and education systems.
Key liaison with international schools, School and College counsellors, British Council Education UK; British Embassies and scholarship providers.
Supporting international recruitment priorities for Schools, Colleges and supporting visits to the University.
University overseas offices/ International student recruitment
Management and operational responsibility for the University’s offices in North America (New York City); Latin America (Santiago); East Asia (Beijing) and South Asia (Mumbai).
Supports regional engagement by the University across these geographic areas with regards to partnerships, fundraising, industry engagement, alumni, recruitment, profile and position.
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Provide intelligence on opportunities, work with key professional services, academic staff and advance the University’s position as a partner in key areas.
Support University’s external engagement in each region and delivering high impact events, meetings and support to the University community for advancing our engagement in each region.
Advice and guidance on international partnerships
Deliver global projects that support and advance our engagement, profile and partnerships.
Manage the University’s strategic partnership network and agreements.
Management of the University’s engagement with global consortia and networks from U21, COIMBRA and LERU.
Coordinate and support partnership with the Global Academies.
Supporting the University’s 8 International Regional Deans and Global Office network
Communication of key international engagement opportunities and funding.
Professional advice and support for advancing the University’s global collaborations and engagement
Coordination and management of high level inward and outward institutional visits and delegations.
International Student support
Operate orientation and induction activities for all non-UK international students at the University (15,800 students). Includes airport welcome service, international day, international student guide, online information and social events for new students.
Provide the only OISC authorised visa and immigration service for international students at the University. Provision of pre and post visa application support, advice and guidance.
Provide social and cultural welfare support; overseeing the International Student Centre; Operating the Go Connect Scheme; Liaison and advocacy relating to international student affairs and coordinating international cultural events for students with EUSA and other support services.
External engagement / liaison
The International Office is the key contact for a range of local, national and international organisations and agencies. The International team are the hub for connections, contacts and relationships across domestic governmental and NGO's, overseas diplomatic, trade and cultural representatives in Scotland and across the UK.
The International Office leads on international issues relating to the University across teaching, learning and research and leads the University's relationships in these areas across the Scottish and UK governments, British Council, City Council and
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
sector organisations with international remits (Russell Group, LERU, Universitas 21, FCO, UKCISA, DFID, DBIS, Scottish Enterprise, Universities Scotland and Universities UK).
The International Office connects the University with UK and overseas diplomatic representation from UKTI, SDI, British Council to the Science and Innovation network. The International Office is the key unit for delivering high level external visits from overseas from overseas universities and other partner organisations
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Support International Students in the University of Edinburgh experience
Welfare and induction of international students
All non-UK international students at the University and all non-UK entrant international students each year (September and January).
Benefit: Student experience
International Students
Promote the university and provide advice and visits to prospective students
All non-EU international student applicants, advisers, counsellors and education agent network.
Benefit: Provision of high quality advice and guidance for international applicants.
Benefit: University international student recruitment increases
Provision of student events information and similar (e.g. Gather Festival)
All international and domestic students across the entire University community and staff.
Benefit: Student and staff intercultural and global engagement across the community
Emergency support and liaison
Students and also staff. Provision of coordinated and managed emergency student support, advice, guidance and assistance. Staff across the University are supported with regards to single command in relation to emergency situations.
Benefit: Student experience and emergency support for students.
Benefit: Protection of University reputation
Benefit: Staff assisted within University regarding coordinated and professional action
Support University of Edinburgh students when Going Abroad (internationalisation agenda)
Go Abroad promotion, advice, assistance and support
Students and staff across the University at all levels of study and in all areas of the University
Student
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Benefit: Students supported in securing and applying for international opportunities during their degree
Benefit: Students in one single location for all services in this area
Benefit: University with regards to rising student demand for go abroad and reputation and recruitment of students
Benefit: Staff supported by provision of central advice, service and support
Support staff as part of the internationalisation agenda
Support staff on visits to prospective students
University staff
Prospective students
Benefit: Students and staff undertaking recruitment activity, professionally coordinated and managed
Benefit: Delivering high quality, professional advice for applicants overseas
Staff
Develop Go Abroad partnerships
Staff
Students
External partners and universities
University overseas offices
Benefit: University global engagement, increased student and staff mobility, more international partnership with key regions and nations, profile and reputation as a world leading university.
Supporting International opportunities for staff
All Staff
Benefit: Staff supported in securing and applying for Erasmus staff mobility placements
Benefit: Via funds secured by the IO, staff university-wide are given enhanced opportunity to access partnership/staff mobility opportunities and funding under Erasmus+ International Credit Mobility. (€1,157,060, which corresponds to 21% of the total budget allocated by the British Council this year)
International Recruitment
Prospective students
International schools, colleges and universities
International education agents
University of Edinburgh
Staff community at University
Benefit: Provision of high quality international recruitment and development service in professional, managed operation.
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Benefit: Protection and advancement of the University’s international reputation
Benefit: Services, training and advice for staff relating to overseas admissions, qualifications, support for increasing recruitment and new programme development
Support the development of overseas partnerships including visits
University staff
University senior management
Overseas external partners/organisations
Benefit: Professionally managed and high impact visits and events
Benefit: Augmenting and protecting the University’s reputation
Benefit: Advancing the University’s global partnerships and engagement at high level
Advice and support for advancing the University’s internationalisation agenda
External partners and stakeholders
University staff
University senior management
External engagement and partnerships
University regional office operations
Benefit: Professional service, support and strategic advice on advancing the University’s global partnership and engagement
Benefit: External engagement with key national, local and international partners, stakeholders and organisations. For example; overseas universities; City Council; Scottish Government; UKTI; FCO; Embassy network; Diplomatic representation in the UK; Sector groups and associations.
Benefit: Advancing and protecting the University’s reputation
Benefit: Delivering the University’s strategic aims and vision with regards to internationalisation
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MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Support International Students in the University of Edinburgh experience
International student intake increasing
Levels of international student satisfaction via student survey, NSS, ISB and low levels of attrition/complaints
Support University of Edinburgh students when Going Abroad (internationalisation agenda)
Student feedback on National Agency survey relating to ERASMUS
Low levels of complaints and issues arising before, during and after Go Abroad opportunities
Rising student demand and interest in going abroad
Support staff as part of the internationalisation agenda
Increasing partnership globally
Successful projects and partnerships being advanced globally
Protection and advancing the University’s global reputation
No reputational damage due to global engagement
Increased income generation
Increased student and staff mobility
University global rankings – international recruitment, partnership and engagement are metrics
Support University's overseas offices
Increased recruitment
Increased mobility
Increased media coverage
Increased profile, influence and impact in region/nation
Increased partnership with organisations, businesses and academia in region
Increased income generation
Increased alumni engagement and fundraising
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Support for University from overseas offices + Support staff as part of the internationalisation agenda
1 1.25 0 0.8 1 Staff
FT UG FT PG DL PT US PT S & OLL
Support University of Edinburgh students when Going Abroad
1 1 0 1 1 Student
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(internationalisation agenda)
Support International Students in the University of Edinburgh experience
International Fee Paying Students
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LEGAL SERVICES
This Statement describes the services provided by Legal Services in the support of the University of Edinburgh’s
strategic and operational goals. This statement provides clarity about the general and specific services that Legal
Services provides in support of the University’s operational and strategic goals. Our customers agree that the
services outlined below support their strategic and operational goals.
The purpose of Legal Services is to:
Advise the University regarding its legal responsibilities in its decision making – particularly the
University’s governing body – the University Court
Assist and advise the University’s senior management team in relation to legal matters
Help the University make advantageous contracts which address risk appropriately
Advise the University regarding claims made against it and pursue the University’s interests in making
appropriate claims
Assist the University to address its legal responsibilities pursuant to the complex statutory framework
under which it operates.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Regulatory, legislative and compliance support
The Legal Services team provides legal support and advice to Schools, Colleges, Support Groups and Support Services in relation to legislative and regulatory compliance across the range of regulation and legislation impacting the HE sector and the University. In particular Legal Services supports the University Court, through the University Secretary and colleagues in Governance and Strategic Planning, in good decision-making and effective governance
The support provided by Legal Services assists the University with regulatory and legislative compliance. Breach of the University’s legal duties would/could result in civil and criminal penalties including financial penalties (depending on the law in question) and reputational damage.
The provision of in-house legal support also decreases and helps to manage the University’s external legal support spend.
Procurement legal support
The Legal Services team provides legal support to Procurement colleagues and to Schools, Colleges, Support Groups and Support Services interacting with Procurement colleagues and/or involved in procurement activity and assists in ensuring sustainability in Procurement.
The support provided by Legal Services assists the University with procurement compliance and ensuring that the University obtains the best service or goods.
Breach of procurement legislation would result in financial penalties and reputational damage.
The provision of in-house legal support also decreases and helps to manage the University’s external legal support spend.
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Research and commercialisation legal support
The Legal Services team provides legal support and advice to ERI and colleagues in the Schools and Colleges in connection with their research and commercialisation activity.
The support provided by Legal Services assists the University with securing and increasing its research and commercialisation income and also ensuring that the University is not breaching the law or its contractual obligations or accepting risk which is not in accordance with the University’s risk appetite.
The provision of in-house legal support also decreases and helps to manage the University’s external legal support spend.
Strategic/University wide project support
The Legal Services team provides legal support to colleagues in the Support Groups and Colleges and the University Court in relation to projects of strategic importance to the University, e.g. strategic UK or International funding bids, mergers and strategic alignments and novel/contentious collaborations.
The support provided by Legal Services assists the University with protecting its interests and complying with the law. Early involvement of Legal Services supports clear and good governance and assists with the adoption of appropriate legal structures.
The provision of in-house legal support also decreases and helps to manage the University’s external legal support spend.
Student services legal issues
The Legal Services team provides legal support to colleagues in USG and in the Colleges and Schools in connection with legal issues associated with the student population, including complaints, conduct issues, regulatory and legal requirements, support service provision etc.
The support provided by Legal Services assists the University with complying with its duties to the student population and supporting the University in relation to contentious legal issues.
The provision of in-house legal support also decreases and helps to manage the University’s external legal support spend.
University operations legal support
The Legal Services team provides legal support to colleagues in the Colleges, Schools, Support Groups and Support Services in relation to a broad spectrum of legal/operational needs, e.g. branding and reputation, charity and regulatory issues, collaborations, contracts, disputes, estates matters, financial legal matters, fundraising matters, HR matters, international matters.
The support provided by Legal Services assists the University with protecting its interests and complying with the law.
The provision of in-house legal support also decreases and helps to manage the University’s external legal support spend.
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UNIT SPECIFIC SERVICES
UNIT SPECIFIC SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT
CMVM Legal support
50% of the cost of one solicitor who works in CMVM 3 days per week (2 days on a specific project).
CMVM - Significant, dedicated legal support for £11.5M Proteus Project involving highly regulated clinical trial with numerous interactions with industry. CMVM wish the experience gained to be used in other large translational medicine projects in CMVM.
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Procurement legal support Satisfied colleagues, minimal legal challenge and managed external legal spend.
Regulatory, legislative and compliance support
Satisfied colleagues, minimal legal challenge and managed external legal spend.
Research and commercialisation legal support
Satisfied colleagues, minimal legal challenge and managed external legal spend.
Strategic/University wide project support
Satisfied colleagues, minimal legal challenge and managed external legal spend.
Student services legal issues
Satisfied colleagues, minimal legal challenge and managed external legal spend.
University operations legal support
Satisfied colleagues, minimal legal challenge and managed external legal spend.
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STRATEGIC PLANNING PORTFOLIO
This Statement describes the services provided by the portfolio of services managed by the Deputy Secretary,
Strategic Planning Unit in the support of the University of Edinburgh’s strategic and operational goals. This
statement provides clarity about the general and specific services that the portfolio provides in support of the
University’s operational and strategic goals. Our customers agree that the services outlined below support their
strategic and operational goals.
The purpose of the portfolio is to support effective strategic planning, student recruitment, good governance and
influence over public policy. We effect that through the below areas of work:
Strategic planning
o To promote and facilitate strategic thinking across the University
o To continually improve the University's planning and resource allocation processes in order to
strengthen the link between strategy and action
o To obtain, analyse and publish information to enable the University and its constituent parts to
take informed decisions and develop strategic and operational plans
o To help the University implement plans and to monitor/report on progress against targets
o To engage effectively with the Scottish Funding Council and HESA
o To manage the preparation of the University's Research Excellence Framework submission
Governance
o To enable the University's Court to ensure that the University is effectively governed
o To facilitate and support the business of Court and its committees
o To review the effectiveness of Court and its sub-committees at regular intervals
Public policy
o To provide policy advice to the Principal and senior university officers and support the Principal
in influencing public policy in relation to higher education
o To undertake political analysis, scenario planning and to coordinate production of the
University's responses to government consultations
o To maintain good relations with the University's contacts in the political sphere, including alumni
parliamentarians
o To work with academic colleagues in supporting the University's knowledge transfer in relation
to policy, in part through the Public Policy Network
Student Recruitment & Admissions
o To lead the design, development and implementation of the University of Edinburgh’s strategy for student recruitment, admissions, induction and widening participation; ensuring the University meets is legal requirements in relation to these services.
o To represent the University externally, organises on campus recruitment and induction activity and support the admissions process.
o To provide support, guidance, and advice to staff across the University by making effective use of research and market intelligence, and empowers internal and external stakeholders to make good decisions.
Records Management & Information Governance o To ensure that the University is supported to progress its strategic objectives while protecting
the privacy of individuals (statutory compliance functions) maintaining appropriate records to support good governance and responding to legitimate FOI and Subject Access Requests.
The Strategic Planning Portfolio consists of:
Governance & Strategic Planning
Student Recruitment And Admissions
Records Management & Information Governance
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UNIVERSAL ACTIVITY
UNIT DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Governance & Strategic Planning
Influence HE Policy & support UoE strategic planning/thinking and performance management through provision of evidence/insight
Better understanding of university context leads to fewer incidences of opposition between university strategy and funding body objectives
Colleagues across the University are well informed about the policies and processes relating to collaborative activity and have access to a clear guidance which outlines the University’s strategy in relation to collaborations
Senior staff are well informed and able to effectively lobby at the relevant level
Manage strategically focused Business Planning functions
Optimising decision-making
Qualitative and quantitative evidence
Funding & Statistical returns (compliance)
Ensures full compliance with regulatory bodies
Maintain and improve reputation
Receive all funding to which we are entitled
Ensures appropriate interpretation of statistics in key rankings – impacting on reputation.
Simple, transparent & effective Governance system
Enhanced reputation through effective representation to/engagement with key partners
Effective decision making supporting both risk management and value for money.
Key operational strategies/activities aligned with University objectives/aspirations
Student Recruitment & Admissions
Compliance
Reduced risk of legal action against the University
Protection of University’s reputation
Contribution to meeting Outcome Agreement targets required for the University’s block grant
Expert advice and guidance provided to University management and staff
Ability to anticipate and respond appropriately to external drivers and changes that may impact on admissions, recruitment and widening participation
Contribution to setting and meeting recruitment and WP targets
Training, support and guidance for University staff
Enhanced recruitment activity carried out at College/School level
Consistency in recruitment approaches and marketing messages across the University to comply with CMA requirements
Reduced duplication
Representing the University Reputational benefits
Influence Government and sector policy development
Identifying and sharing good practice
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UNIT DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Data analysis and research Meet reporting requirements for external funding
Meet reporting requirements of SFC/Scottish and UK Governments
Evidence to inform strategic planning
Evidence to inform research and service development
Evidence and expert analysis to inform evaluation
WP policy development Reputational benefits
Contributes to meeting WP targets
Enhanced student experience
Admissions policies and projects Clear, compliant policies to enable confident processing of applications
Centrally administered admissions services
Effective oversight of UCAS admissions cycle
Fair, transparent processes for consideration of admissions-related appeals and complaints
WP outreach and project activity designed to raise aspirations, including partnership projects
Strategic importance of WP as set out in 2012-16 Strategic Plan theme: Equality and Widening Participation
Helps to deliver on University’s community engagement targets
Support for staff working at College/School level on WP
Records Management & Information Governance
Advisory role to senior staff and key projects based on specialist knowledge of key data protection and information management legislation.
Key projects and activities have an appropriate approach to compliance. Avoiding delays in implementation and/or subsequent redesign and therefore carrying appropriate risk and cost.
Development and delivery of training and awareness-raising activities in relation to University’s statutory responsibilities
Impacts across all aspects of University activity and record keeping.
Particularly key in relation to induction of new staff.
Guidance & advice to staff in relation to records management (retention etc) and data protection.
Impacts across all aspects of University activity and record keeping
Operational management of Central Records Repository and of Freedom of Information Requests & Subject Access Requests.
Operation of effective FOI management practice protects the reputation of the University while minimising the impact/cost to operational teams in the University.
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UNIVERSITY SERVICES
UNIT DETAILS CUSTOMER & BENEFIT COST DRIVER
Student Recruitment & Admissions
Information, advice and guidance for prospective students, their advisers, offer holders and new students
Colleges and Schools :
Better informed new students who can engage more quickly and settle into their degree programmes faster
New students who require less support than previously
Improved retention
‘One stop shop’ for staff in the Central Services and Schools who want to know about Induction activities and enhancements (staff are amongst the biggest users of the New Student website)
Central resources which do not need to be replicated locally
Student
Support for matriculated WP students
Colleges and Schools:
WP projects support student retention, attainment, outcomes & employability
improve transitions through/out of the University
WP projects support development of innovative learning and teaching initiatives
Student
Events
Colleges and Schools:
Coordinated and consistent institutional approach to pre-arrival and induction
Central activities and resources which do not need to be replicated locally
High-profile events attract high-quality applicants
University-wide Open Days reduce number of requests for individual [school] visits/tours.
Centrally-organised on-campus events enable efficiencies to be made e.g. in room bookings, catering, transport logistics, and staffing
Better informed students are more likely to submit good quality applications
EUSA:
Collaboration on Academic Fair
Student
MEASURES OF SUCCESS
SERVICE OFFERING
HOW DO WE KNOW WE HAVE SUCCEEDED?
Governance & Strategic Planning
Improvement in relationship with Scottish Government/SFC
Clear recognition of importance/contribution of Higher Education in public sector documents.
Engagement on key policy issues.
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SERVICE OFFERING
HOW DO WE KNOW WE HAVE SUCCEEDED?
Business plans demonstrate strong alignment with University aspirations and improving accuracy of financial projections
Court/PRC demonstrate confidence in business plan processes.
Strategic performance measurement connected into business plans and CMG
Improvement in relationship with Scottish Government/SFC based on confidence that position is clear/data is robust.
Returns are compliant, based on effective planning, mitigating clawback potential.
Exception Committee used to progress “opportunities” rather than “resolve” issues.
Student Recruitment & Admissions
No legal action
Colleges and Schools meet their targets for new students
Number of complete, good quality applications from qualified applicants
New student survey feedback
Admissions related complaints <10 per year
Number of appeals <0.05% of total applications
Increase in the number of successful applications from applicants who have engaged with PG activities, above 2015 baseline
Increase in the number of University of Edinburgh students who successfully progress from UG to PG studies, or continue their PG studies beyond the end of their current programme, above 2015 baseline
Colleges and Schools meet targets for PG and ODL recruitment
Measurable increases in applications from targeted groups currently underrepresented in the PG applicant pool, and subsequent increases in those groups within the student cohort
Records Management & Information Governance
Positive relationship with senior staff across the University ensures early knowledge of/engagement with strategic projects during their development phase.
Data Protection approaches, particularly for international and collaborative projects, are addressed during development phase rather than retro-fitted.
Advice acknowledged as “business-focused”.
Number of Data Protection breaches are minimised because of good levels of general awareness of DP legislation embedded in core processes as “normal business”.
Positive reputation with ICO and SPSO in relation to Reasonableness of core practice.
Number of Data Protection breaches are minimised because of good levels of general awareness of DP legislation embedded in core processes as “normal business”.
Positive reputation with ICO and SPSO in relation to Reasonableness of core practice.
Proportion of FoIs/SARs responded to within compliance deadlines. Currently standing c.94%. Appeals/referrals to ICO are minimised.
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Admissions activities 2 1 0.25 0.25 0.05 Student
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GOVERNANCE & STRATEGIC PLANNING
This Statement describes the services provided by Governance and Strategic Planning in the support of the
University of Edinburgh’s strategic and operational goals. This statement provides clarity about the general and
specific services that Governance and Strategic Planning provides in support of the University’s operational and
strategic goals. Our customers agree that the services outlined below support their strategic and operational
goals.
The purpose of Governance and Strategic Planning is to enable the University to achieve our strategic objectives
through insight, planning and effective governance structures and mechanisms.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Influence HE Policy & support UoE strategic planning/thinking and performance management through provision of evidence/insight
Qualitative and quantitative evidence
Maximise income to university and sustainability of sector
Centre of detailed knowledge with which to influence their methodologies by constructive critique.
Positively influencing press and public in response to their requests for info, by professional measured responses
Enabling and optimising strategic decision-making
Identification and response to key strategic issues
Guidance, analysis and interpretation to key strategic issues
Better understanding of university context leads to fewer incidences of opposition between university strategy and funding body objectives
Colleagues across the University are well informed about the policies and processes relating to collaborative activity and have access to a clear guidance which outlines the University’s strategy in relation to collaborations
Senior staff are well informed and able to effectively lobby at the relevant level
Manage strategically focused Business Planning functions
Qualitative and quantitative evidence
Enabler for refinement of plans to fit needs and resources - able to make well-informed decisions on organisational resourcing
Develop, draft, produce and facilitate the implementation of the University’s Strategic Plan
Optimising decision-making
Qualitative and quantitative evidence
Funding & Statistical returns (compliance)
Management of the Outcome Agreement process.
Completion of SFC Early/Final Student Statistics.
Support for HESA returns
Maintain and improve reputation
Receive all funding to which we are entitled
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Statistical input to major ranking exercises
Co-ordination of REF input projects
Ensures appropriate interpretation of statistics in key rankings – impacting on reputation.
Simple, transparent & effective Governance system
Management of Court and Court Committee business and effectiveness
Court and Rectoral appointments
Ordinances
Co-ordination of Honours
Engagement/response to changes in Good Governance/Governance Bill
Management of Fees Strategy Group, Recruitment & Admissions Strategy Group & Research Strategy Group
Enhanced reputation through effective representation to/engagement with key partners
Effective decision making supporting both risk management and value for money.
Key operational strategies/activities aligned with University objectives/aspirations
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Influence HE Policy & support UoE strategic planning/thinking and performance management through provision of evidence/insight
Improvement in relationship with Scottish Government/SFC
Clear recognition of importance/contribution of Higher Education in public sector documents.
Engagement on key policy issues.
Manage strategically focused Business Planning functions
Business plans demonstrate strong alignment with University aspirations and improving accuracy of financial projections
Court/PRC demonstrate confidence in business plan processes.
Strategic performance measurement connected into business plans and CMG
Funding & Statistical returns (compliance)
Improvement in relationship with Scottish Government/SFC based on confidence that position is clear/data is robust.
Returns are compliant, based on effective planning which mitigates the potential for clawback etc.
Simple, transparent & effective Governance system
Exception Committee used to progress “opportunities” rather than “resolve” issues with existing approvals.
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STUDENT RECRUITMENT AND ADMISSIONS
This Statement describes the services provided by Student Recruitment & Admissions in the support of the
University of Edinburgh’s strategic and operational goals. This statement provides clarity about the general and
specific services that Student Recruitment & Admissions provides in support of the University’s operational and
strategic goals. Our customers agree that the services outlined below support their strategic and operational
goals.
The purpose of Student Recruitment & Admissions is to lead the design, development and implementation of the
University of Edinburgh’s strategy for student recruitment, admissions, induction and widening participation, and
to ensure the University meets is legal requirements in relation to these services. Student Recruitment &
Admissions represents the University externally, organises on campus recruitment and induction activity and
supports the admissions process. SRA provides support, guidance, and advice to staff across the University by
making effective use of research and market intelligence, and empowers internal and external stakeholders to
make good decisions.
Whilst many student recruitment and widening participation activities are directed at UK and EU/EEA applicants to
full-time undergraduate or postgraduate programmes, Student Recruitment & Admissions is also responsible for a
wide range of services that cover all students including international students, part-time students, online distance
learning students, visiting students and in some cases students on short course and credit for entry programmes.
These responsibilities include compliance; expert advice and guidance; admissions policies and central admissions
services; training, support and guidance for University staff; much data analysis and research; open days and
online attraction and conversion events, and all pre-arrival and induction activities.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Compliance
Legislation (Equality Act / Children and Young People (Scotland) Act / Freedom of Information / Data Protection)
Quality Code Chapters B2 and B11
Consumer Markets Authority requirements
Outcome Agreement requirements
Scottish Government/Scottish Funding Council requirements e.g. Gender Action Plan / Care Leavers’ strategy / Commission on Widening Access
Reduced risk of legal action against the University
Protection of University’s reputation
Contribution to meeting Outcome Agreement targets required for the University’s block grant
Expert advice and guidance provided to University management and staff
Keep informed about national trends and initiatives, Government policies and requirements, and the wider market environment.
Provide expert interpretation and advice to Colleges, Schools and University senior management to inform strategic planning and enable effective responses to issues raised by applicants, advisers, sector-related bodies, elected representatives etc.
Gather, collate and disseminate market insight, information on trends and competitor behaviour.
Ability to anticipate and respond appropriately to external drivers and changes that may impact on admissions, recruitment and widening participation
Access to expertise to advise on strategic planning
Contribution to setting and meeting recruitment and WP targets
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Lead and contribute to major internal projects, e.g. regarding Equality and Diversity, student experience, graduate employability, transitions
Training, support and guidance for University staff
Manage University student recruitment and admissions annual training programme
Coordinate and deliver face-to-face and online training and staff development opportunities for University staff involved in recruitment, admissions and induction activities
Develop guidance materials for recruitment, admissions and induction staff across institution
Advise Schools on enhancement of induction programmes
Manage University-wide stakeholder groups to share and embed good practice
Advise colleagues on individual applications for admission and the implementation of policy
Trained staff facilitating consistent approach to recruitment, admissions and conversion, and adoption of good practice consistent with legal and regulatory requirements.
Expert advice and guidance
Enhanced recruitment activity carried out at College/School level
Consistency in recruitment approaches and marketing messages across the University to comply with CMA requirements
Reduced duplication
Staff development
Representing the University
Engage with national strategic planning bodies e.g. SFC, Scottish Government, UCAS and sector bodies, e.g. Universities Scotland, Universities UK, Russell Group, Supporting Professionalism in Admissions, Quality Assurance Agency, Equality Challenge Unit
Present at conferences across the UK, Scottish Parliament and political party events
Inform and coordinate University responses to national and sector consultations, e.g. UCAS name-blind application consultation, Commission on Widening Access, SFC Gender Action Plan
Reputational benefits
Influence Government and sector policy development
Identifying and sharing good practice
Data analysis and research
Collect and collate data and feedback from event and activity participants to enable analysis and reporting
Provide data reports for statutory and local reporting purposes, including Freedom of Information requests, complaints and appeals
Provide data reports for externally funded projects
Provide data reports to inform strategic planning and policy development
Analyse data for evaluation purposes
Provide data reports for academic research and/or development of services
Meet reporting requirements for external funding
Meet reporting requirements of SFC/Scottish and UK Governments
Evidence to inform strategic planning
Evidence to inform research and service development
Evidence and expert analysis to inform evaluation
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Run, analyse and report on New Student Survey
Commission, conduct and disseminate research into WP and admissions to inform University and sector strategy and policy
WP policy development
Develop, support and oversee the implementation and communication of contextualised admissions
Reputational benefits
Contributes to meeting WP targets
Enhanced student experience
Admissions policies and projects
Develop, implement and review of admissions policies and procedures on a regular basis to meet compliance requirements and best practice standards
Develop, support and oversee the implementation and communication of contextualised admissions
Carry out overarching Equality Impact Assessments of all pre-application, application, post-application activity and related policies and procedures
Assess new and revised UK and EU qualifications for entry purposes, and advise Admissions Qualification Subgroup
Compliance
Clear, compliant policies to enable confident processing of applications
Trained staff
Support in using admissions policies
Expert information and advice
Informed applicants submitting good quality applications
Reputational benefits
Contributes to meeting WP targets
Centrally administered admissions services
Support and maintain the UCAS admissions cycle
Engage with UCAS planning and systems development
Investigate and respond to admissions-related complaints and appeals
Review applicant criminal convictions and convene meetings of the Student Disclosure Assessment Panel
Reputation
Effective oversight of UCAS admissions cycle
Fair, transparent processes for consideration of admissions-related appeals and complaints
Clear arrangements for consideration of relevant, unspent criminal convictions
WP outreach and project activity designed to raise aspirations, including partnership projects
Primary and early secondary initiatives (part externally funded)
College links
Lectures, talks
Work experience
Game Changer (public social partnership with Hibernian F.C.)
Educated Pass (with West Lothian College, Edinburgh College, Scottish Youth Football Association) (part externally funded)
Football MOOC (with Academy of Sport)
“More than a game” credit bearing course (delivered through the Centre for Open Learning; joint taught delivery by WP and Academy of Sport)
Reputational benefits through the contribution to societal gains
Strategic importance of WP as set out in 2012-16 Strategic Plan theme: Equality and Widening Participation
Helps to deliver on University’s community engagement targets
Provides opportunities for students to engage in voluntary work and personal development
Contributes to research into what works re WP
Support for staff working at College/School level on WP
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UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Partnerships to deliver credit-bearing outreach with School of Geosciences. New programmes being developed, e.g. with School of Mathematics and Edinburgh College of Art
Sutton Trust Summer School
Kickstart Summer School
Beath and Newbattle university experience week
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Information, advice and guidance for prospective students, their advisers, offer holders and new students
Training events for external advisers
Design and deliver training events for teachers and advisers, to promote opportunities available across all three Colleges at the University and improve understanding of admissions policies and procedures. [3 events in 2016, Edinburgh, Leeds, London]
Colleges and Schools
Increased understanding of University of Edinburgh experience, entry requirements and admissions policies by key influencers
Better informed applicants provide better applications
Positive relationships developed with key external stakeholders
FT UG
Provide information and handle enquiries for prospective students and their advisers
Provide information, advice and guidance on admissions policies, processes and procedures for prospective UG and PG students and their advisors through a variety of media
Develop web and print content for prospective applicants and advisers, including e-comms campaign for prospective students
Lead development of PG web strategy
Manage enquiries from prospective students, applicants and advisers face-to-face, by telephone, email and on social media
Colleges and Schools:
Improve coordination, coherence and consistency of IAG across the University
Information provided by central service reduces risk on non-compliance with CMA guidelines and other legal requirements
Coordinated recruitment activity reduces risk of duplication
Better informed students are more likely to submit good quality applications
Sharing of best practice
FT UG
FT PG
DL
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Coordinate use of technical solutions to improve web information (e.g. import of PURE data/FindaPhD/‘PhD Finder’ tool)
Coordinate PG communications through the implementation of the University’s Communications Strategy
Targeted UoE UG to PG student retention: ‘Postgrad Launchpad’ - events/activities/website for current UoE students considering PG study
Organise additional awareness raising with UoE WP students about PG study at Edinburgh
Represent University at recruitment and conversion events
UK undergraduate events include UCAS or school careers fairs, providing information about all University courses to potential students and their advisers (149 events in 2015)
Deliver in-school presentations to prospective students, parents and advisers across the UK on UoE, admissions and higher education (145 presentations in 2015)
Organise regional Offer Holder Events for those unable to make College/School-run Post Offer Visiting Days [10 events between March – April across UK, including WP-focused Scottish events]
UK/EU postgraduate attraction and conversion events, online and face-to-face
Lead UoE involvement in collaborative PG recruitment activity e.g. with Russell Group and Scottish HE sector
Colleges and Schools:
UG recruitment supports Colleges and Schools to deliver on strategic targets for student numbers, including WP targets
Central service attending events increases efficiency and reduces the potential for duplication of effort
Central team of UG recruitment officers are fully trained on latest best-practice and compliance issues e.g. CMA
Front-line outreach activity enables SRA to provide market insights to Colleges/Schools on recruitment issues
UG recruitment team have expertise to provide guidance on School-specific recruitment activity
Recruitment activity is designed to attract students who are a good fit for the University, and will deter unqualified and unsuitable students.
Conversion events support University objectives on improving induction and student experience
Centralised recruitment is a mechanism for addressing the diversity of the student body
FT UG
FT PG
DL
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Targeted outreach activity according to university objectives regarding quality and diversity of undergraduate body
WP outreach and project activity designed to recruit WP students, including partnership projects
Pathways to the Professions
Support for care leavers
Moving On (with OLL)
Reach Edinburgh (SFC-funded)
ACES (SFC-funded)
LEAPS (UoE contributes to running costs)
SHEP
SWAP
Reputational benefits through the contribution to societal gains
Strategic importance of WP as set out in 2012-16 Strategic Plan theme: Equality and Widening Participation
Contributes to meeting WP student recruitment targets
Contributes to diversity of student cohort
Engagement with WP projects helps transition into UoE and enhances student experience
FT UG
Develop and maintain informative resources and communications for offer holders and new students, and for staff
Develop and maintain New Student website and print and digital resources for offer holders, new students and their parents
Facilitate University-wide communications working groups with pre-arrival focus
Colleges and Schools :
Better informed new students who can engage more quickly and settle into their degree programmes faster
New students who require less support than previously
Improved retention
‘One stop shop’ for staff in the Central Services and Schools who want to know about Induction activities and enhancements (staff are amongst the biggest users of the New Student website)
Central resources which do not need to be replicated locally
FT UG
FT PG
DL
Postgraduate WP
Research and report on sector developments in PG WP
Analysis of UoE data and research to help define PG WP at an institutional level
Colleges and Schools:
Data and research to inform the development of PG WP initiatives
Sharing of good practice and sector developments
FT PG
Support for matriculated WP students
Support for matriculated WP students
Widening Horizons project
Peer mentoring
Contributing to the design and running of Edinburgh Award and SLICCs
Ongoing support to WP students after matriculation
Work with Careers Service to provide opportunities for WP students
Colleges and Schools:
WP projects support student retention, development, attainment, outcomes and employability
improve transitions through and out of the University
WP projects support development of innovative learning and teaching initiatives
FT UG
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Edinburgh Award
Student development through volunteering
SLICCs
Events
Organise university-wide on-campus recruitment events
3 x UG Open Days for potential applicants and their advisers (2015 UG Open Days attracted over 38,000 bookings, and 11,000 potential students registered at the events, most of whom were accompanied by at least one parent/adviser)
On-campus PG Open Day
Annual cycle of online PG recruitment events
Individual and school and college group visits
“So you want to be a …” WP-targeted events
High Flyers
Open Days provide a showcase for the University in an increasingly competitive UG market
High-profile events attract high-quality applicants
Events organised by Central service improves coordination of activities and reduces duplication
University-wide Open Days reduce number of requests for individual visits/tours to particular Schools
Centrally-organised on-campus events enable efficiencies to be made e.g. in room bookings, catering, transport logistics, and staffing
Better informed students are more likely to submit good quality applications
FT UG
FT PG
DL
UG and PG welcome and induction events
Manage University-wide welcome and induction events
Plan and coordinate of events and activities to improve collaboration and share good practice
Colleges and Schools:
Joined up approach to welcoming students
Coordinated and consistent institutional approach to pre-arrival and induction
Central activities to enhance induction provided locally
Central resources which do not need to be replicated locally
EUSA:
Collaboration on Academic Fair
FT UG
FT PG
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Admissions activities
No legal action
Colleges and Schools meet their targets for new students
Number of complete, good quality applications from qualified applicants
New student survey feedback
Admissions related complaints <10 per year
Number of appeals <0.05% of total applications
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SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
PG Recruitment
Increase in the number of successful applications from applicants who have engaged with PG activities, above 2015 baseline
Increase in the number of University of Edinburgh students who successfully progress from UG to PG studies, or continue their PG studies beyond the end of their current programme, above 2015 baseline
Colleges and Schools meet targets for PG and ODL recruitment
No legal action
Measurable increases in applications from targeted groups currently underrepresented in the PG applicant pool, and subsequent increases in those groups within the student cohort
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Admissions activities 2 1 0.25 0.25 0.05 Student
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RECORDS MANAGEMENT & INFORMATION GOVERNANCE
This Statement describes the services provided by the Records Management Section and the Head of Information
Governance in the support of the University of Edinburgh’s strategic and operational goals. Our customers agree
that the services outlined below support their strategic and operational goals.
The purpose of Records Management & Information Governance activities are ensure that the University is
supported to progress its strategic objectives effectively while protecting the privacy of individuals (statutory
compliance functions) maintaining appropriate records to support good governance and responding to legitimate
FOI and Subject Access Requests.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS UNIT SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Advisory role to senior staff and key projects based on specialist knowledge of key data protection and information management legislation.
Specialist knowledge and networks maintained.
Influence applied, leveraging networks, during development of new legislation.
Advice and support to senior management on business focused approach to implementation of new statutory requirements
Business focused advice to key projects/developments on strategies for compliance.
Head of Information Governance
Key projects and activities have an appropriate approach to compliance. Avoiding delays in implementation and/or subsequent redesign and therefore carrying appropriate risk and cost.
Development and delivery of training and awareness-raising activities in relation to University’s statutory responsibilities
Support network of practitioners across the University as first point of contact on FoI
Training for key staff to act as leads in specialist areas
General awareness training as part of wider University induction.
Refresher training/awareness on new issues or legislation
Records Management Section
Impacts across all aspects of University activity and record keeping.
Particularly key in relation to induction of new staff.
Guidance & advice to staff in relation to records management (retention etc) and data protection.
Development of general guidance documents articulating University’s statutory responsibilities and approach to implementation.
Specific instance guidance – for example in relation to use of CCTV and use of “own devices” on university networks.
Support in relation to individual queries and projects through the RMS “enquiry” service – for
Records Management Section
Impacts across all aspects of University activity and record keeping
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UNIVERSAL ACTIVITY GROUPING
DETAILS UNIT SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
example in relation to local retention schedules.
Operational management of Central Records Repository and of Freedom of Information Requests & Subject Access Requests.
Management of CRR files.
Management of FOI processes within statutory deadlines.
Triage of FOI to ensure appropriate senior management awareness of issues.
Management of responses to Subject Access Requests.
Records Management Section
Operation of effective FOI management practice protects the reputation of the University while minimising the impact/cost to operational teams in the University.
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Advisory role to senior staff and key projects based on specialist knowledge of key data protection and information management legislation.
Positive relationship with senior staff across the University ensures early knowledge of/engagement with strategic projects during their development phase.
Data Protection approaches, particularly for international and collaborative projects, are addressed during development phase rather than retro-fitted.
Advice acknowledged as “business-focused”.
Development and delivery of training and awareness-raising activities in relation to University’s statutory responsibilities
Number of Data Protection breaches are minimised because of good levels of general awareness of DP legislation embedded in core processes as “normal business”.
Positive reputation with ICO and SPSO in relation to Reasonableness of core practice.
Guidance & advice to staff in relation to records management (retention etc) and data protection.
Number of Data Protection breaches are minimised because of good levels of general awareness of DP legislation embedded in core processes as “normal business”.
Positive reputation with ICO and SPSO in relation to Reasonableness of core practice.
Operational management of Central Records Repository and of Freedom of Information Requests & Subject Access Requests
Proportion of FoIs/SARs responded to within compliance deadlines. Currently standing c.94%. Those out with timeframes are reported to ICO. Appeals/referrals to ICO are minimised.
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STUDENT EXPERIENCE SERVICES
This Statement describes the services provided by the Student Experience Unit in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the Student Experience Unit provides in support of the University’s operational and strategic goals. Our
customers agree that the services outlined below support their strategic and operational goals.
The purpose of the Student Experience Unit is to support an outstanding student experience through the delivery
of world class services.
The Student Experience Unit consists of:
Academic Services
Careers Services
Chaplaincy Service
Institute for Academic Development
Student Disability Service
Counselling Service
Student Administration
Student Systems
University (retail) Pharmacy
UNIVERSAL ACTIVITY
UNIT DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Academic Services
Support for Senate/Committees/Task Groups
Develop strategy, policy, guidance and frameworks that support the academic mission (for example University Teaching QA Process)
Strategic Projects of SVP + AP
Excellence in Education
Chaplaincy Service
Chaplaincy Services including emergency response and bereavement support
Outstanding student experience
Lifelong community
Social responsibility
Equality and WP
Institute for Academic Development
Strategic Academic Support including development of strategy, policy, guidance and frameworks that support the academic mission
Excellence in education and research
Outstanding student experience
People, infrastructure, finance (including income generation)
Student Disability Service
Develop strategy, policy, guidance and frameworks that support the academic mission
Statutory returns and compliance
Equality and widening participation
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UNIT DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Bursaries and Scholarships
Scholarships and Bursaries
Bursaries: “Equality and Widening Participation”
Scholarships: excellence in education and research.
Honorary Graduations
Honorary Graduations Reputation
Student Systems
Statutory returns and compliance
Student Record Systems & Maintenance
HESA Student and Overseas Returns, Key Information Set, data to support other key returns – SFC for instance.
Institutional student record system, processes and data. Core student record (EUCLID) to support student & academic lifecycle.
UNIVERSITY SERVICES
UNIT DETAILS CUSTOMER & BENEFIT COST DRIVER
Student Disability Services
Support for Disabled Students, in liaison with schools
Students/University: Disabled student retention and level of degree classification
University: Positive interactions with academic and other UoE colleagues
Student
Student Disability Services
Management of financial support process for disabled students accessing Disabled Students Allowance (DSA)
Students: Student support in place
University: Income generated.
Students/University: Funds managed and dispersed effectively and timeously.
Student
Student Administration
Student Funding and Fees
Applicants: timely and correct assessments
University: correct fees are paid.
Students - receive loan payments/ bursaries/childcare funds timeously
University – WP supported. Attracts applicants of high calibre to aid recruitment.
Student
Student Administration
Timetabling and room bookings
Students: Production and provision of personalised timetables enables students to have greater visibility of their teaching timetables. Students secure direct-bookings with ease and with no need to interact with a gatekeeper.
Staff: data modelling service offers administrative and support staff greater transparency of teaching delivery flexibility
University: Estate planning
Student
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UNIT DETAILS CUSTOMER & BENEFIT COST DRIVER
Student Administration
Student Administration
Students: We seek to deliver an exams timetable and experience which adheres to the students Radium profile.
Staff: Management of attendance-monitoring for all Tier 4 students during Semester 1 and 2 exams, as well as five points throughout academic year.
University: ensures the complex requirements of UKV&I regulations are always met and so reduces the risk posed to the Tier 4 licence.
Employers and other institutions: Provision of standard or bespoke documents for students and graduates.
Student
Institute for Academic Development
Student Support Students and Schools: tailored services and support Student
Academic Services
Academic Appeals + Discipline
All students – providing them with a fair and transparent process for appealing against academic decisions.
All students and academic and support staff – allowing the functioning of the academic community free from disruptive student behaviour.
Student
Careers Services
Employer engagement
Students: access to job opportunities and internships
Employers: strong profile, access to talent, effective recruitment
University: graduate destination figures; reputation with employers;
Student
Careers Services
Student Support Students: supported career choice and planning Student
Careers Services
Staff, curriculum and project development
Students: access to development opportunities;
Staff: access to reliable, professional expertise
Student
Student Disability Services
Service Office Staff and students: Clear policies and processes generated, equality impact assessed and implemented
Staff
Student Systems
Student Lifecycle Support
University: Change and projects, process, systems, data, student digital experience) Change and project leadership, digital transformation leadership
Staff
Institute for Academic Development
Staff Support
Staff: (academic and others) in learning, teaching roles
PhD Supervisors and P.I.s, and researchers: inc. early career focus and public/policy engagement.
IAD provides services and support tailored to different roles
Staff
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UNIT DETAILS CUSTOMER & BENEFIT COST DRIVER
Provision and approach that can add value to or integrate with local provision and approaches to staff development
Counselling Services
Staff Counselling
Staff of the University: access to a professional counselling service.
University: professionally accredited service, contributing to training, staff wellbeing and retention.
Staff
Chaplaincy Service
Chaplaincy services including welfare, development, religious literacy, campus relations
Students and staff: personal development & community building; supported, spiritual and faith practice supporting wellbeing ;
University: positive interfaith relationships; expert training and advice on religion and belief; good campus relations
Staff / Student
Careers Services
Service Office and Data Management
University: HESA DLHE return delivered Staff / Student
Student Systems
Use of student data expertise and support for management of student record
University: HESA returns delivered. Enhanced availability, transparency and accessibility of student data to help enhance the student experience and learning & teaching activities at School and College levels. Reduced duplication of effort.
Staff / Student
Student Systems
Student Survey Unit University: insight into student satisfaction. Reduces duplication of effort and provides institutional as well as local perspectives.
Staff / Student
MEASURES OF SUCCESS
SERVICE OFFERING
HOW DO WE KNOW WE HAVE SUCCEEDED?
Academic Services
The University achieves a positive outcome from external QA reviews (Enhancement-led Institutional Reviews).*
External Examiners provides positive feedback on the quality and standards of the University’s teaching.*
Student satisfaction with the University’s teaching (as measured by NSS and other surveys) increases.*
* Note however, that a large number of other factors also influence these measures.
Feedback from stakeholders (eg the Principal, SVP and APs, members of Senate Committees) confirms that we are providing high quality secretariat support for Senate and the Committees.
All the activities set out in the Senate Committees’ annual plans are delivered on time and to a high standard.
No issues emerge regarding non-compliance with regulatory requirements, and no negative media coverage regarding the University’s academic governance.
Feedback from stakeholders (eg academic leaders in Schools and Colleges) confirm that the University’s policies and regulations are fit for purpose.
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SERVICE OFFERING
HOW DO WE KNOW WE HAVE SUCCEEDED?
The number of academic appeals related to Schools’ or Colleges’ failure to follow University policies or regulations are reducing.
The deliverables of individual projects are delivered in full and on time.
Turnaround times for handling academic appeals remain short and where possible reduce.
No academic appeals or discipline cases referred to the SPSO are upheld.
Careers Services
Agreed and negotiated development plans are in place and operating in each School Students successfully transition into graduate labour market
Positive feedback from all stakeholders
HESA DLHE Return completed accurately and timeously
Diverse and high volume of recruiters active at Edinburgh and returning
Volume of vacancies advertised to students
Positive feedback from students and employers on engagement events
University remains at forefront of sector developments in employability and student development
Chaplaincy Service
Students and staff access services and events and provide positive feedback
Level of on-going requests for support and facilitated conversations.
Feedback that regularity, constancy of provision provides assurance and familiarity
Advice provided to other areas is timely and effective, receiving appreciative feedback
Good relations are maintained in potentially difficult scenarios
Positive feedback from students, families and UoE Schools/areas.
Well-used facility with good feedback on comment cards
High attendance maintained across the years
Good feedback from participants
Good take-up of opportunities for multi-faith and belief training and exploration.
Positive interfaith relationships
Counselling Services
Students provide clinical outcome feedback on positive impact on wellbeing, academic outcomes, employability skills and retention
Students access and provide positive feedback on services provided
Staff access and provide positive feedback on services provided
Staff provide clinical outcome feedback on positive impact on wellbeing
Mental health promotional activity, and service culture of rapid response to students, with a corresponding appropriate growth in demand
Institute for Academic Development
Positive recognition of impact across the University and extent of engagement (internal and external) from quality reviews eg ELIR, SSSQAF
Positive feedback from users, both staff and students
Growth in take up
Satisfaction with provision
Feedback from staff & engagement with IAD networks
QA reports (internal & external).
Positive impact from staff on student learning and as researchers.
Student Disability Services
Disabled students feel well supported, have support needs met and succeed with studies / outcomes
DSA Needs assessment accreditation from Scottish Government
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SERVICE OFFERING
HOW DO WE KNOW WE HAVE SUCCEEDED?
Implementation of (recommended) support by Schools
Students access funding and support as quickly as possible
Equality Impact Assessments being carried out routinely in relation to disability issues
Adherence to provisions of relevant legislation e.g. the Equality Act
UoE staff engagement with training
Student Systems
Systems accessible across the University, reliable (above 99%), upgraded to remain in alignment with terms of contract, other external compliance changes made, quick resolution of any performance issues, key processes operate across University.
Realisation of project benefits.
Programme level and individual project level benefits delivered.
Feedback from users of systems.
Measured progress against the Student Systems Roadmap.
Response rates to surveys and enhanced use of data internally to support enhancement of student experience
Projects / enhancements delivered on time and budget
Statistical returns on time and approved.
Student Administration
Graduations: successful, error free, seamless delivery
Examinations: the delivery of all examinations; clash free timetables; timetables published on time; all special arrangements catered for; examination environment maintained and adherence to assessment regulations.
Immigration Compliance: maintenance of University’s UKV&I Tier 4 licence
Positive impact of financial support on a) recruiting the best and b) supporting widening participation
Our honorary degree recipients and their guests have a positive and memorable experience of the University which help us to build long-term relationships.
Student Documentation: the delivery of accurate documentation within published delivery times
Student Information Point: level of customer satisfaction determined via customer surveys.
Positive user feedback
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Academic Services 1 1 0.25 0.25 0.75 Student
Institute of Academic Development
0.6 2.0 1.0 0.1 0.3 Student
Student Well-being support
1 1 1 1 1 Student
Student Careers Support
1 1 0.75 1 0.75 Student
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UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Student Funding and Fees
1.5 1 1 1 0.4 Student
Timetabling and room bookings
1 1 0 1 1 Student
Student Administration
1 1 0.5 0.8 0.4 Student
Note:
Student Careers Support
Employer engagement Student Support Staff, curriculum and project development
Student Well-being support
Student Counselling Support for Disabled Students, in liaison with schools Management of financial support process for disabled students accessing Disabled Students Allowance (DSA)
UNIVERSITY SERVICE GROUPING
AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Supporting staff to support students
1 1 1 1 1 Staff
Institute of Academic Development
1 1 0.1 0.4 0.2 Staff
STAFF 50 % STUDENT 50 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Careers Service
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 50 % STUDENT 50 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Chaplaincy Service
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 60 % STUDENT 40 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
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Student Information Systems
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
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ACADEMIC SERVICES
This Statement describes the services provided by the Academic Services Unit in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the Academic Services Unit provides in support of the University’s operational and strategic goals. Our
customers agree that the services outlined below support their strategic and operational goals.
The purpose of the Academic Services Unit is to support the University’s Academic Governance and facilitate the
development and implementation of the University’s strategies for learning and teaching.
UNIVERSAL ACTIVITY
SERVICE DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Support for Senate/Committees of Senate and their Task Groups
Professional secretariat support for Senate, its four standing committees and their task groups.
Supports University compliance with Higher Education acts, University ordinances, and external regulatory requirements (Scottish Government, QAA, SFC etc)
Maintains and enhances the standards and quality of all the University’s teaching activity, and protects the reputation of the University’s teaching
Developing, coordinating and overseeing University Teaching QA Process
Managing periodic internal reviews (Teaching Programme Reviews and Postgraduate Programme Reviews, support service reviews)
Managing annual QA review process
Developing the University’s QA framework in response to changing internal and external requirements.
Managing relationship with QAA and managing the University’s preparation for and follow-up from ELIRs.
Maintains and enhances the standards and quality of the University’s teaching activity, and protects the reputation of the University’s teaching
Developing, communicating, and advising on University academic regulations/ policies/ guidelines
Producing and revising the University’s academic regulations and policies.
Briefing and advising staff in Schools and Colleges
Supports University compliance with external regulatory requirements (eg QAA, SFC, CMA)
Supports the priorities of the SVP and APs.
Supports the University’s response to issues raised in the NSS and other student surveys
Maintains and enhances the standards and quality of the University’s teaching activity, and protects the reputation of the University’s teaching
Strategic Projects of SVP + APs
Project management and administration
Supports the strategic priorities of the SVP and APs
Supports the University’s response to issues raised in the NSS and other student surveys
Maintains and enhances the standards and quality of the University’s teaching activity, and protects the reputation of the University’s teaching
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UNIVERSITY SERVICES
UNIT DETAILS CUSTOMER & BENEFIT COST DRIVER
Academic Appeals + Student Discipline
Managing the University’s academic appeals process, and the University’s student discipline processes.
All students – providing them with a fair and transparent process for appealing against academic decisions.
All students and academic and support staff – allowing the functioning of the academic community free from disruptive student behaviour.
Student
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Support for Senate/Committees of Senate and their Task Groups
Feedback from stakeholders (eg the Principal, SVP and APs, members of Senate Committees) confirm that we are providing high quality secretariat support for Senate and the Committees.
All the activities set out in the Senate Committees’ annual plans are delivered on time and to a high standard.
No issues emerge regarding non-compliance with regulatory requirements, and no negative media coverage regarding the University’s academic governance.
Developing, coordinating and overseeing University Teaching QA Process
The University achieves a positive outcome from external QA reviews (Enhancement-led Institutional Reviews).*
External Examiners provide positive feedback on the quality and standards of the University’s teaching.*
Student satisfaction with the University’s teaching (as measured by NSS and other surveys) increases.*
* Note however that a large number of other factors also influence these measures.
Developing, communicating, and advising on University academic regulations/policies/guidelines
Feedback from stakeholders (eg academic leaders in Schools and Colleges) confirms that the University’s policies and regulations are fit for purpose.
No issues emerge regarding non-compliance with regulatory requirements.
The number of academic appeals related to Schools’ or Colleges’ failure to follow University policies or regulations reduces.
Strategic Projects of SVP + APs
The deliverables of individual projects are delivered in full and on time.
Academic Appeals + Discipline
Turnaround times for handling academic appeals remain short and where possible reduce.
No academic appeals or discipline cases referred to the SPSO are upheld.
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COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Academic Appeals + Discipline
1 1 0.25 0.25 0.75 Student
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CAREERS SERVICE
This Statement describes the services provided by the Careers Service Unit in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the Careers Service Unit provides in support of the University’s operational and strategic goals. Our customers
agree that the services outlined below support their strategic and operational goals.
The purpose of the Careers Service Unit is to contribute to the experience of every University of Edinburgh
student, to inspire and empower them to be the best they can be, to fully develop their potential and progress to
satisfying and rewarding futures.
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Service Office and Data Management
DLHE, Admin, HR & Finance
University: well managed, efficiently run unit; HESA DLHE return delivered; appropriately skills and motivated staff
Staff/Student
Employer engagement
Vacancies, events, internships, consultancy
Students: access to diverse range of job opportunities and internships
Employers: strong profile, access to talent, effective recruitment
University: strong graduate destination figures; good reputation with employers; corporate and community engagement
Student
Student Support 1:1, events, online resources
Students: supported career choice and planning; access to reliable professional information and advice; skilled in accessing and competing in graduate job market
Student
Staff, curriculum and project development
Training, Edinburgh Award
Students: access to broad development opportunities;
Staff: access to reliable, professional expertise; insights to today’s graduate recruitment market demands
Student
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Employer engagement
1 1 1 1 1 Student
Student Support 1 1 0.25 0.25 0.75 Student
Staff, curriculum and project development
1 1 1 1 1 Student
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STAFF 25 % STUDENT 75 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Office and Data Management
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Service, Office and Data Management
Positive feedback from all stakeholders
HESA DLHE Return completed accurately and timeously
Employer engagement
Diverse and high volume of recruiters active at Edinburgh and returning
Volume of vacancies advertised to students
Positive feedback from students and employers on engagement events
Student Support Students access and provide positive feedback on services provided
Students successfully transition into graduate labour market
Staff, curriculum and project development
Students successfully transitions into the graduate labour market
University remains at forefront of sector developments in employability and student development
Agreed and negotiated development plans are in place and operating in each School
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Refer to Governance and Strategic Planning for the official, current version.
CHAPLAINCY SERVICES
This Statement describes the services provided by the Chaplaincy Service in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the Chaplaincy Service provides in support of the University’s operational and strategic goals. Our customers
agree that the services outlined below support their strategic and operational goals.
The purpose of the Chaplaincy Service is to provide for students and staff of all faiths and none, a service of both
hospitality and welfare provision, where religion and belief can be but need not be evident and explored, to
ensure that needs of UoE members that are related to religion and belief are appropriately represented and
supported, to assist the UoE in its provision of high level formal ceremonial activity, to provide emergency
response in cases of student and staff death.
UNIVERSAL ACTIVITY
SERVICE DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Emergency response, and bereavement support
Crisis and ongoing support for families, peers/friends, PTs, HoS, School, IO, and other University areas
UoE members supported through crises
Prevents further distress
supports UoE reputation
Community drop-in and social hub
Students and staff access
Students and staff community enhancement
good campus relations
safe space
Formal, ceremonial role for UoE ceremonies
A range of events and celebration for students and staff connecting to community engagement and Protocol
Facilitates community cohesion within and to UoE
Supports UoE reputation in City of Edinburgh, with alumni and families and friends of UoE.
Remembrance Day Service is provided for all four universities in Edinburgh.
Anatomy Service with the Medical School involves relatives and friends of those who have left their bodies for science.
Provision of Honorary Chaplains and Belief Contacts
Recruit, train and support them, in providing support and advice to the UoE, individual members of student and staff community
Makes available advice and support for UoE from wide range of traditions, including all world religions
extends UoE networks to religion and belief communities in Edinburgh and Scotland, and internationally.
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Welfare support to students and staff, 121 and group work
Available to all students and staff on drop-in or appointments basis; facilitated conversations for student societies, SSOs and others as requested
Students supported, find safe space, opportunity for confidential conversation and listening service, able to engage with university life
Staff/Student
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Staff supported, find safe space and opportunity for confidential conversation and listening service
Student and staff development, with courses and reflection groups
Provision of courses across UoE, including: Mindfulness, bereavement conversations, multi-faith and belief exploration, conversation hubs.
Students and Staff: personal development and community building
University: positive interfaith relationships
Staff/Student
Religious services and spiritual practice
Midweek provision of spiritual practice from range of faith traditions; larger scale services for religious festivals.
Staff and Students: spiritual and faith practice supporting wellbeing
University: supporting diversity and community engagement
Staff/Student
Religion and belief literacy advice and training
Hosting of national conference for Scotland; facilitating of Religion and Belief Advisory Group; focus group work and training with students.
University: expert training and advice on religion and belief, to ensure UoE works within the law and to excellent standards; enhanced engagement with religion and belief communities within and outwith UoE, widening participation.
Staff/Student
Umbrella support for student religion and belief societies,
Provision of meeting rooms for the societies, links to Chaplains and Honorary Team, facilitated multifaith and belief initiatives, mediation and support when requested, co-facilitated festivals and events.
Students: advice, support and personal growth
University: good relations, vehicle to support and respond to sensitive issues, e.g. of free speech, safe space, extremism; making most of diversity within UoE, enabling people to learn from one another.
Staff/Student
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Emergency response, and bereavement support
Smooth Security handover of details out of hours
Student death protocol reviewed after each incident
Funerals or memorial services conducted
Positive feedback from families and UoE Schools/areas.
Community drop-in and social hub
Well-used facility with good feedback on comment cards
Formal, ceremonial role for UoE ceremonies
High attendance maintained across the years
Access to streamed/recorded services on websites
Good feedback from participants
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SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
provisions training and resourcing of a 27-strong team of Honorary Chaplains and Belief Contacts, who provide support and advice to the UoE and individual members
Quick access to advice and support as need arises
Good take-up of opportunities for multi-faith and belief training and exploration.
Positive interfaith relationships
Welfare support to students and staff, 121 and group work
Able to respond timeously and effectively
Students and staff access services and events and provide positive feedback
Receive on-going requests for support and facilitated conversations.
Student and staff development, with courses and reflection groups
Students and staff access services and events and provide positive feedback
Religious services and spiritual practice
Feedback that regularity, constancy of provision provides assurance and familiarity
Appropriate range of events held, well attended and with positive feedback
Religion and belief literacy advice and training
Advice provides to areas, e.g. timetabling, provision of prayer space, is timely and effective, receiving appreciative feedback
RABAG meets and membership is sustained and active
Umbrella support for student religion and belief societies
Good relations are maintained in potentially difficult scenarios, including support for Muslim and Jewish students, LGBT+ support, Humanist Society engagement with religious societies (e.g. hosting one another for meals; co-facilitating debates)
Working collaboratively on events and training
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COST DRIVERS & WEIGHTINGS
STAFF 50 % STUDENT 50 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Welfare support to students and staff, 121 and group work
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 50 % STUDENT 50 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Student and staff development, with courses and reflection groups
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 50 % STUDENT 50 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Religious services and spiritual practice
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 50 % STUDENT 50 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Religion and belief literacy advice and training
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 50 % STUDENT 50 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Umbrella support for student religion and belief societies
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
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COUNSELLING SERVICES
This Statement describes the services provided by the Counselling Service in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the Counselling Service provides in support of the University’s operational and strategic goals. Our customers
agree that the services outlined below support their strategic and operational goals.
The purpose of the Counselling Service is to support the mental health and wellbeing of students and staff in line
with Strategic Plans, with a view to promoting functioning, wellbeing, retention, academic progression, student
experience and helping to keep our students and staff at risk safe.
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Staff Counselling
1:1, events, online resources, training and consultation support for University staff
Staff of the University: access to a professional counselling service.
University: well managed, efficiently run, professionally accredited service, contributing to training, staff wellbeing and retention.
Staff
Student Counselling
1:1, events, online resources, training and consultation support for University staff
Students: access to a professional counselling service, providing a range of evidence based interventions.
Staff: training, advice and support for staff supporting students with mental health problems.
University: well managed, efficiently run, professionally accredited service, contributing to staff training, student wellbeing and retention.
Student
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Staff Counselling
Staff access and provide positive feedback on services provided
Staff provide clinical outcome feedback on positive impact on wellbeing
Staff attraction, retention and motivation is high
Student Counselling
Students access and provide positive feedback on services provided
Mental health promotional activity, and service culture of rapid response to students, with a corresponding appropriate growth in demand
Students provide clinical outcome feedback on positive impact on wellbeing, academic outcomes, employability skills and retention
Staff attraction, retention and motivation is high
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COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Staff Counselling 1 1 1 1 1 Staff
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Student Counselling 1 1 0.25 0.25 0.25 Student
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INSTITUTE FOR ACADEMIC DEVELOPMENT
This Statement describes the services provided by the Institute of Academic Development in the support of the
University of Edinburgh’s strategic and operational goals. This statement provides clarity about the general and
specific services that the Institute of Academic Development provides in support of the University’s operational
and strategic goals. Our customers agree that the services outlined below support their strategic and operational
goals.
The purpose of the Institute of Academic Development is to provide University level support for teaching, learning
and researcher development through leadership, innovation, collaboration and direct provision that benefits
students, staff and the University’s international reputation. There are two elements to our remit:
Provide support for staff and students in learning, teaching and researcher development
Support programme and curriculum development and enhancement.
UNIVERSAL ACTIVITY
SERVICE DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Strategic projects and curriculum/ programme enhancement
Direct support for the activities of thematic Assistant & Vice Principals
Specific project activity (e.g. LEAF, TESTA etc)
Address external QA/QE requirements
Communities of Practice, practice sharing, secondments, funding schemes to enable local enhancements
Direct support for the activities of thematic Assistant & Vice Principals & institutional strategic priorities
Specific project activity (e.g. LEAF, TESTA etc) & institutional strategic priorities
Address external QA/QE requirements
enhancement of existing degree programmes and creation of new programmes; enhancement of student and staff experience and effectiveness
Advice and reputation
Contribute to University committees and working groups
Research publications, external presentations, visits
Contribute to University committees and working groups
Research publications, external presentations, visits
IAD Office Management (Back Office)
Local IT, HR, Finance
Strong focus on efficient back office to maximise growth of provision within current budget
Support potential for modest external income generation and collaboration within and beyond University
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Staff Support
For staff (academic and others) in learning, teaching roles
For PhD Supervisors and P.I.s
Primarily academic staff but also others based on different dimensions of their role (refer to details).
Staff (+ demand at step change relationship)
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
For researchers (inc. early career focus and public/policy engagement)
IAD provides services and support tailored to different roles
Provision and approach that can add value to or integrate with local provision and approaches to staff development
Student Support
Tailored to different student audiences (ug, pgt, odl, pgr)
Comprises:
Online resources
Central programmes of workshops, networks etc
Resources and support to help schools/programmes to embed provision locally
Services and support tailored to UG, PGT, PSR, ODL student requirements and to requirements of Schools, programmes and disciplines
Resources and approach that can add or integrate with other elements of educational experience provided by staff, programmes and school
Student (+ demand at step change relationship)
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Staff Support 1 1 0.1 0.4 0.2 Staff
UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Student Support 0.6 2.0 1.0 0.1 0.3 Student
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Strategic projects and curriculum/ programme enhancement
Refer to statements made by ELIR in recognition of impact of IAD. Also consider IAD contribution to culture change within the organisation.
Advice and reputation Refer to statements made by ELIR in recognition of the work of IAD. Internal and external engagement and collaboration with IAD.
Staff Support
Growth in take up; satisfaction with provision; feedback from staff & engagement with IAD networks; liaison with schools; QA reports (internal & external). Positive impact from staff on student learning and as researchers. Refer to statements made by ELIR in recognition of the work of IAD.
Student Support
Growth in take up; satisfaction with provision; feedback from EUSA, students and staff; liaison with schools (including Grad Schools); QA reports (internal & external); students as more effective learners. Refer to statements made by ELIR in recognition of the work of IAD.
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STUDENT DISABILITY SERVICES
This Statement describes the services provided by the Student Disability Service in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the Student Disability Service provides in support of the University’s operational and strategic goals. Our
customers agree that the services outlined below support their strategic and operational goals.
The purpose of the Student Disability Service is to:
Provide a high quality service for University of Edinburgh disabled students
Mainstream equality of support
Enable disables students to maximise their academic potential and get the most from their course of
study
Work with all stakeholders to achieve this end.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Strategy, policy development & guidance on disability issues
Horizon scan and provide expert advice on areas including legislation, funding issues, staff development and training.
Support University's Disability Committee to influence policy
and practice
Reputational enhancement when disabled students effectively supported.
Minimisation of legal risk if disabled students are effectively supported.
Training and supporting staff.
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Management of Unit and Staff
Administrative process including HR, Finance, line management, sessional staff recruitment and matching
Service accreditation by the Scottish Government
Staff and students: Clear policies and processes generated, equality impact assessed and implemented
Staff
Support for Disabled Students, in liaison with schools
Assessment of disabled student needs
Creation of Learning Profiles
Assessment of requirement for financial support (Disabled Students Allowance)
Students/University: Disabled student retention and high level of degree classification
University: Positive interactions with academic and other UoE colleagues
Students/University: Motivated staff
Students
Management of financial support process for disabled students
Assess, manage and disperse funds from UK funding bodies, acting as a conduit e.g. for 1:1 student support
Manage access to Disabled Students Allowance (DSA)
Students: Student support in place
University: Income generated.
Students/University: Funds managed and dispersed effectively and timeously.
Students
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Conduct and generate income from assessment process.
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Management of staff group plus sessional Staff
1 1 1 1 1 Staff
FT UG FT PG DL PT US PT S & OLL
Support for Disabled Students, in liaison with schools
1 1 1 1 1 Students
Management of financial support process for disabled students accessing Disabled Students Allowance (DSA)
1 1 1 1 1 Students
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Strategy, policy development & guidance on disability issues
Clear policies in place and fully adopted/implemented e.g. Accessible and Inclusive Learning Policy
Equality Impact Assessments being carried out routinely in relation to disability issues
Adherence to provisions of relevant legislation e.g. the Equality Act
SDS operates effectively and efficiently within budget
Student satisfaction levels
UoE staff engagement with training
Management of Unit and staff
Staff satisfaction levels
Service run efficiently and effectively within budget
Ability to attract and retain staff
DSA Needs assessment accreditation form Scottish Government
Support for Disabled Students, in liaison with schools
Satisfied students with high levels of achievement
Implementation of (recommended) support by Schools
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SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Management of financial support process for disabled students
Students access funding and support as quickly as possible
UK funding bodies are also relevant in this context).
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STUDENT ADMINISTRATION
This Statement describes the services provided by Student Administration in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that Student Administration provides in support of the University’s operational and strategic goals. Our customers
agree that the services outlined below support their strategic and operational goals.
The purpose of Student Administration is to provide services to all students throughout their time at the University
and for supporting Colleges and Schools and other student services in delivering a high quality student experience.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Bursaries and Scholarships
Bursaries Through the Scotland Accommodation Bursary Scheme and The University of Edinburgh Bursaries (RUK) the University automatically provides bursaries to UK undergraduates based either on their household income or government bursary level.
Scholarships
Through University wide postgraduate scholarships – including the Principal’s Career Development Scholarships and the Edinburgh Global Research Scholarships – we seek to attract the very best students from around the world.
Bursaries
Our bursary provision supports our Strategic objective of “Equality and Widening Participation” by helping to ensure that no student is deterred from entering the University by financial barriers.
Scholarships In support of our strategic goal to be an institution with an international reputation for excellence in teaching and research, we offer scholarships to ensure that we attract the most academically able students.
Honorary Graduations/ Honorary Fellowships
The University confers honorary degrees on individuals in recognition of their outstanding achievement or distinction. The procedures for making awards are based on University of Edinburgh Resolution No. 6/1972 and on decisions by the Honorary Degrees Committee and the Senatus. The University also confers Honorary Fellowships for those whom we wish to honour who have rendered appreciable public service to the University or College.
The University covers the costs for travel and accommodation to ensure that our honorary graduands, fellowship recipients, benefactors and medal winners have a memorable time in Edinburgh as we honour them for their particular achievements.
The University typically holds 21 graduation ceremonies each year when about 30 honorary graduands, fellowships, benefactors and medal winners are recognised.
Sometimes awards are conferred out with the main graduation season and take place as part of a conference or other suitable event.
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UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Student Funding and Fees (Scholarships and Student Funding Services)
Assess applicants for fee status (Centralised service)
Assess and record tuition fee levels, research costs, and sponsorship details for all students (Centralised service)
Administer student support and loan payments (SAAS and SLC) for all eligible students (Centralised service)
Administration of all fee liability for internal and external collaborations (Centralised Service)
Promotion of fee levels for all programmes for each fee status category (Centralised service)
Administration of all undergraduate bursaries for UK students (Centralised Service)
Administration and payment of discretionary and childcare funds (provided by Scottish Government) and other hardship funds (Centralised service)
Certification of Canadian and US loan applications and arrangement of payment of US loans as stipulated by US Department of Education (Centralised service)
Promotion, administration and awarding of scholarships for centrally funded awards and for College/School/externally funded awards
Administration of a number of externally funded trusts
Administer the Rent Guarantor Scheme (Centralised service)
Fee Status: Applicants
Timely and correct assessments required based on government regulations to enable Colleges to make offers of admission. (For 2016-17 session we assessed over 2,500 applicants for fee status).
Recording of Tuition Fees etc: All students
Provides main source of income to the University ensuring correct fee is paid. (For 2015-16 session we invoiced fees of £247,444,183)
Student Support: All eligible UK and EU students
Ensures income through tuition fees from SAAS and SLC, and that loan students receive their loan payments throughout the year following our confirmation of their attendance. (Over 9,900 SAAS students with total income of £18,275,910; and over 5,300 SLC students with income of £42,786,479)
Fee level promotion: All applicants and students
Provides data feed for fee searchable database and inputs fee into programme information page. This ensures complete transparency of fee levels.
Undergraduate Bursaries: UK students
Funds of over £8M allocated to students from low income families as part of our WP strategy.
Discretionary/Childcare Funds: UK students
Allocation of over £1.2 M to about 600 students through discretionary funds and a further £83,000 to over 90 students through childcare fund. This funding allows students to continue their studies and not to withdraw due to financial concerns.
US loans: Eligible US students
Over 600 US loans certified and processed for federal loans totalling
Student
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
$26M which enables these students to take up their place and study with us.
Scholarships: Students
Attracts applicants of high calibre to aid recruitment. Availability of awards highlights our institution - partnership awards with key funding providers helps us to attract high achieving students. Rent Guarantor Scheme: Students Provides up to 100 students, where no UK guarantors are available, to rent private accommodation without paying unrealistic deposits.
Timetabling and room bookings
Teaching timetable (20,000 activities)
Day-to-day booking service (90,000 activities)
Personalised student timetable service (24,000 students)
Timetable modelling service (supports both Estate and curriculum strategies)
Customers: Students, Staff, and Estate planning.
Teaching Timetable: Production and provision of personalised timetables enables students to have greater visibility of their teaching timetables. This, combined with planning tools offered through Course Timetable Browser, ensures students have centralised services at their fingertips to assist them with planning their clash-free core learning.
Room Bookings: As many small-to-medium-sized general teaching spaces are available to direct-book through Student Web Room Bookings, students have access to large amounts of space to comfortably study. Students secure direct-bookings with ease and with no need to interact with a gatekeeper.
Centralisation of Services is creating added benefit, relieving school administrative staff of the technical responsibility of timetabling data creation, freeing them up to turn their attention to other key tasks and goals.
Modelling Service: Our Timetabling Unit's data modelling service offers administrative and support staff greater transparency of teaching delivery flexibility as well as providing excellent what-if scenario planning for colleagues in Estates.
Student
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Student Administration Services
Graduations
Ceremony management (students and student’s guests): seating; ticketing; programmes; press lists; degree certificates; distribution of certificates to in-absentia graduates
Examinations: delivery of all university examinations.
Main Exams
Special Arrangement Exams
Overseas Examinations
Invigilation
Examination Regulations
Immigration Compliance (Tier 4 students)
Issuance of CAS (Confirmation of Acceptance) for all Tier 4 applicants and student extenders.
Clearance to Register for all new Tier 4 students
Document checking and recording for all international students
Issuance of BRP (Biometric Residence Permits)
ATAS recording and documentation
Engagement and Attendance Monitoring including Tier 4 census.
Student Documentation
Current Student Documents: transcripts; council tax exemption letters; bank introduction letters; certificate of matriculation.
Graduate Documents: transcripts (Higher Education Achievement Record); Academic Statement; Latin version of degree certificates; third party verification.
Police requests.
Student Death notifications.
Student Information Point
Management of student face-to-face space in Old College.
Customers: Students, staff: other professional services; Schools; College Offices; Student Systems; Estates and Buildings; Graduates; and Employers and other institutions.
Graduations: Deliver professional and often personalised service to graduands and guests: approx. 5,000 students graduate (summer) and 3,000 (winter) We seek to deliver the best possible graduation experience and to ensure that our students retain happy memories of their graduation day as they enter our alumni community.
Overseas Exams: Available to schools who wish to allow their students the opportunity to sit exams in their home country. We work closely with British councils around the world along with Universities in USA and Canada. This service limits the expense that students are required to pay as they do not need to pay for return flights from their home country to Edinburgh.
Main Exams: We schedule and administer over 2,400 main exams, which equates to over 107,847 sittings. We ensure that we have sufficient accommodation, examination materials, and desks located to rooms in time so that exams run smoothly for our students.
Special Arrangement Exams: We typically arrange over 6,500 exam sittings. This involves working closely with Disability Services and Schools. We seek to deliver an exams timetable and experience which adheres to the students Radium profile.
Invigilators: We currently employ over 150 Invigilators who ensure that the Examination Regulations are adhered to and that their procedures are carried out with as little disturbance to students as possible.
CAS issuance (Centralised service): Provision of Tier 4 sponsorship to approximately 5,500 applicants and current students each year via a CAS. This centralised service ensures the
Student
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
complex requirements of UKV&I regulations are always met and so reduces the risk posed to the Tier 4 licence.
BRP collection and distribution (Centralised service): Distribution of Biometric Residence Permits to students, staff and their dependants; including logging, monitoring and recording of all received BRP data. Approximately 900 BRPs received in 2015-2016 with the number expected to increase significantly in future years.
Registration of international students (Centralised service): Collection and approval of immigration documentation for all international students leading to registration.
Immigration document maintenance:
On-going maintenance of immigration documentation for all international students in line with UK Home Office audit requirements.
ATAS certificate collection and maintenance (Centralised service):
Collection and maintenance of student ATAS information on behalf of University.
Student engagement and attendance monitoring (Centralised service):
Management of attendance-monitoring for all Tier 4 students during Semester 1 and 2 exams, as well as five points throughout academic year – approximately 25,000 unique points recorded a year.
Student Documentation: Provision of standard or bespoke documents for students and graduates. We offer alternatives when electronic service does not meet the needs of the user or recipient and seek to meet their deadlines. At peak times we can receive about 800 transcript requests per month. Failure to appreciate customers’ timelines can result in missed opportunities for further study or employment.
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Police requests must be handled in accordance with data protection guidance and are often of a sensitive nature.
It is essential that the student death protocol is handled with the utmost care and that colleagues across the institution are informed and supported as a consequence.
SIP: Provision of a front of house team at Old College (and pop-up presence at other university venues at appropriate times throughout the year) which provide excellent customer service and efficient triage service for students and other users with enquiries.
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
FT UG FT PG DL PT US PT S & OLL COST DRIVER
Student Funding and Fees
1.5 1 1 1 0.4 Student
Timetabling and room bookings
1 1 0 1 1 Student
Student Administration
1 1 0.5 0.8 0.4 Student
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Bursaries and Scholarships
Increased numbers of students from under-represented groups fully embrace their University experience and successfully complete their degree programme.
Honorary Graduations
The opportunity for the University to make public the values which we affirm as an institution
Our honorary degree recipients and their guests have a positive and memorable experience of the University which help us to build long-term associations between the recipients and the University.
Student Funding and Fees All applicants have correct fee status assigned in a timely manner to allow Admissions staff to make offers of admission
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SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
All students or their funding sponsor are charged the correct fee in a timely manner
All SAAS/SLC students receive their maintenance loan on allocated dates. Timely reporting ensures payment of fees to the University by SAAS and SLC
Clear promotion of fee levels for each programme and available funding opportunities reduces emails seeking information on fee levels and student support
More WP students are attracted to the University with bursary funding aiding retention and student experience
All discretionary and childcare funds are fully allocated and no issues are identified in annual audit
All eligible US loan students receive their funding and no compliance issues are identified in annual audit
Our scholarship provision continues to attract candidates of exceptionally high calibre which assists students to take up their place of admission and successfully complete their degree programme
Timetabling and room bookings
Clash-free, fully accommodated teaching timetable
Delivery of fast and efficient day-to-day booking service, to both students and staff
Online, regularly updated, accurate delivery of personalised timetable information to students
Influenced estate strategies and delivered improved space utilisation
Student Administration
Graduations: the successful, error free, seamless delivery of 21 ceremonies.
Examinations: the delivery of all examinations; clash free timetables; timetables published on time; all special arrangements catered for; examination environment maintained and adherence to assessment regulations.
Immigration Compliance: maintenance of University’s UKV&I Tier 4 licence, monitoring and audits carried out to ensure compliance meets UKV&I rules and guidance; all Tier 4 students are accounted for during attendance monitoring; all Tier 4 have up-to-date records and documents; delivery of CAS to applicants within stated delivery times; number of visas refused within UKV&I thresholds
Student Documentation: the delivery of documentation within published delivery times (monitored); robust delivery of electronic document service which is available when and where user requires it (usage rates monitored); accurate documentation which is fit for purpose.
Student Information Point: high level of customer satisfaction determined via customer surveys.
Positive user feedback.
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STUDENT SYSTEMS
This Statement describes the services provided by the Student Systems Unit in the support of the University of
Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services
that the Student Systems Unit provides in support of the University’s operational and strategic goals. Our
customers agree that the services outlined below support their strategic and operational goals.
The purpose of the Student Systems Unit is to add value to learning, teaching and the student experience through
the improvement of student and academic lifecycle processes, digital services, project/change management, use
of student data and the support provided to applicants, students and staff.
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON-£)
Statutory returns and compliance
HESA Student and Overseas Returns, Key Information Set, data to support other key returns – SFC for instance.
Supply data to statutory bodies. Data supplied has an impact on funding streams, information provided to potential students, and a range of other users of data – league tables, consumer websites and so on.
Student Record & Maintenance
Institutional student record system, processes and data. Core student record (EUCLID) to support student & academic lifecycle.
Golden copy of student record, course, programme and applicant data. Enables core processes to be completed – admissions, registration, student progression, graduation as well as institutional and external use of data sets. Supplies key data to other systems and management information to enable Schools, Colleges and University to operate student activity effectively.
¹ ISG provide 5 FTE (circa £50k per annum each) to maintain EUCLID system plus resource for live support and
maintenance.
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Change and project leadership, digital transformation leadership
Leadership for key institutional projects and change initiatives; emerging leadership for digital transformation in student services & data
Support for Schools/Colleges in implementation of change; delivered in efficient and effective way; reducing duplication of effort of implementation and inconsistency in outcomes.
Staff
Student Lifecycle Enhancement: change, processes, systems, data and student digital experience
Change management, project management, systems enhancement to key student & academic processes, systems, and student digital experience
Access to change, project and digital expertise for School, Colleges; support for implementation of projects; efficient delivery to reduce administrative effort to focus more time on student
Staff
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UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
experience and learning & teaching.
Student Lifecycle support, training & continuous improvement (Schools, Colleges, Central)
Support, training for colleagues to get the most out of existing systems, processes and data and support continuous improvement of activity at the local level.
Value for money from student record systems and processes; reducing inefficiency and duplication of effort in Schools, Colleges and centrally; data available to support decision making; reduced administrative effort from academics, administrators and students.
Staff
Use of student data expertise and support for management of student record
Expertise on structure and use of student data, enhancing use of data in line with University strategy, provision of support for reporting & analytics, and support for management of student record.
Enhanced availability, transparency and accessibility of student data to help enhance the student experience and learning & teaching activities at School and College levels. Reduced duplication of effort.
Staff/Student
Student Survey Unit
Co-ordination of institutional surveys (NSS, ESES, PTES, PRES and others), provision of data, reports, insights and promotional activity.
Co-ordinated support for Schools and Colleges in the promotion and delivery of core surveys, reporting and accessibility of data. Data used to enhance learning & teaching and student experience. Reduces duplication of effort and provides institutional as well as local perspectives.
Staff/Student
² USG secure additional ISG developer resource (approx. 5FTE and 2 additional FTE until July 2017) to support
enhancement of systems, processes and data. This money is transferred from USG budget to ISG on an annual
basis.
COST DRIVERS & WEIGHTINGS
UNIVERSITY SERVICE GROUPING
AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Change and project leadership, digital transformation leadership
1 1 1 1 1 Staff
Student Lifecycle Enhancement: change, processes, systems, data and student digital experience
1 1 1 1 1 Staff
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UNIVERSITY SERVICE GROUPING
AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+ COST DRIVER
Student Lifecycle support, training & continuous improvement (Schools, Colleges, Central)
1 1 1 1 1 Staff
STAFF 80 % STUDENT 20 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Use of student data expertise and support for management of student record
1
1
1
1
1
1
1
1
1
1
Weighted staff / student
STAFF 65 % STUDENT 35 %
STAFF AP 5-9 AP 10+ PS 1-5 PS 6-9 PS 10+
STUDENT FT UG FT PG DL PT US PT S & OLL
Student Survey Unit
1
1
1
1
1
1
1
1
1
1
Weighted staff / student
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Statutory returns and compliance
Returns committed and approved.
Student Record & Maintenance
Student Record provided to all Schools, College and Professional Services. Systems reliable (above 99%), system upgraded to remain in alignment with terms of contract, other external compliance changes made, quick resolution of any performance issues, key processes operate across University.
Change and project leadership, digital transformation leadership
Realisation of project benefits.
Student Lifecycle Enhancement: change, processes, systems, data and student digital experience
Programme level and individual project level benefits delivered. Feedback from users of systems. Measured progress against the Student Systems Roadmap.
Student Lifecycle support, training & continuous
Feedback from users on the use of their systems, support during key periods and the provision of training and support to them. Reduction in the number of calls received within the team. Reduction in the number of work-arounds used at a
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SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
improvement (Schools, Colleges, Central)
local level – delivery of more effective and efficient student lifecycle administration.
Use of student data expertise and support for management of student record
Enhanced use of data in Schools to support learning & teaching, student experience and efficient and effective processes. Student record process measures.
Student Survey Unit Response rates to surveys and enhanced use of data internally to support enhancement of student experience and learning and teaching.