Division of Corporate Affairs & Planning. Divisional Plan

Transcription

1 Division of Corporate Affairs & Planning Divisional Plan The Division provides strategic marketing & communication leadership for the University. We provide information to support decision making and strategic planning across the University. We aim to provide an excellent operational service to departments and colleges within the University, supporting their marketing, communication and planning needs. Our top level objectives for are: Deliver a tangible improvement to University reputation externally measured through Opinion Leader market research increase those spontaneously citing Leicester as a good university from 3% to 5%. Raise new philanthropic income of 2m from individuals and trusts Maintain current high levels of student recruitment across all markets (PGT, PGR, UG & DL. HEU & International) whilst developing the diversity of our intake Establish a first class planning service for the University Secure price increases of 3.5m without reducing headcount enrolments Increase UCAS tariff scores from 400 to 416. We will achieve this by: Developing and deploying excellent processes as part of a Unified Administration approach. This will include the launch or completion of the following projects: Unified Admissions a complex project with a number of strands. Combined they will transform our admissions function and exert a unified approach over the admissions process whilst retaining local line management lines of reporting. o Deliver Paper Light Admissions (a strand that will remove paper as the core workflow driver of our admissions processes o Deliver Direct Admissions for Agents (a strand that will allow agents to interact with the University s admissions processes) o Deliver a centralised admissions service option for departments and Colleges (a strand that will allow the centre to absorb the administrative burden of admissions processing where appropriate.) o Deliver MyLeicester (a strand that will deploy a new Customer Relationship Management system across the University delivering significant operational benefits and efficiencies and improving communications with prospective students. We plan to use it for on-line booking and to support the administration of visit and open days.

2 Extend of DL recruitment service there is considerable demand to take advantage of the central service the Division operates. Support the University s work on internationalisation by developing a framework for new strategic partnerships. Launch the Cardiovascular Research Centre Appeal (an appeal to raise 4m for the Cardiovascular Research Centre) Develop and launch Leicester Exchanges - a proposed series of events led by the University of Leicester that will drive public policy discussion and debate in the UK. Develop Integrated Communications (if the University is elite without being elitist, what does this mean for the way our HR communications sound, our communications with business and industry etc) Extend the Realising Opportunities Scheme Complete the pilot phase of this national project then roll out more widely. Developing excellent market research and planning information to inform the University s strategic planning and marketing activities. This includes: Reputation Audit (repeat the systematic reputation tracking activity first conducted in Establish the Planning Office in order to support academic, resource and marketing planning and inform decision making and college planning. Pricing review to provide information enabling us to optimise our income through the setting of prices The detailed plans of the Offices of the Division are attached.

3 Individual Office Plans 1. Admissions Office Aims and objectives Provide an excellent process for student admissions that maximises the number of students admitted whilst appropriately protecting academic standards and ensuring the quality of data. Priorities and activities In support of our aims and objectives, the key activities and priorities of the office for are: 1) To continue to provide an excellent service to applicants. 2) To initiate and implement the Paperless Admissions Project 3) To react swiftly to the changing demands of the points based immigration system ensuring that we can support applicants through the visa application process. 4) To implement the Unified Admissions project 5) To continue to review and improve the mechanisms for sharing data with departments. 6) To introduce the MyLeicester portal for applicants. Key performance indicators 1) To meet, but not exceed the HEU undergraduate intake targets, ensuring that recruitment is balanced across the university. 2) To maximize international recruitment. International application rates are up by 25% for UG and 50% for PGT. We need to work with departments to ensure that the numbers recruited are not so high that the student experience is under-mined. 2. Planning Office The Planning Office co-ordinates the University s academic, resource (with Finance) and marketing planning processes. The Planning Office will consist of: Head of Planning Academic Planning Officer 1 Academic Planning Officer 2 Admissions Planning Officer Market Analyst (new post requested) Business Analyst, Decision Support (dotted line from ITS) Clerk

4 3. Marketing Communications Office Aims and objectives To create, deploy and facilitate integrated strategic communications for the university (i.e. communications that serve both an operational purpose whilst clearly articulating a consistent market position). Develop that proposition where appropriate. Through this work deliver a tangible improvement in the university s reputation and deliver effective support for student recruitment. Lead recruitment activity for core DL programmes and provide operational support for other DL programmes and PG recruitment. Priorities and activities Develop stakeholder messaging that supports the University s brand proposition, implement through an integrated marketing communications plan that includes identification of PR opportunities and channels for communication with stakeholders and opinion formers. 1. Develop clear messages for staff, implement an internal communications plan based on priorities identified in HEliX; e.g. engaging staff through various forums, developing horizontal communications, internal communications training for managers, establishing and developing the staff and student websites. 2. Increase conversion by implementing a range of market research surveys to inform improvements in customer service and to gather competition insight, and improve marketing communications through the implementation of the MyLeicester portal. 3. Improve enquiry and applicant management processes and marketing communications through implementation and roll-out to departments of the MyLeicester CRM system and web portal. Increase enquiry generation by improving RFI bounce rate from 79% to 65% by making recommendations to improve form pages to optimise data collection. Key performance indicators 1. Deliver a tangible improvement to University reputation externally Opinion Leader market research (summer 2010) increase those spontaneously citing Leicester as a good university from 3% to 5%. 2. Deliver a tangible improvement to University reputation internally - using the HEliX framework, by June 2011 achieve a score of 4 (currently 3) across all staff groups in response to the indicator The University has a well articulated vision, that enables all staff to understand the direction of travel. 3. DL recruitment increase recruitment by 10% across departments.

5 Aims 4. Development and Alumni Relations Office Develop relationships with alumni, trusts and other key stakeholders so as to secure increasing levels of support for the university both financially and in kind. Objectives 1. Raise new philanthropic income of 2m, in the year from all sources 2. Identify and approach Major Donor prospects for CRC Appeal and secure lead gifts 3. Secure new Gifts in Wills enquirers and pledgers 4. Increase number of alumni giving to the University and attendance at key events Priorities & Activities Put the 4m CRC Appeal at the centre of Major Giving activity, increase support from the South Asian population and create new Appeal communications e.g. digital tour Develop more donor led opportunities for funding and extend the case for support Focus on repeat donations from existing major donors, first donations from prospects; gifts from more non alumni major donors and grants from Trust and Foundations( 250k +) Seek more multiyear pledges with at least one major donor pledge of c. 500k for 3 years Increase wider alumni participation, first time direct debit take up and upgrade existing DD donors in Annual Fund 2010 through improved campaign review, database management Recruit two additional members of Fundraising Committee Step up and launch Gifts in Wills promotion including Degree Certification Ceremony, Direct mail campaign, Free wills scheme and Champions programme Achieve greater alumni engagement including undergraduates and study abroad, organise audience specific events on a Leicester- London axis and further develop e-communications. Key performance indicators New funds raised through DARO of 2m ROI of 3:1 Annual Fund Income = 175k (including GA and MF) Matched Funding income 4.05m minimum cumulative between Alumni Giving = 1% Increased Alumni event participation e.g Homecoming 750 attendees 100 Gift in Will enquirers and 5 pledgers

6 5. Student Recruitment Office Aims and objectives The role of this office is to lead and co-ordinate all work to ensure the University reaches its HEU undergraduate targets, and to achieve this whilst seeking to improve the academic quality of the intake and protect the diversity of the university s intake. Priorities and activities In support of our aims and objectives, the key activities and priorities of the office for are: To develop and improve our enquiry and applicant management through the use of the new MyLeicester enquiry and applicant portal. To continue to work on a range of national, regional and local initiatives in support of widening participation in HE, and at this University, in particular piloting the new Realising Opportunities WP compact (part of a consortium of research intensive universities). To expand attendance at pre-application Open Days and post-application UCAS Days, while retaining the high levels of customer feedback we receive for these events. To further develop links with a targeted range of schools and colleges, through events and communications. Key performance indicators To meet, but not exceed the HEU undergraduate intake targets: Targets for entry in 2010 are 2,542. Targets for 2011 entry have not yet been set. The role of this office is to ensure that there are sufficient applicants in order to meet the targets. We then work with Departments and the Admissions Office to ensure that offer levels are set, and offers made at a level to ensure targets are not exceeded. To maintain the overall average UCAS tariff achieved by the intake: Average attainment of entrants in 2009 was 400 UCAS points. In this year of high demand coupled with increased targets we would aim to consolidate the entry attainment of entrants across our programmes and acheive an average score of 416 UCAS points. To meet HEFCE WP benchmarks: We currently meet benchmarks on admissions from state schools and from NS-SEC groups 4-7, and are working towards meeting benchmarks for the HEFCE Polar 2 under-represented groups. These benchmarks are applied retrospectively, but we now monitor applications and intakes in order to have an early indication of whether future benchmarks will be met.

7 6. Press Office Aims & Objectives The aim of the Press Office is to secure excellent coverage for the work across the University across traditional and new media that is consistent with the market proposition of the University. Contribute to a tangible improvement in the University s reputation. Priorities & Activities Engage with the national education media and Sunday Times in particular Secure better exploitation of marketing comms content by repurposing it for media Work with marcoms to identify PR opportunities across the board and different channels for communication ie campaigns Ensure reputation management is factored into the senior management decision-making process Ensure communication of brand values in University communications, particularly LE1 Contribute content to University web portals and develop the News portal Improve quality and volume of media coverage Involve marcoms in the planning of LE1 to ensure the brand proposition is communicated through the narrative of the stories selected Sustain and improve media performance Ensure our engagement with HE journalists is sustained through the work of Tony Tysome Overhaul and redevelop the experts database for the media Develop the office website to sit alongside the News Portal Develop media advice portal Develop events guide Work with marcoms for multimedia on news portal Key Performance Indicators Seek feedback on LE1 Develop KPIs for media coverage: - Advertising Value Equivalent (AVE) measurement - Tonality and quality measurement of media coverage Reputational measurement tools developed by marcoms

8 7. International Office Aims and Objectives To lead and co-ordinate activity to ensure the University reaches its international student targets in the short-term, and to develop longer-term sustainable approaches to recruitment through diversification of markets and recruitment channels, whilst at the same time seeking to improve the academic quality of the intake. To enhance the profile of the University internationally through relationships and partnerships. To work with other parts of the University to ensure the international student experience remains positive and continues to improve. Priorities and activities Support academic departments in achieving international student recruitment targets Minimise the risks and increase medium- to long-term recruitment sustainability by diversifying both source markets and recruitment channels Contribute market intelligence to Programme Development Committee and academic departments to signal new opportunities and market demand, and inform new developments Develop and implement a framework to use partnerships around the world more strategically, supporting the broader objectives of raising the University s profile and reputation internationally Identify opportunities for further development of existing partnerships in order to exploit synergies, and assess and prioritise opportunities for new partnerships Develop and implement a strategic approach to communications, both internally and externally, to include content management; management of developments; improvement and updating Gain greater understanding of the impact on the University of the significant increase in international student numbers, and in particular in regard to the experience of international students and those who teach, support and study with them Key Performance Indicators Achievement of international student recruitment targets across the University as a whole for UG, PGT and PGR Achievement of targets for individual academic departments Increase in the number of markets from which we recruit 30+ students Creation of a comprehensive and accessible record of worldwide links Identification of key strategic partnerships ( preferred partners ) for future development. Establishment of guidance and criteria for future partnership selection and/or prioritisation International Office external webpages provide a comprehensive resource for prospective international students and their influencers (agents, parents, teachers, sponsors, etc) Internal communications provide clear two- way channels for colleagues

9 Research into the international student experience using the International Student Barometer provides data to inform and influence University planning and decision-making in regard to recruitment, facilities, resources and infrastructure