Student Administration Strategic Plan 2015/ /20

Transcription

1 Student Strategic Plan 2015/ /20 Student Strategic Plan Page 1

2 Contents 1. Introduction 2. Mission 3. Vision 4. Strategy 5. Core Functions and Responsibilities 6. Key Issues and Strategic Direction for Next Five Years 7. Ongoing Maintenance of Systems and Involvement in Other Institutional Projects 8. Student Support for the Student Life Cycle Student Strategic Plan Page 2

3 Student Strategic Plan 2015/ /20 Introduction Student is a central department reporting directly to the Director of Student and through the Finance and Information Services Directorate to the Chief Finance and Information Officer. Student plays a central and core role in the academic administration of the University and the enhancement of the student experience through the support and management of the student life cycle from application through to graduation. Student is in its core position within the university, able to support not only the Learning and Teaching Strategy, but also the delivery of the academic plan and through continuous engagement and support for Faculties, International Office, Research Office, ADDL, Employability and Marketing, Alumni, Student Support, Finance and the Library services to further influence stakeholders and support the student experience. Student is in the unique position of having the ability to directly impact on the University s vision, values and community through our core services, and to actively support and lead change while serving as strategic partners to those we support. The strategic plan identifies the mission, vision, values, activities and stakeholders of Student and presents clear achievable objectives and priorities for the department for the period The priorities that have been identified for Student have been formulated with reference to current University initiatives, the University Corporate Plan 2011/12 to 2015/16 and in particular the University Learning and Teaching Strategy 2013/14 to 2017/18 and aims to support the University in achieving its stated goals. The provision of service outlined in the following document is dependent on the availability of a sufficient staff complement to provide a high level of core business services. While the University is operating in a time of significant change in Higher Education as well as restrictions on resources and finances, we in Student are aware that any future changes to resources may impact on the ability to achieve these objectives. It is also recognised that the successful completion of some of these objectives will require input and involvement from other areas of the University both central and Faculty. The timing of the successful implementation will also depend on the availability of suitable resources for Student and from these other areas. The current staff compliment within Student is able to provide a high quality service and would anticipate achieving this strategic plan within the current resource of staff, however should this change, then the tasks noted within this document will be prioritised. Student Strategic Plan Page 3

4 The Student strategic plan is a five year rolling plan which will be reviewed annually to ensure it is adaptable to strategic and other priorities such as Learning and Teaching as well as ensuring its objectives and priorities remain relevant and achievable while reflecting the aims of the University. The Strategic Plan will ensure the Department remains focused on where and how we can become even more efficient, effective and productive while maintaining a high level of flexibility, and to be dynamic and creative to adapt to the changing needs of the University in a challenging environment. This requires the commitment of a dedicated team and this is evidenced by the outstanding team members who make up the Student staff. Their capability, professionalism and continued development will be emphasised through the Staff Excellence which underpins this strategy. Student Strategic Plan Page 4

5 Student Mission, Vision & Strategy, 2015/ /20 Mission The mission of Student is to support a broad range of key departments, areas and activities across the institution in particular the Learning and Teaching Strategy, by engaging with all sectors of the University community in providing a high quality, flexible, dynamic and innovative service. Our Vision The Student Department strives to ensure The services of Student will be fully recognised as a central function of the student experience and student life cycle in which the main principle is to create, maintain, certify and protect the University records of applicants and students. Student will be flexible, agile and responsive to changes in service provision as a result of the changing market place and changing internal and external environments. Such as the current developments for HEAR, new CRM system and the new UCAS Tariff for example. Student will be proactive rather than reactive in the provision of improvements to service delivery, to simplify and streamline student administration processes and procedures in order to assure and enhance quality, maintain standards and reduce bureaucracy. Student staff are capable, professional, opportunity ready and strategically focused and are actively encouraged to develop knowledge, experience and skills and to achieve their professional development goals to the benefit of the department. Our Values The Student Department emphasises our commitment to Maintaining a high quality student focussed service and support to the Learning and Teaching Community, Research and International Community Enhancing the provision of our services through the effective use of resources and technology Extending focused communication and engagement with our stakeholders and wider University community, including our key role in supporting the Academic Planning process Provide clear and accurate quality information to all stakeholders including Student Strategic Plan Page 5

6 Our Stakeholders Potential applicants, applicants, students and student representatives General public Learning and Teaching colleagues to include academic, administrative and research staff and students Faculties, International Office, Research Office, ADDL, Employability and Marketing, Alumni, Student Support, Finance, Student Accommodation and Library External agencies, such as Education and Library Boards, Higher Education Institutions, Validated Partnerships and Collaborative institutions, Government departments, Student Loans Company, UCAS, SPA and UKVI. Graduates Core Objectives and Priorities In addition to providing a high quality service in the activities of Student, we will also strive to: Review and enhance the services and processes of Student Raise the profile, enhance accessibility and visibility of Student within the University Develop the full range of Student services by maximising the use of existing technologies and exploring new technologies Engage with and provide support to the Learning and Teaching, Research and International communities on shared projects and activities, maintaining a student focussed service from both the academic and student point of view Lead and contribute to developing and implementing cross University initiatives. Student Strategic Plan Page 6

7 Student Strategy The Student Strategy is informed by the Learning and Teaching Strategy (2013/ /18) Strategic Aim 1 To provide applicants, students, staff and interested stakeholders with a high quality, flexible and responsive service in relation to application, admissions, registration and enrolment, programme/module provision, examinations, graduation and recognised achievements of students. Key Supporting Objectives To ensure that opportunities and expectations are continually and pro-actively explored to enhance the range, relevance, coherence and sustainability of services provided in order to respond to student diversity and preferences. To keep abreast of technology and technological developments to improve the user and student experience, including influencing and contributing to the development of the CRM system and its potential impact on Banner from student enquiry through to graduation and alumni. To lead and direct the evolution of Banner, Self Service and HEAR provision and any other related systems such as CRM. To develop and maintain close partnerships with interested parties and stakeholders. To digitise systems and processes going forward by focussing on enhanced efficiency to improve working processes. To continually reflect on, enhance, simplify and streamline the wider administrative electronic processes and procedures as appropriate in order to improve user and student experience, enhance quality and maintain standards while reducing bureaucracy. In preparation for the decant to Belfast to ensure that people, systems and business processes are technologically prepared for the evolution to a more centralised service in terms of IT provision. To expand opportunities to assist current students and graduates in achieving their professional goals. To lead the way in providing a focussed central provision of Student support on the Belfast campus Student Strategic Plan Page 7

8 Key Risks As a result of both external and institutional internal factors such as the failure to provide the physical, financial and human resources and support required to enhance the current provision; the inability to explore potential services available and the resultant impact. Failure to review current procedures and to adopt and adapt to new and emerging technologies due to the focus of current resources on core activity. Failure to investigate the availability of current technologies that may potentially integrate with the current service provision. Failure to investigate the potential use of technologies to streamline services. Failure to ensure the timely delivery of new technological initiatives and enhancement of the existing systems by effectively prioritising and managing approved development activities. Strategic Aim 2 To raise awareness of the core functions of Student particularly those having a direct impact on student experience and to increase engagement with key stakeholders and the wider community. Key Supporting Objectives To communicate more effectively the services provided by Student to key stakeholders. To develop working relationships that foster student and academic engagement with Student through focus groups and working groups, and the services provided. To ensure that all students and staff are clear about the service they can reasonably expect of the staff of Student and what is expected of them. To refresh the Student web presence to enhance its usability, timeliness and relevance to the University community and stakeholders Key Risks Failure to effectively promote the work of Student. Failure to communicate effectively with stakeholders and to foster student and academic engagement. Student Strategic Plan Page 8

9 As a result of external factors such as the failure to provide the physical, financial and human resources and support required to communicate and engage with stakeholders. Enabling Aim To provide a supportive environment to recruit, develop and retain a dynamic capable and professional workforce within Student. Key Supporting Objectives To expand opportunities to assist employees in achieving their professional goals through PDP, job rotation and job sharing To actively support and engage all staff within the department to continue to foster a strong and co-ordinated team. To provide opportunities within the department for staff rotation to other functional areas and opportunities to develop a wide range of knowledge, experience and skills across the department enhanced by the provision of desktop procedures. Key Risks The nature of Student s core business results in continuous periods of peak activity throughout the academic calendar thus reducing the window of opportunity to take advantage of development. External factors preventing adequate engagement by staff in professional development or related activities. External factors impacting on the ability to make provision for capability development plans at departmental and individual levels. Single points of failure in certain key core business areas such as systems support. Specialist knowledge in certain areas where the current staff compliment is limited thus reducing the capacity for staff to take advantage of opportunities. Student Strategic Plan Page 9

10 Student Core Functions and Responsibilities: 1. Systems Administrators of and provision of support for, the Banner Student Record System (extending to Online Applications, Online Enrolment and Online Graduation functionality; student information accessible via the Staff and Student Portals) 2. Banner software upgrades to facilitate regulatory changes made by stakeholders (UCAS, SLC, UKVI, HESA) and technological advances 3. Development of Banner in line with other university systems such as CRM 4. Continued engagement and collaborative work with both internal and external user group communities 5. Management groups to review, approve, prioritise and implement new initiatives and enhancements to current business processes 6. Management of staff user accounts for the student record system 7. Maintenance and development of reports repository 8. Effective and timely delivery of user training, including the provision of easily accessible documentation 9. Validating data on Banner Student Records System 10. Providing training and information to Learning and Teaching community, e.g. use of Banner system to include decision processing, academic structure, examination marks and standards etc. 11. Downloading/uploading of UCAS applications and associated information and transactions on a twice daily basis 12. Central point of support, advice and contact for all Admissions system processes and procedures across the institution including part time, Research and International 13. Central point of support, advice and contact for new UCAS Tariff Point system 14. Set up and maintenance of full time Undergraduate courses on UCAS courses database 15. Point of contact for all UCAS related activities 16. Provision and support for Standard Offers portfolio 17. Co-ordination and update of Student Guide (Ulster and QAHE) 18. Drafting new policies and regulations where required and updating existing policies and regulations 19. Liaising with and supporting Planning 20. Liaising with and supporting Faculties 21. Supporting helplines for admissions, confirmation and clearing and Online Enrolment 22. Applications short course, Continuing Professional Development (CPD), undergraduate, postgraduate and Collaborative Course provision (CCU) 23. Establishing and maintaining module database and associated module catalogues 24. Student Registrations online and on campus. 25. Issuing student ID cards 26. Confirming student attendance letters, benefits, pension, part time loans etc. 27. Providing an information point and help desk to staff and students 28. Responding to employer references/verification of awards 29. Confirming student attendance to Student Loans Company 30. Maintenance of Student Loans Company courses database 31. Issue of University bursaries Student Strategic Plan Page 10

11 32. Maintain student records by maintaining and updating modules and programme changes/amendments 33. Maintenance of database records of marks, progress decisions and awards 34. Examination provision, scheduling and organisation 35. Co-ordination, management and provision of Examination results, provision of support for Awards Boards, publication of results to students, issue of transcripts and communication with LEAs reporting regarding student progression. 36. Downloading and verification of external examination results at key periods mainly July and August 37. Maintaining External Examiners database and associated activities 38. Administering the University s Examinations Appeals process 39. Co-ordination, management and provision of University conferring and graduation ceremonies. 40. Production of parchments, transcripts and proof of qualifications for graduation ceremonies, graduates and alumni as required 41. Implementing, issuing and maintaining HEAR documentation in perpetuity and further development of system to include part time. 42. Provision of support to Employability and Marketing to facilitate employer engagement with the HEAR 43. Responsible for maintaining the University s Admissions Policy Student Strategic Plan Page 11

12 Student Key Issues and Strategic Direction for the next five years. ACTIVITY New UCAS Tariff for 2017 entry CORE FUNCTIONAL AREAS Registry offices, Support office, Faculties, Planning office, Employability and Marketing, and Corporate Communications. ACTION REQUIRED IN NEXT FIVE YEARS Review and revise current practices and business procedures in offer making, standard offers and confirmation. Adopt new Tariff in time for 2017 entry. Clear communication of Ulster entry requirements and offers by Sept 2015 for internal and external stakeholders. Incorporate UCAS and SPA guidance into business processes and practices. Incorporate CMA guidelines to allow applicants to make an informed decision. Investigate and review the potential for a more streamlined centralised RISKS Outdated business processes. Unclear information for applicants and Careers teachers. Reduction of CF and CI applications due to confusion or unclear offer message from Faculties. Inconsistency across Faculties. Negative impact on student experience. Negative impact on University reputation. Failure to review current procedures and to adopt and adapt to new and emerging technologies due to the focus of current resources on core activity. REWARDS AND GOALS Strategic Aim 1 - To provide applicants, students, staff and interested stakeholders with a high quality, flexible and responsive service in relation to application, admissions, registration and enrolment, programme/module provision, examinations, graduation and recognised achievements of students. Clear Strategic direction in terms of use of Tariff for entrance qualifications and offer making. Assisting Employability and Marketing in the provision of clear communication to applicants and Careers teachers. Fair and Transparent admissions. Support Widening Participation. Student Strategic Plan Page 12

13 admissions model if the institution intends to strategically move in this direction. Failure to ensure the timely delivery of new technological initiatives and enhancement of the existing systems by effectively prioritising and managing approved development activities. Bespoke offers for each applicant to positively impact on student experience. Transparency and consistency of approach in expression of offers. Reduced and uncomplicated standard offers library. Enabling Faculties to influence potential increase in numbers of conversion to CF and CI applicants. Compliance with UCAS and SPA best practice guidelines. Compliance with CMA guidelines. Move towards centralised admissions processing. Student Strategic Plan Page 13

14 ACTIVITY HEAR CORE FUNCTIONAL AREAS Examinations offices, Academic office, Support office, Employability and Marketing, Faculties, Students Union. ACTION REQUIRED IN NEXT FIVE YEARS Production of HEAR for full time Undergraduates as a formative document during course of study, with Studies Adviser access. Production of a signed and verified HEAR for FT UG graduates. Provide student authorised access to HEARs for specific third parties. Provide repository for HEARs for graduate access from 2014 onwards. Provide business processes and systems for input of verified additional extracurricular activities. Support Employability and Marketing to RISKS Inability to provide HEAR during course of study or on graduation. Non compliance with CRA guidelines. Negative impact on student and graduate experience and disadvantage of Ulster students compared to other HEI graduates in the employment market. Lack of engagement with employers. Failure to review current procedures and to adopt and adapt to new and emerging technologies due to the focus of current resources on core activity. Failure to ensure the timely delivery of new REWARDS AND GOALS Key Supporting Objective - To continually reflect on, enhance, simplify and streamline the administrative electronic processes and procedures as appropriate in order to improve user and student experience, enhance quality and maintain standards while reducing bureaucracy. Provision of enhanced student experience through engagement with studies advisers and extra-curricular activities. Provision of HEAR in compliance with CRA guidelines to ensure Ulster students are not disadvantaged in comparison to other HEI graduates. Student Strategic Plan Page 14

15 facilitate and raise awareness and engagement with employers. Compliance with CRA guidelines and recommendations. Expansion of provision of HEARs to part time and Postgraduate students. technological initiatives and enhancement of the existing systems by effectively prioritising and managing approved development activities. Enhancement of graduate employability. Support for Employability and Marketing to facilitate the development of closer links with the employment community for placements and graduate recruitment through the HEAR system. Student Strategic Plan Page 15

16 ACTIVITY CMS CORE FUNCTIONAL AREAS Module office, Student Systems Support office, HEAR Project. ACTION REQUIRED IN NEXT FIVE YEARS Ensure module database is accurately included and reflected within CMS. Provision of timely and accurate information to Module office from CA1, CA3, Validation and Revalidation documentation in CMS. Ensure HEAR requirements of Programme Learning Outcomes are captured and automated through CMS. Review and revise current practices and business processes to avoid unnecessary or duplication of effort. Review of Banner capabilities and link with the development of CRM to ensure Banner is integrated into the RISKS Late and incorrect information from CA1, CA3, Validation and Revalidation documentation resulting in undue pressure on Module office prior to registration. Inability to update module database in time for registration. Poor student experience at OLE. Incorrect course and module registrations for students. Increased overtime and salary costs in Student. Missing Programme Learning Outcomes information from HEAR documents. REWARDS AND GOALS Key Supporting Objective - To keep abreast of technology and technological developments to improve the user and student experience. Ensure the streamlining and alignment of Module system into CMS. Provision of clear, accurate and up-to-date information for Module database prior to registration. Positive student experience at OLE and accurate course and module registrations. Reduction and removal of need to undertake overtime. Student Strategic Plan Page 16

17 corporate flow of information Clear and accurate PLO information in HEAR. Student Strategic Plan Page 17

18 ACTIVITY Banner Student Records System CORE FUNCTIONAL AREAS Support Office, ISD, Faculties. ACTION REQUIRED IN NEXT FIVE YEARS Review of current Banner SRS provision. Review of potential Banner SRS enhancements or developments already available or scheduled to come from Ellucian. Examination of current business processes, users needs and requirements assessment. Prioritisation of needs and requirements in line with Institution, Learning and Teaching and Student Admin strategies. Business case for development and enhancement of Banner SRS. Review of Banner capabilities and link RISKS Miss match between what Banner SRS can provide and what users need. Falling behind with Banner SRS upgrades and developments. Failure to keep abreast of new technologies and developments. Negative impact on users and students. Failure to review current procedures and to adopt and adapt to new and emerging technologies due to the focus of current resources on core activity. Failure to ensure the timely delivery of new technological initiatives and enhancement of the existing systems by REWARDS AND GOALS Strategic Aim 1 - To provide applicants, students, staff and interested stakeholders with a high quality, flexible and responsive service in relation to application, admissions, registration and enrolment, programme/module provision, examinations, graduation and recognised achievements of students. Development and Enhancement of Banner SRS to meet changing needs of users. To ensure that Banner SRS is flexible, dynamic and creative to adapt to changing needs of Institution in a Student Strategic Plan Page 18

19 with the development of CRM to ensure Banner is integrated into the corporate flow of information Review and explore Banner functionality to enhance examination boards and investigate potential link to VLE. effectively prioritising and managing approved development activities. challenging environment. To ensure that Student is proactive, efficient and effective in the provision of a high quality, flexible, dynamic and innovative service. Student Strategic Plan Page 19

20 ACTIVITY Online Examination Boards CORE FUNCTIONAL AREAS Examinations offices, Faculties ACTION REQUIRED IN NEXT FIVE YEARS Review and revise current practices in the area of Examination Boards support and associated activities. Review and revise and business processes, users needs and requirements assessment to avoid unnecessary or duplication of effort. Removal of manual and paper-based systems. Prioritisation of needs and requirements in line with Institution, Learning and Teaching and Student Admin strategies. Business case for development and enhancement of Examination Boards and associated activities. RISKS Miss match between the service provided and what users need. Falling behind with Banner SRS upgrades and developments. Failure to keep abreast of new technologies and developments. Negative impact on users and students. Failure to review current procedures and to adopt and adapt to new and emerging technologies due to the focus of current resources on core activity. Failure to ensure the timely delivery of new technological initiatives and enhancement of the existing systems by REWARDS AND GOALS Key Supporting Objectives - To continually reflect on, enhance, simplify and streamline the administrative electronic processes and procedures as appropriate in order to improve user and student experience, enhance quality and maintain standards while reducing bureaucracy. Automated actions at Examination Boards for processing and input of marks and AST codes. Reduction in manual processes and use of paper. Automation of business processes around production of examination papers. Student Strategic Plan Page 20

21 To undertake an investigation of the ISD Canon Print room project to ascertain whether the examinations function could potentially avail of developments in this project that would assist in the production of multiple documents such as examination papers and parchments. Review and explore Banner functionality to enhance examination boards and investigate potential link to VLE. effectively prioritising and managing approved development activities. Enhancing the provision of service through the effective use of resources and technology. Student Strategic Plan Page 21

22 ACTIVITY On Line Direct Entry Application Review CORE FUNCTIONAL AREAS Registry Offices, Faculties, International Office and Research Office ACTION REQUIRED IN NEXT FIVE YEARS Review and revise current practices in the area of Online Applications including the detailed requirements of each application type and associated questions. Review and revise and business processes, users needs and requirements assessment to avoid unnecessary or duplication of effort. Investigate and review the potential for a more streamlined centralised admissions model if the institution intends to strategically move in this direction. RISKS Failure to review current procedures and to adopt and adapt to new and emerging technologies due to the focus of current resources on core activity. Failure to ensure the timely delivery of new technological initiatives and enhancement of the existing systems by effectively prioritising and managing approved development activities. REWARDS AND GOALS Key Supporting Objective - To ensure that opportunities and expectations are continually and proactively explored to enhance the range, relevance, coherence and sustainability of services provided in order to respond to student diversity and preferences. Provision of an updated online application process for applicants with the ability to upload additional documents. Provision of a more streamlined and user friendly system. Provision of application forms that meet the various needs of Faculties and Departments. Student Strategic Plan Page 22

23 ACTIVITY Move to Belfast CORE FUNCTIONAL AREAS All Student ACTION REQUIRED IN NEXT FIVE YEARS Streamlining of business process and re-engineer practices. Opportunity to lead, direct and develop the One Stop Shop provision of Student services at the new campus Opportunity to take advantage of technology and remove manual and paper based activity. Opportunity to assist employees in achieving their professional goals Opportunity to actively support and engage all staff within the department to continue to foster a strong and co-ordinated team. RISKS Failure to examine business processes and practices with a view to reduction in manual and paper based activity. Failure to provide a central point of Student service for students potentially leading to a poor student experience Failure to review current procedures and to adopt and adapt to new and emerging technologies. Failure to adequately prepare and develop staff for change and the opportunities arising from the move. REWARDS AND GOALS Strategic Aim 2 - To raise awareness of the core functions of Student particularly those having a direct impact on student experience and to increase engagement with key stakeholders and the wider community. Enabling Aim - To provide a supportive environment to recruit, develop and retain a dynamic capable and professional workforce within Student. Business Process reengineering. Opportunity to change current practices and enhance processes. Opportunities for staff rotation to other Provision of a coordinated approach with Student Strategic Plan Page 23

24 functional areas and opportunities to develop a wide range of knowledge, experience and skills across the department. Investigate and review the potential for a more streamlined centralised admissions model if the institution intends to strategically move in this direction. technological availability to support the development of a one-stop-shop for students to enhance student experience when dealing with Student. *Denotes lead functional area. Student Strategic Plan Page 24

25 Student Ongoing Maintenance of Systems and Involvement in Other Institutional Projects ACTIVITY Student and Related Systems Banner Student Records System (Ellucian) CRM Project CORE FUNCTIONAL AREA Support Office, ISD. Support Office, ISD. Student Support Office, Registry Offices, Examinations Offices, *ISD, Employability and Marketing, Student Support, Faculties, CRM Project Team. ACTION REQUIRED STATUS Maintenance and upgrade of the Student and related systems on an ongoing basis as required for statutory upgrade and to meet specifications of UCAS for example. Plus ongoing testing and training for users. Maintenance and upgrade of Banner Student Records System to include Oracle upgrade and to meet Ellucian requirements. Preparation, system enhancements, developments and testing for move to Banner XE. Review of Banner capabilities and link with the development of CRM to ensure Banner is integrated into the corporate flow of information. Undertake information gathering phase and investigation into current business processes to map activities. Maintenance, support and user training throughout year, UCAS upgrade specifically carried out annually in October. Maintenance, support and user training throughout year, Banner upgrade specifically carried out annually in April. CRM is currently in Phase 1 where the focus is looking at the activities of Student Support. Further developments with Student and Banner Student Records System to follow in later phase of project. Student Strategic Plan Page 25

26 HESA/HESES INTRACK OLE (Online Enrolment) OLG (Online Graduation) Support Office, ISD and Planning Office. Support Office, ISD and International Office. Support Office, Registry Offices, ISD, Finance and Planning Offices. Integration of CRM with Banner Student Records System, across all areas of Registry, Examinations provision. Maintenance and testing of Student and related systems on an ongoing basis as required for mandatory upgrade and to meet statutory requirements and specifications of HESA and HESES. Establish and test mandatory changes to UKVI data to ensure that all statutory requirements, regulations and information required by UKVI is provided and compliant in order to maintain Ulster licence. Update InTrack changes for each year as required. Maintenance and enhancement of the Student On Line Enrolment system on an ongoing basis for required changes, developments and enhancements to meet user needs, and testing to assure the integrity of the functionality. Maintenance and enhancement of the Student Maintenance, support and user training throughout year, HESA and HESES upgrade specifically carried out annually in October prior to annual census date. Maintenance, support, user training and engagement with focus groups throughout year, InTrack upgrade specifically carried out from September onwards. OLE change specifications agreed in November to ensure timely update and full testing prior to opening of OLE in early August. Management of annual changes and system support at high demand times. (Nov and August) Continuous maintenance and timely upgrade and Student Strategic Plan Page 26

27 Examinations Developments and Enhancements Research Project De-registration Process Student Record Amendment Form Support Office, Registry Offices, ISD, Alumni and Planning Offices. Support Office, Examinations Offices, ISD. *ISD, Student Support Office, Research Office. Support Office, Registry Offices, ISD, Support Office, Registry Offices, ISD, On Line Graduation system on an ongoing basis for required changes, developments and enhancements to meet user needs, and testing to assure the integrity of the functionality. Maintenance and enhancement of the Examinations and External Examiner systems and reports on an ongoing basis for required changes, developments and enhancements to meet user needs, and testing to assure the integrity of the functionality. Migration and full integration of Research Office information into Banner. Maintenance and enhancement of the Deregistration system to meet user needs and to incorporate the addition of Leave of Absence submissions. Production of reports for management information. Maintenance and enhancement of the current SRAF provision to meet user needs, amend as appropriate and provide online full testing prior to opening of OLG system in November and February. Management of annual changes and system support at high demand times. (Oct - Nov and Feb - April) Maintenance, support and user training throughout year, in advance of each Examinations cycle, ie prior to January Semester 1 examinations, prior to May semester 2 examinations and prior to August resit period. Work currently underway in this development. Maintenance and support of system, annual update and verification of policy and related information in Student Guide and web for users, in advance of early August opening of OLE. Annual review of the forms and format based on user and academic feedback, in advance of Registration period in September. Student Strategic Plan Page 27

28 Direct Entry Applications for Partner Institutions Students Union Elections Project FACES Project Support Office, Registry Offices, ISD, International Office. Student Support Office, s Union. Student Support Office, ISD, *Faculty of Computing and Engineering. versions of the forms. Development and testing of a new application type for FT UG applicants from Partner Institutions and document upload facility. Development of facility through Banner Student Records System to allow for the provision of communications to full student body regarding SU elections. Development of a means of extracting and using student photographs as captured at registration and held in Banner Student Records System. Addition of student photographs to Student Marks Profile, for use by Studies Advisors, Course Directors and Module Coordinators. Ad hoc review of specific application type and developments undertaken to facilitate International Office requirements. Further enhancements to the online application system undertaken in conjunction with On Line Direct Entry Application Review. Annual maintenance and update of systems based on Student Union needs, prior to annual Student Union elections. Annual maintenance and update of system based on user needs to ensure update is available from registration period onwards and particularly at examination periods. Potential investigation of further academic uses. Student Strategic Plan Page 28

29 ACVAX and OES archive and Impromptu Student Support Office, Registry Offices, Examinations Offices, *ISD. Migration of all older information contained in ACVAX, OES and Impromptu into Cognos reporting environment. Work currently underway in this development. *Denotes lead functional area. Student Strategic Plan Page 29

30 STUDENT ADMINISTRATION SUPPORT FOR THE STUDENT LIFE CYCLE KEY STAKEHOLDERS Finance, Learning and Teaching, International Office, ISD, Planning, Research, Student Support Pre-application Application Registration During Study Policies & Examinations Graduation Procedures Co-ordination of UCAS system, entry profiles, standard offer library. Facilitation of UCAS communications to applicants. Administrative procedures for admission of all application types to Ulster. (UCAS & Direct Entry applicants, associate students in partner institutions and degree link courses in regional colleges.) Service provision to staff & students on all campuses incl counter service. Registration & enrolment incl OLE & ID cards. Co-ordination of Induction and Registration sessions on campuses. Registration support for Faculties, International and Research office. Maintenance of student records. Report provision to ELB, LEA, DSA, PTG1 Management of bursaries & scholarships. Management of registration files Payment of loans and grants. Management of attendance files & change of circumstances to ELB. Student Guide Admissions Policy Guidelines for admissions and OLE. Examinations procedures & guideline Development of operations & procedures as required. Examinations, recording marks, results for BOE, processing & publishing. Assessment & results documentation. Problem solving EGB & Banner related issues. Examination timetabling software & coordination of upgrades. External Examiners database. Graduation preparation & organisation including OLG. Provision of parchments transcripts & HEAR. Banner Student System Support and Module Database. Business analysis provision & support for strategic core business of Ulster. Strategic links to key users of core systems, ISD, HR, Finance. Business intelligence reporting. Development & maintenance of Student Records system and Information systems. Provision of specialist reporting, advice, training & support to end users incl guidance docs. Manage & develop core module database to support all courses. Collection input and checking of module related data. Dissemination of relevant module information to staff. Develop & update Student website and ensure accuracy of Dept info on Corporate pages. Student Strategic Plan Page 30