Student Intake Strategy Group

Committee description

Minute Secretaries: Luisa Lovering, Email:; Chris Jones, Email:

Terms of Reference

The group will take account of market positioning and intelligence and the University’s planning and budgetary context and fulfil the following functions 

Development and implementation of Strategy:

a. To act as a forum for development of a holistic student recruitment
b. To oversee strategic risk indicators and to consider effectiveness of mitigation measures for strategic risks relevant to student recruitment.
c. To consult with a range of stakeholders in Faculties, Schools, Institutes and Departments to jointly develop and agree on strategy and to effectively communicate agreed institutional student intake ambitions and policy to stakeholders.

Review of student demand and targets:

d. To consider market position and approach to achieve strategic recruitment objectives.
e. To oversee all student number plans for partnerships, including UoLIC, XJTLU and Carmel College.
f. To oversee the process and, where appropriate, make recommendations on target setting, informed by the analysis of data on applications and prior recruitment performance, both in terms of quantity and quality of students.
g. To oversee the ongoing development of a portfolio that is responsive to market demand and supports the wider student recruitment strategy.
h. To endorse student number plans as developed by Faculties as part of the PPC.

Alignment of Resources:

i. To advise the Planning Group and Senior Leadership Team on the alignment and levels of bursaries, scholarships and studentships to support the achievement of the student number strategy.
j. To advise the Planning Group and Senior Leadership Team on appropriate levels of tuition fees to be charged for new and existing programmes of study offered by the University.
k. To advise the Planning Group and Senior Leadership Team on the allocation of funding aligned to the strategy, including those linked to the Access and Participation plan.
l. To ensure alignment of resources to support implementation of the strategy e.g. accommodation, IT and Library facilities, student services.
m. To make recommendations to the Planning Group, who will retain oversight of the affordability of plans through the planning process.

Overview of operational activity:

n. To maintain a strategic oversight of student recruitment activity, including confirmation and clearing plans.
o. To have delegated authority to approve minor amendments to existing policies/codes of practice relating to the recruitment and admission of students.

Frequency of Meetings

The group will meet on five occasions during the year.

Additional workshop sessions will be held to ensure continued input from a wide range of stakeholders.

Reporting Relationship

The group will report to Senior Leadership Team, and refer items to Education Committee, Research and Impact Committee and Planning and Resources Committee according to the business considered.

Meeting outcomes and minutes will be shared via Faculty Education Committees and/or RAWPs.

Members or key people

The scope of the group is substantial and necessarily will require input from a wide range of stakeholders.  To avoid creating a large group that would be difficult to manage, it is recommended that a small core group is created but that additional members attend for relevant meetings, with planned business according to the cycle of the work.

Core membership:

The Pro-Vice-Chancellor for Education (Chair)

The Associate PVC Education for Faculty of Science and Engineering

The Associate PVC Education for Faculty of Health and Life Sciences

The Associate PVC Education for Faculty of Humanities and Social Sciences

The Director of External Relations

The Director of Marketing

The Director of Student Recruitment and Widening Participation

The Director of Strategic Planning or nominee

The Director of Finance or nominee

The Dean for XJTLU

Two representatives of the Guild of Students

Additional membership will be arranged according to meeting forward plan/agenda, for example additional academic input from Deans (Level 2 Deans) and Heads of Department, as well as Faculty Directors of Operations when discussing target setting.  Further consultation will take place to identify key roles that should be involved for particular themes.