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 number strategy for the period 2019-2026.
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 strategy and policy to stakeholders.

Review of student demand and targets:

d. To consider market position and approach to offer levels for different subject areas and types of students.
e. To oversee all student number plans for partnerships, including LIC, XJTLU, Carmel College.
f. To oversee the process for 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.

Alignment of Resources:

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

Overview of operational activity:

m. To oversee the development of the institutional planning tool to support effective student number planning.
n. To maintain a strategic oversight of student recruitment activity, including confirmation and clearing plans.
o. Delegated authority to approve minor amendments to existing policies/codes of practice relating to the recruitment and admission of students. (RAWPC).

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.

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.