Key Performance Indicator (KPI) and Reports Policy
Policy Statement
The School is committed to upholding high standards of performance, accountability, and evidence-based decision-making. Our Key Performance Indicator (KPI) and Reports Policy ensures rigorous monitoring and evaluation of KPIs to align with our strategic goals. This policy mandates comprehensive reporting and analysis across all departments, facilitating informed decision-making and continuous improvement to support the School's success and sustainability. KPI information, supporting datasets, and reports are managed as institutional information assets and must be governed in accordance with the School’s Information Governance Policy, Data Protection Policy, and Data Retention Schedule and Policy.”
Principles
- Transparency: Providing clear, accessible reports on KPIs to stakeholders.
- Accountability: Holding ourselves accountable for achieving performance targets.
- Accuracy: Ensuring information is collected and reported accurately.
- Data Governance and Protection: Collecting, analysing, storing, and sharing KPI data lawfully, securely, and proportionately, using approved systems-of-record, defined retention periods, and appropriate safeguards where personal data or sensitive information is involved.
- Consistency: Applying uniform methods in measuring and reporting KPIs.
- Timeliness: Delivering reports within agreed timeframes to inform decision-making.
- Review: Regularly reviewing KPIs to align with strategic objectives.
- Continuous Improvement: Using KPIs to drive continuous improvement across all operations.
- Objectivity: Ensuring performance assessments are objective and data-driven.
- Strategy: Aligning KPIs with the School’s strategic plan and goals.
- Communication: Effectively communicating performance metrics and their implications.
- Engagement: Involving relevant stakeholders in the development and review of KPIs.
- Adaptability: Adapting KPIs in response to changes in the internal and external environment.
Regulatory Context
This Policy has been developed in line with the applicable laws, regulations, regulatory advice, and sector best practices, including the following:
| Authority | Name | Url |
|---|---|---|
| Office for Students (OfS) |
Regulatory framework for higher education in England
This framework outlines OfS' primary aim to ensure positive outcomes for students, including access, success, and progress in higher education. It covers quality academic experience, progress into employment, and value for money. |
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| Quality Assurance Agency (QAA) |
The Quality Code
This code represents a shared understanding of quality practice across the UK higher education sector, protecting public and student interests and championing the UK's reputation for quality. |
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| Quality Assurance Agency (QAA) |
Advice - Enabling Student Achievement
|
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| Advance HE |
Code of Governance for Universities
A code of governance that sets out the principles and standards that universities in the UK should follow. |
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| Committee of University Chairs |
The Higher Education Code of Governance
A code aimed at ensuring the highest levels of governance at higher education institutions. |
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Strategic Alignment and the Role of Key Performance Indicators
The School's strategic aims are as follows:
These strategic aims provide a clear focus for the School's direction, ensuring excellence in teaching, curriculum development, networking, brand positioning, student experience, and global reach. By setting these aims, the School aligns its goals with current and future educational and industry needs, fostering a strong and adaptable learning environment. |
The School, particularly the Board of Governors, assesses the success of its strategy using the 8 key performance indicators (KPIs) outlined in its Governance Statement:
Related metrics are detailed further in this policy. These KPIs provide clear, measurable benchmarks to evaluate the School's effectiveness in implementing its strategy. They cover critical areas such as innovation, curriculum quality, student outcomes, financial health, stakeholder satisfaction, and diversity, enabling continuous improvement and alignment with strategic goals. |
Assessing Policy and Regulatory Impact Through Performance Metrics
The School's strategy is further reinforced by its regulations and policies, each of which includes specific metrics to measure Key Performance Indicators (KPIs) and the effectiveness of the regulations, policies, and procedures. These metrics are assigned to responsible owners who must report on them. Management reports are consolidated and presented to governing bodies, including the Board of Governors, to evaluate the strategy and make necessary adjustments to policies, regulations, and procedures. This structured approach ensures that all policies and regulations are aligned with the School's strategy. By assigning metrics to specific owners and consolidating reports for governing bodies, the School can assess progress, ensure accountability, and adapt its strategy effectively. |
The Automated Governance System (AGS) collects data to measure, analyse, and report on relevant metrics. Assigned owners use this data to provide reports to the Board of Governors, supporting both governance oversight and continuous improvement. By automating data collection and analysis, the AGS ensures accurate, timely, and consistent reporting, enabling informed decision-making and ongoing enhancement of the School's performance and governance. |
Yearly Review and Enhancement of Academic Offerings
The School’s Monitoring and Evaluation Regulations also provides important information to ensure the quality of standards, curriculum, and graduation rates through defined roles:
Clearly defined roles and responsibilities in monitoring and evaluation processes ensure that all stakeholders contribute to maintaining and improving academic standards, curriculum quality, and overall performance. This structured approach enables informed decision-making and continuous enhancement across all levels of governance. |
Metrics-Based Oversight and Advancement of Institutional Practices
Generally, the School uses data analytics, business intelligence, dashboards, and data-driven insights to support oversight and continuous improvement. This approach enables evidence-based decisions and enhancements in strategy, service delivery, and student satisfaction. Data-driven oversight ensures the School can accurately assess performance and identify areas for improvement. By relying on analytics and insights, the School can make informed decisions that enhance strategies, services, and overall student experience. |
The School has a commitment to continuous improvement and student engagement, encouraging a proactive approach to using KPI data for strategic planning and resource allocation. The Executive Committee, Academic Board, and Quality, Compliance, and Audit Committee shall report on Key Performance Indicators (KPIs) three times a year to the Board of Governors. This will involve various stakeholders, such as students, in the development and review of KPIs to ensure that the indicators reflect a diverse range of perspectives and institutional priorities. These reports will provide essential data, including quantitative and qualitative metrics, to gauge KPI performance, trends, and areas needing improvement, ensuring accountability and alignment with institutional objectives. KPI reports, supporting evidence, and underlying datasets must be stored within the School’s approved systems-of-record so that decisions are auditable and evidence can be retained and retrieved in line with governance and assurance requirements. Action plans will be developed to address underperformance and celebrate successes. This structured reporting process enables the Board of Governors to make informed strategic decisions based on KPI data. Regular reviews foster a culture of accountability and continuous improvement, ensuring the institution effectively responds to performance outcomes and maintains its commitment to excellence. |
Data Governance
Each KPI and its supporting dataset must have a designated Data Owner who is accountable for defining purpose, lawful basis where personal data is processed, data quality expectations, access permissions, and retention requirements. Data Owners must ensure KPI information is accurate, proportionate, and derived from approved systems-of-record. The Director of Technology acts as Senior Information Risk Owner and ensures appropriate technical, security, and audit controls are in place. Privacy compliance activities are coordinated by the Internal Data Protection Lead. |
Some KPI datasets may include personal data or special category information, for example student outcomes, survey responses, equality and diversity measures, or staff information. Where this occurs, processing must comply with the UK GDPR and the School’s Data Protection Policy. Personal data must be limited to what is necessary, anonymised or aggregated wherever possible for reporting, and accessed only by authorised roles. KPI reports shared with governance bodies should use anonymised or aggregated information unless identifiable information is strictly necessary and lawfully justified. |
KPI reports, dashboards, meeting packs, supporting analyses, and evidence used to inform governance decisions are institutional records and must be retained and disposed of in accordance with the School’s Data Retention Schedule and Policy. Retention periods, accountable Data Owners, and disposal expectations are defined centrally. Records must not be stored in unmanaged local files or informal repositories. Disposal must be secure, proportionate, and auditable. |
The following metrics will be measured and regularly reviewed as key performance indicators for the School to ensure the effectiveness of this policy and associated operations.
Adoption Rate of Innovative Learning Technologies
At least 60% of courses integrating new technologies annually. Adoption of innovative technologies enhances teaching effectiveness, student engagement, and prepares students for a tech-driven workforce, aligning with institutional goals for innovation. |
Curriculum Review and Update Rate
100% of academic programs reviewed and updated at least every 6 years. Regularly reviewing and updating the curriculum ensures that courses remain current, pedagogically sound, and aligned with both academic advancements and the institution's strategic priorities, which helps maintain accreditation standards and enhances student outcomes. |
Graduate Employment Rate within 6 Months
Measure the percentage of graduates employed in their field of study or pursuing further education within six months of graduation. 85% employment or further education rate within six months post-graduation. High graduate employment rates indicate the effectiveness of the institution’s educational offerings and career support services, which is crucial for reputation and student recruitment. |
Industry Partnership Engagement Index
Establish at least 15 active industry partnerships annually, with a minimum of 10 contributing to curriculum development or student placements. Strong industry partnerships ensure curriculum relevance, provide practical experience for students, and foster research and funding opportunities, aligning with strategic goals for growth and impact. |
On-Time Graduation Rate
Achieve a graduation rate of 80% or higher within the expected timeframe. A high on-time graduation rate reflects the quality of academic programs, effective student support services, and student satisfaction, which are critical for institutional success. |
Operating Surplus as a Percentage of Total Revenue
Maintain an operating surplus of at least 5% of total revenue each year. Demonstrates financial health and the ability to invest in future growth, infrastructure, and strategic initiatives without compromising fiscal stability. |
School Survey Satisfaction Rate
Measure student satisfaction using internally conducted school surveys, focusing on teaching quality, support services, facilities, and overall experience. Achieve an average satisfaction score of 90% or higher in all key areas annually. Regular internal surveys provide direct feedback for continuous improvement, reflecting the effectiveness of policies and services in enhancing the student experience. |
Student Diversity and Inclusion Index
Track the diversity of the student body by measuring the representation of different demographics (gender, ethnicity, socioeconomic status, disability) across all programs. Achieve a diversity representation index score increase of 10% over three years and ensure retention rates across all demographics are within 5% of each other. A diverse and inclusive student body creates a richer learning environment, meets equity goals, and enhances the institution's reputation for inclusivity and social responsibility. |