Company number: 12497951
6 Sutton Park Road, Sutton, SM1 2GD

Key Performance Indicator (KPI) and Reports Policy

Policy Statement

The School is committed to upholding high standards of performance and accountability. 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.

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.
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.
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.
Quality Assurance Agency (QAA)	Advice - Enabling Student Achievement
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.
Committee of University Chairs	The Higher Education Code of Governance A code aimed at ensuring the highest levels of governance at higher education institutions.

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.

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.

Quality Assurance Agency (QAA)

Advice - Enabling Student Achievement

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.

Committee of University Chairs

The Higher Education Code of Governance
A code aimed at ensuring the highest levels of governance at higher education institutions.

Strategic Alignment and the Role of Key Performance Indicators

Title
Rule Strategic Aims The School's strategic aims are as follows: SA1: Pedagogical Excellence: Develop innovative teaching methods, including AI-powered tools, to foster critical thinking and adaptability, preparing future leaders for an AI-enhanced world. SA2: State-of-the-Art Curriculum: Design forward-thinking curricula that reflect the latest industry trends and real-world applications, empowering students to lead and innovate in the digital age. SA3: Impactful Professional Network: Build a community of forward-thinking professionals by hosting industry events, roundtable discussions, and guest lectures, promoting visibility, lifelong learning, and cross-sector collaboration. SA4: Distinctive Brand: Achieve global recognition as a leading institution in digital engineering, innovation management, AI, interdisciplinary studies, and student success. SA5: Gold-Standard for Student Experience: Continuously enhance the student experience and promote a commitment to lifelong learning. SA6: Global Scalability: Create a global platform to develop a diverse community of leaders who will drive transformation in an AI-powered future. 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.
Rule Key Performance Indicators for Strategic Success The School, particularly the Board of Governors, assesses the success of its strategy using the 8 key performance indicators (KPIs) outlined in its Organisational Structure, Governance, and Declaration of Interests Statement: Adoption rate of innovative learning technologies Curriculum review and update rate Graduate employment rate within 6 months Industry partnership engagement index On-time graduation rate Operating surplus as a percentage of total revenue School survey satisfaction rate Student diversity and inclusion index 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.

Title

Rule
Strategic Aims

The School's strategic aims are as follows:

SA1: Pedagogical Excellence: Develop innovative teaching methods, including AI-powered tools, to foster critical thinking and adaptability, preparing future leaders for an AI-enhanced world.
SA2: State-of-the-Art Curriculum: Design forward-thinking curricula that reflect the latest industry trends and real-world applications, empowering students to lead and innovate in the digital age.
SA3: Impactful Professional Network: Build a community of forward-thinking professionals by hosting industry events, roundtable discussions, and guest lectures, promoting visibility, lifelong learning, and cross-sector collaboration.
SA4: Distinctive Brand: Achieve global recognition as a leading institution in digital engineering, innovation management, AI, interdisciplinary studies, and student success.
SA5: Gold-Standard for Student Experience: Continuously enhance the student experience and promote a commitment to lifelong learning.
SA6: Global Scalability: Create a global platform to develop a diverse community of leaders who will drive transformation in an AI-powered future.

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.

Rule
Key Performance Indicators for Strategic Success

The School, particularly the Board of Governors, assesses the success of its strategy using the 8 key performance indicators (KPIs) outlined in its Organisational Structure, Governance, and Declaration of Interests Statement:

Adoption rate of innovative learning technologies
Curriculum review and update rate
Graduate employment rate within 6 months
Industry partnership engagement index
On-time graduation rate
Operating surplus as a percentage of total revenue
School survey satisfaction rate
Student diversity and inclusion index

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

Title
Rule Metrics and Reporting for Strategic Alignment 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.
Rule Automated Governance System for Data-Driven Decision-Making 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.

Title

Rule
Metrics and Reporting for Strategic Alignment

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.

Rule
Automated Governance System for Data-Driven Decision-Making

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

Title
Rule Monitoring and Evaluation Roles and Responsibilities The School’s Monitoring and Evaluation Regulations also provides important information to ensure the quality of standards, curriculum, and graduation rates through defined roles: Module Leader: Regularly observes module delivery, engages with students to drive improvements, and submits a module report. Programme Leader: Ensures programme coherence and high-quality delivery by working closely with students and module leaders and submits a programme report. Students: Have designated staff contacts and complete surveys. Student representatives meet each semester with the Directors of Student Services, Education, and Operations, and module and programme leaders, in the Student Experience Committee to inform reporting. Director of Education: Oversees all module and programme reports and metrics, meeting with staff and student representatives, and reports on continuous improvement to the Academic Board, Executive Committee, and Board of Governors. Academic Board: Ensures programmes meet regulatory quality and standards, advising the Board of Governors on necessary changes. Board of Governors: Monitors and evaluates the School's performance against academic and business plans and key performance indicators. 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.

Title

Rule
Monitoring and Evaluation Roles and Responsibilities

The School’s Monitoring and Evaluation Regulations also provides important information to ensure the quality of standards, curriculum, and graduation rates through defined roles:

Module Leader: Regularly observes module delivery, engages with students to drive improvements, and submits a module report.
Programme Leader: Ensures programme coherence and high-quality delivery by working closely with students and module leaders and submits a programme report.
Students: Have designated staff contacts and complete surveys. Student representatives meet each semester with the Directors of Student Services, Education, and Operations, and module and programme leaders, in the Student Experience Committee to inform reporting.
Director of Education: Oversees all module and programme reports and metrics, meeting with staff and student representatives, and reports on continuous improvement to the Academic Board, Executive Committee, and Board of Governors.
Academic Board: Ensures programmes meet regulatory quality and standards, advising the Board of Governors on necessary changes.
Board of Governors: Monitors and evaluates the School's performance against academic and business plans and key performance indicators.

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

Title
Rule Data-Driven Oversight and Continuous Improvement 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.
Rule KPI Reporting and Assessment 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. 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.

Title

Rule
Data-Driven Oversight and Continuous Improvement

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.

Rule
KPI Reporting and Assessment

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. 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.

Metrics and KPIs

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.

Title
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.

Title

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.