EXTERNAL RELATIONS STRATEGY 2009-2011 by dfsiopmhy6

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									EXTERNAL RELATIONS STRATEGY 2009-2011
CONTENTS

1	       Executive	summary	                                                         2
2	       External	Relations	at	SOAS	                                                3
3	       Context	–	the	external	and	internal	environments	                          3
4	       Institutional	context	–	the	Vision	and	Strategy	for	the	Centennial	        6
5	       Strategic	aims	of	the	ERS	2009-11	and	outcomes	of	successful	delivery		    6
6	       Strategic	objectives	to	deliver	the	ERS	outcomes	                          8
7	       Alignment	with	SOAS	Sub-strategies	and	Faculty	Plans	                     10
8	       Responsibility	for	development	and	implementation	                        12
9	       Monitoring	and	evaluation	                                                13
10	      Risk	analysis	                                                            13
11	      Performance	indicators	                                                   19
APP	A	   Background	to	this	redraft	of	the	ERS	                                    25




                                                                                        1
    1.       EXECUTIVE SUMMARY

    SOAS	is	in	an	extraordinary	position	–	it	has	a	unique	mission,	an	upcoming	centennial	milestone	in	2016	to	
    celebrate	with	much	to	be	proud	of,	a	good	academic	reputation,	a	network	of	committed	and	passionate	friends	
    and	advocates	and	a	wealth	of	underexploited	assets.	Yet	the	School	faces	many	challenges,	including	externally,	
    an	increasingly	competitive	global	market	for	higher	education	and	a	harsh	funding	climate	for	government	and	
    philanthropic	support,	and	internally,	the	need	for	better	communication	and	a	positive,	service-oriented	and	
    outward-facing	culture	that	will	deliver	value	for	money	for	resources	invested.	

    To	capitalise	on	the	School’s	many	strengths	and	put	it	in	the	best	position	possible	in	an	uncertain	and	challenging	
    environment,	SOAS	needs	an	ambitious	External	Relations	Strategy.	Members	of	the	School’s	External	Relations	
    Committee	agreed	that	this	ERS	was	ambitious	–	but	that	such	ambitions	and	stretching	targets	are	necessary	as	
    there	is	much	to	be	done.	

    Successful	delivery	of	this	ERS	will	support	the	School’s	Vision	and	Strategy	for	the	Centennial	and	key	objectives	
    within	all	eight	Sub-strategies.	It	covers	the	period	2009-11:	a	two-year	period	of	change,	consolidation	and	short	and	
    medium-term	impacts	which	maximise	the	benefits	of	the	creation	of	the	new	Directorate	of	External	Relations	
    &	Development	(DER&D)	and	lay	the	foundations	for	a	new	ERS	to	be	developed	and	implemented	for	2011	to	2016.

    The	Strategy	sets	out	the	following	four	strategic	aims:		

    AIM 1
    To understand the School’s position within its external environment on a London regional, national
    and international basis

    AIM 2
    To influence SOAS’ existing and potential future stakeholder base and to reach and engage those
    stakeholders to support the School’s strategic aims using its assets and resources in the most effective
    way possible

    AIM 3
    To deliver excellence across the range of activities undertaken by the Directorate of External Relations
    & Development

    AIM 4
    To foster awareness of and engagement with external relations activities throughout the SOAS community

    Seven	key	objectives	and	an	intensive	schedule	of	activities	underpin	delivery	of	those	aims.	The	schedules	of	
    activities	and	Performance	Indicators	outlined	in	section	11	have	been	developed	in	conjunction	and	agreement	
    with	the	management	team	of	the	DER&D	and	key	stakeholders	of	contributing	departments.	While	undoubtedly	
    ambitious	and	stretching,	the	Performance	Indicators	are	necessary,	and	are	realistic	and	achievable.	However,	
    the	planned	changes	and	improvements	within	the	DER&D	need	to	be	supported	and	consolidated	and,	crucially,	
    ERC	members	and	other	key	and	senior	influencers	within	the	School	community	(staff	and	volunteers)	must	be	
    encouraged,	and	hopefully	inspired,	to	engage	with	and	support	external	relations	activities.	

    With	School-wide	support,	successful	delivery	of	this	External	Relations	Strategy	will	transform	the	School’s	ability	to	
    position	and	promote	itself	with	the	HE	sector,	London,	the	UK	and	internationally	–	with	students,	alumni,	funders,	
    partners	and	supporters.	It	will	ensure	that	the	School’s	external	relations	activities	are	fit	for	purpose	and	will	play	a	
    vital	role	in	achieving	the	Vision	and	Strategy	for	2016,	
    the	School’s	Centennial.		




2
2.       EXTERNAL RELATIONS AT SOAS

‘External	relations’	in	the	context	of	the	HE	sector	means	all	those	activities	that	influence	an	institution’s	place	within	
its	external	environment.	Managing	external	relations	for	SOAS	means	understanding	and	positively	influencing	
the	School’s	place	within	the	external	environment	to	better	enable	the	institution	to	achieve	its	strategic	aims.	To	
thrive	in	an	increasingly	competitive	market,	SOAS	must	understand	its	existing	and	potential	future	stakeholder	
and	‘customer’	base	and	know	how	to	reach	and	influence	those	stakeholders	and	customers	using	its	assets	and	
resources	in	the	most	effective	way	possible.	

External	relations	crucially	involves	the	School’s	brand	and	reputation	–	including		marketing,	student	recruitment,	
careers,	publications,	fundraising	and	alumni	relations	activities,	and	outreach	through,	for	example,	its	many	events,	
the	Brunei	Gallery,	the	Library,	widening	participation	programme	and	community	relations	–	many	of	these	activities	
fall	within	the	Directorate	of	External	Relations	&	Development.	However,	many	do	not:	the	scope	of	external	relations	
reaches	far	beyond	the	remit	of	one	or	two	directorates	or	departments:	all	staff,	students,	alumni	and	volunteers,	the	
School’s	online	presence	and	physical	spaces	all	play	a	role	in	representing	SOAS	externally	and	creating	impressions	
with	stakeholders.	

Successful	delivery	of	this	External	Relations	Strategy	therefore	relies	on	collaboration	between	departments	and	the	
engagement	of	the	entire	School	community	and	the	Directorate	of	External	Relations	&	Development	must	play	a	
crucial	role	at	the	heart	of	these	activities	and	in	encouraging	and	facilitating	communication	and	collaboration.	

Successful	delivery	of	this	External	Relations	Strategy	will	however	transform	the	School’s	ability	to	position	and	
promote	itself	with	the	HE	sector,	London,	the	UK	and	internationally	–	with	students,	alumni,	funders,	partners	and	
supporters.	It	will	ensure	that	the	School’s	external	relations	activities	are	fit	for	purpose	and	will	play	a	vital	role	in	
achieving	the	Vision	and	Strategy	for	2016,	the	School’s	Centennial.	




3.       CONTEXT - THE EXTERNAL AND INTERNAL ENVIRONMENTS

As	Director	Professor	Paul	Webley	asserts,	‘SOAS	has	never	been	more	relevant.	We	are	concerned	with	the	issues	and	
the	regions	that	matter	in	the	21st	century	–	and	we	are	building	on	nearly	a	century	of	excellent	scholarship	to	help	
us	analyse,	understand	and	explain	today’s	world’.

2016	will	see	the	School’s	Centenary	Year	–	and	this	Strategy	is	focused	on	enabling	SOAS	to	position	itself	both	to	
celebrate	that	milestone,	and	to	move	forward	into	a	successful	second	century	of	scholarly	excellence,	proud	of	its	
achievements,	financially	sustainable	and	confident	of	its	place	in	a	world	that	recognises	its	unique	and	important	
contribution	to	global	understanding.

To	make	the	most	of	the	opportunities	the	Centenary	presents,	and	to	best	position	itself	in	an	increasingly	
competitive	global	higher	education	market,	SOAS	must	be	the	world’s	leading	centre	for	the	study	of	language-
based	and	regionally-oriented	humanities	and	social	science	subjects	with	regard	to	Africa,	Asia	and	the	Middle	East.	

It	already	occupies	a	unique	position	in	the	UK	higher	education	sector	and	has	few	real	comparators	abroad.		Its	
unique	proposition	includes	its	near	century	of	expertise	and	a	breadth	of	cultural,	linguistic	and	political	expertise	
with	which	to	enrich	understanding	of	arts,	humanities	and	social	science	projects	in	ways	that	other	institutions	
cannot.	This	is	supported	by	its	extensive	and	significant	Library	–	one	of	only	five	National	Research	Libraries	in	the	
UK.	The	School	has	an	excellent	reputation	worldwide,	especially	in	its	regions	of	expertise,	and	a	vibrant	and	diverse	
staff	and	student	population,	many	of	whom	remain	passionate	advocates	and	ambassadors	of	the	institution	long	
after	they	have	moved	on	and	are	of	significant	importance	to	student	recruitment	and	fundraising	programmes.	
                                                                                                                                3
    The	School	is	a	member	of	the	prestigious	1994	Group	of	leading	UK	universities,	boasts	many	eminent	and	well-
    connected	staff	and	has	extensive	academic	links	in	Bloomsbury,	London,	the	UK	and	internationally.	It	also	maintains	
    good	relationships	with	key	UK	external	stakeholders	such	as	the	Foreign	and	Commonwealth	Office	and	has	an	array	
    of	high	profile	and	influential	supporters	and	donors,	some	of	whom	have	given	significant	seven-figure	gifts	and	
    remain	connected	through	membership	of	Governing	Body,	Development	Advisory	Board,	International	Advisory	
    Board,	LMEI	Advisory	Council	or	the	SOAS	Honorary	Community.	

    However,	SOAS	does	not	enjoy	the	same	high	profile	in	the	UK	that	it	does	internationally.	The	July	2009	Kingston	
    audit	of	Marketing	and	Branding	pointed	to	a	confused	and	diluted	brand	and	poor	media	relations	activity	which	
    did	not	leverage	the	high	reputation	the	School	could	hold	given	its	many	assets.		Marketing	activities	are	spread	
    across	the	School	with	the	result	that	there	is	a	lack	of	understanding	of	target	audiences	and	an	inability	to	deliver	
    key	messages.	With	the	funding	councils’	increasing	insistence	that	universities	must	show	their	relevance	to	
    contemporary	issues,	SOAS,	with	its	focus	on	the	regions	and	issues	that	matter	in	today’s	world,	should	be	in	a	strong	
    position	–	despite	recent	emphasis	on	supporting	STEM	rather	than	social	science	subjects.	Yet,	according	to	internal	
    stakeholders	(as	evidenced	in	the	2007	Staff	Survey)	and	external	stakeholders	(mixed	profile	in	the	media,	Kingston	
    Group	internal	audit	of	Marketing	and	Branding	2009),	the	School’s	purpose	and	activities	are	not	currently	clearly	
    understood	or	communicated.	

    Moreover,	the	School’s	recent	performance	in	both	UK	and	international	league	tables	–	increasingly	important	for	
    student	recruitment	and	reputation	–	shows	a	worrying	downward	trend,	as	shown	in	Table	1	below.

    Table 1 University league tables (by year of publication)


     YEAR OF               THE GUARDIAN          COMPLETE              THE TIMES             THE-QS
     PUBLICATION                                 UNIVERSITY
                                                 GUIDE
     2009	                 12th	                 15th	                 =33rd	                =234th	world
     2008	                 8th	                  9th	                  24th	                 253rd	world
     2007	                 11th	                 24th	                 18th	                 243rd	world
     2006	                 6th	                  N/A	                  18th	                 =70th	world


    If	the	School	does	not	capitalise	on	its	many	strengths	and	assets,	improve	its	marketing	activities,	consolidate	its	
    relationships	and	outreach	in	London	and	the	UK	and	raise	its	profile	through	a	strengthened	brand	and	media	
    relations	programme,	these	league	table	results	can	only	get	worse	with	severe	negative	impact	upon	the	institution’s	
    long-term	sustainability.

    Moreover,	as	a	result	of	the	rising	prominence	of	China	and	India	in	the	global	economy	and	the	ongoing	political	
    and	economic	prominence	of	the	Middle	East,	many	other	prestigious	universities	have	started	or	are	starting	
    programmes	and	opening	research	centres	in	areas	that	have	traditionally	been	SOAS’	focus	and	areas	of	expertise.	
    SOAS	needs	to	raise	its	profile,	communicate	its	excellence,	understand	its	position	in	the	market	and	be	prepared	
    for	significantly	increased	competition	for	the	best	staff,	students	and	funding	from	government	and	philanthropic	
    sources.		

    In	the	past	few	years	the	UK	government	has	made	inroads	to	reduce	core	funding	for	Higher	Education	and	it	
    is	known	that	it	will	be	further	and	significantly	reduced	whichever	government	is	elected	in	Spring	2010.	SOAS’	
    government	funding	accounted	for	approximately	25%	of	total	income	in	2008/09	(compared	to	a	Russell	Group	
    average	of	40%)	and	it	is	certain	that	this	will	decrease.	To	continue	to	be	financially	sustainable	the	School	needs	
    to	increase	student	numbers,	particularly	overseas	students	and	post	graduate	numbers.	The	2009/10	–	2012-13	
    Financial	Strategy	sets	out	target	growth	in	student	numbers	of	approximately	8%	by	2012/13.	This	will	come	at	
4
a	time	when	there	is	a	predicted	decline	in	the	number	of	18-20	year	olds	in	the	UK	over	the	next	10	years,	and	
increased	competition	for	fewer	places	on	a	national	and	international	context.	The	strength	of	the	SOAS	brand	will	
become	increasingly	important	in	attracting	sufficient	numbers	of	high	calibre	students.

As	is	likely	to	be	announced	later	in	2010,	the	cap	on	student	fees	will	rise	or	be	removed,	making	students	more	
‘consumers’	than	ever	before:	the	more	they	are	being	asked	to	pay,	the	more	they	are	going	to	ask	‘what	do	I	get	for	
my	money’	when	making	their	choices.	Whichever	UK	government	is	in	power	to	deliver	this	change	will	focus	on	
improvements	to	the	Student	Experience	going	hand	in	hand	with	the	upswing	in	tuition	fees.	

The	need	to	be	seen	to	offer	and,	crucially,	to	deliver	a	rich	and	varied	student	experience	will	therefore	become	
increasingly	important.	The	School’s	results	from	the	National	Student	Survey	(which	feed	into	the	various	league	
tables)	will	increase	in	significance.

In	order	to	manage	this	growth	and	to	provide	the	facilities	that	students	and	staff	will	expect	from	a	world-class	
institution,	the	School	will	also	have	to	increase	both	its	range	of	funders	and	the	amount	it	attracts	from	external	
sources.	There	is	a	clear	expectation	that	universities	will	raise	more	money	from	philanthropic	sources	and	in	August	
2008	the	government	launched,	through	Hefce,	a	Matched	Funding	Scheme	to	encourage	philanthropic	giving	to	
universities.	SOAS	has	signed	up	to	the	scheme	which	will	see	Hefce	award	the	School	an	additional	£1	for	every	£3	
raised	in	eligible	philanthropic	income	banked	between	August	2008	and	July	2011	–	up	to	a	maximum	of	£2.75m	in	
matched	funding.	It	is	crucial	therefore	both	for	the	School’s	medium	and	long-term	sustainability	and	growth,	that	it	
improves	its	profile,	and	reaches	out	to	engage	a	wide-ranging	supporter	and	donor	base.

Until	recently	SOAS	had	suffered	from	a	lack	of	strategic	donor	and	alumni	stewardship	over	a	number	of	years	which	
had	led	to	considerable	disengagement	amongst	the	School’s	most	high	profile	donors	as	well	as	a	disaffected	and	
largely	unengaged	alumni	community.		SOAS’	alumni	community	is	one	of	the	School’s	major	assets	and	in	the	past	
two	years	significant	efforts	have	been	made	to	turn	this	situation	around.	

SOAS	now	has	an	ambitious	development	and	alumni	relations	programme	which	is	supporting	School	Directorate	
initiatives	to	improve	relationships	with	existing	major	donors	and	working	closely	with	academic	and	other	
professional	services	departments	across	the	School	to	build	sustainable	and	engaging	fundraising	and	alumni	
programmes.	These	programmes,	including	a	major	donor	programme	and	a	redefined	and	relaunched	Annual	Fund,	
will	encourage	the	growth	of	a	wide	donor	base	and	prospect	pool	and	will	provide	income	streams	and	partnership	
initiatives	in	both	the	short	term	to	maximise	income	from	the	Matched	Funding	scheme,	and,	crucially,	in	the	
medium	and	longer	term.	

It	should	be	noted	however	that	the	Development	&	Alumni	relations	team	is	very	new	in	post,	nearly	all	staff	having	
been	appointed	between	July	2008	and	June	2009.	Further,	as	a	result	of	the	Professional	Services	Restructure	in	
2009,	the	structure	of	the	new	DER&D	is	being	reviewed	to	ensure	the	directorate	provides	the	services	the	School	
needs	and	shows	good	value	for	money.	In	the	short	to	medium	term	covered	by	this	Strategy,	efforts	will	be	made	to	
address	the	risks	identified	by	the	Kingston	Group	internal	audit	of	July	2009	which	was	highly	critical	of	the	School’s	
marketing	and	branding	functions.	Activities	in	line	with	recommendations	in	the	audit	are	outlined	in	Objectives	3,	4	
and	5,	below.

The	Director	of	ER&D	needs	to	work	closely	with	the	managers	of	the	three	new	DER&D	departments	–	
Communications	&	Events,	Development	&	Alumni	Relations	and	Marketing	–	to	develop	a	strong	senior	
management	team	and	to	ensure	that	staff	are	well	trained	and	supported	to	build	a	Directorate	that	is	fit	
for	purpose	to	support	the	delivery	of	the	aims	outlined	in	the	Vision	and	Strategy	for	2016.




                                                                                                                            5
    4.       INSTITUTIONAL CONTEXT - SOAS VISION AND STRATEGY
             FOR THE CENTENNIAL (2016)
    The	overarching	strategic	direction	for	the	External	Relations	Strategy	is	determined	by	the	SOAS	Vision	and	Strategy	
    for	the	Centennial	which	sets	out	the	following	aims:

    1.	 SOAS	will	be	the	top university	in	its	key	areas	of	expertise	and	one	of	the	top	universities	in	the	world.	
    2.	 SOAS	will	provide	a	distinctive coverage	of	disciplines	in	the	humanities	and	social	sciences.	In	particular,	it	will	
    	 continue	to	provide	specialise	language-based	regional	teaching	in	minority	areas	concerned	with	Asia,	Africa	and	
    	 the	Middle	East.	There	will	be	a	strong	research	and	postgraduate	emphasis	across	all	of	its	disciplines.
    3.	 SOAS’s	research and postgraduate strength	will	be	linked	to	and	sustained	by	quality	undergraduate	
    	 programmes	which	are	informed	by	research.		The	development	of	distance	learning	and	flexible	/blended	
    	 learning	programmes	will	take	SOAS’s	expertise	into	the	world.
    4.	 SOAS	will	focus on and engage with	the	contemporary	world.
    5.	 SOAS	will	promote global understanding.	It	will	maintain	its	commitment	to	having	an	impact	on	the	world	
    	 through	research,	teaching,	and	translating	research	into	policy.
    6.	 SOAS	will	be	an	autonomous, self-directed and sustainable	institution	strengthened	and	supported	by	
    	 collaborations	with	its	partners.

    The	Vision	and	Strategy	also	sets	out	the	School’s	strategic	direction,	and	five	ways	in	which	SOAS	will	pursue	growth	
    both	in	student	and	staff	numbers:

    a.	 Increase	the	number	of	postgraduate	taught	students	and	the	range	of	programmes	it	offers
    b.	 Increase	and	extend	distance	and	flexible/blended	learning	activities
    c.	 Increase	postgraduate	research	student	numbers
    d.	 Increase	the	numbers	of	part-time	postgraduate	taught	students	and	individuals	taking	short	courses	
    	 and	language-training
    e.	 Strengthen	the	scope	and	effectiveness	of	the	School’s	commitment	to	serve	local	and	international	communities	
    	 through	public	education	and	interface	services	and	encourage	outreach	to	link	SOAS	to	potential	partners	across	
    	 the	UK	and	around	the	world.




    5.       STRATEGIC AIMS OF THE EXTERNAL RELATIONS STRATEGY
             2009-2011 AND OUTCOMES OF SUCCESSFUL DELIVERY

    This	Strategy	puts	in	place	plans	to	enable	SOAS	to	understand	its	external	relations	activity	and	achieve	the	
    following	four	strategic	aims:

    AIM 1
    To understand the School’s position within its external environment on a London regional, national
    and international basis

    AIM 2
    To influence SOAS’ existing and potential future stakeholder base and to reach and engage those
    stakeholders to support the School’s strategic aims using its assets and resources in the most effective
    way possible

    AIM 3
    To deliver excellence across the range of activities undertaken by the Directorate of External Relations
    & Development

    AIM 4
    To foster awareness of and engagement with external relations activities throughout the SOAS community
6
Hitherto,	external	relations	activities	at	SOAS	have	been	divergent,	uncoordinated	and	reactive	resulting	in	
inconsistent	brand	messages,	little	or	no	growth	in	profile	and	lack	of	meaningful	relationships	with	stakeholders.	
The	successful	delivery	of	this	Strategy	will	transform	SOAS’s	approach	to	and	management	of	external	relations	
and	through	these,	considerably	strengthen	the	School’s	position	in	the	market.	

By	July	2011	SOAS	will	understand	who	its	key	audiences	are	and	how	best	to	communicate	with	them	using	
consistent	brand	images	and	messages,	and	will	have	built	its	profile	as	a	leading	academic	institution	in	its	areas	
of	expertise.		Implementation	of	the	Strategy	will	deliver	vital	philanthropic	income	to	support	the	School’s	strategic	
objectives	and	will	bring	academics,	donors	and	alumni	closer	to	the	School.	

Specifically,	implementation	will	deliver	the	following	outcomes:

•	 Significant	philanthropic	income	to	invest	in	additional	strategic	capital	and	academic	projects	that	add	significant
	 value	to	the	quality	of	the	School’s	research,	resources,	reputation	and	services	and	the	student	experience

•	 The	introduction	of	a	culture	of	giving	and	commitment	among	alumni,	students	and	staff,	existing	and	
	 prospective	partners	and	creation	of	a	strong	network	of	engaged	supporters	that	add	value	across	the	School

•	 Measurably	increased	positive	media	coverage	and	positive	and	influencing	relationships	with	key	media

•	 Greater	understanding	of	league	table	methodologies	and	proactive	‘lobbying’	relationships	with	key	media	
	 to	help	improve	SOAS’	position	

•	 Clear	understanding	of	the	SOAS	brand,	key	messages	and	values	leading	to	enhanced	profile	and	engagement	
	 with	stakeholders

•	 New	identity	guidelines	that	are	consistently	adhered	to,	creating	a	dynamic	and	engaging	online	presence	
	 and	family	of	literature

•	 A	professionalised	marketing	team	that	delivers	dynamic	marketing	activities	and	strategic	advice	to	Student	
	 Recruitment,	academic	and	professional	services	departments.	This	will	help	develop	the	School’s	course	portfolio	
	 to	maximise	expertise	and	capacity	and	ensure	it	is	in	line	with	the	needs	and	expectations	of	its	market

•	 Achievement	of	strategic	recruitment	targets	that	maximise	capacity	in	specific	programmes	and	courses

•	 An	annual	full	School	events	programme	of	professionally	managed	and	marketed	events	that	highlights	SOAS’	
	 relevance,	expertise	and	attracts	key	London,	regional	and	international	audiences,	supporters	and	media	

•	 Effectively	promoted	Widening	Participation	and	community	relations	programmes	that	strengthens	relationships	
	 with	schools	and	different	communities	in	London	and	encourages	increased	recruitment	and	participation	in	
	 SOAS	courses	and	activities

•	 Greater	confidence	and	pride	in	the	School,	its	achievements	and	its	place	in	the	external	environment




                                                                                                                           7
    6.       STRATEGIC OBJECTIVES TO DELIVER THE ERS OUTCOMES

    The	following	seven	medium	term	strategic	objectives	optimise	current	under-exploited	strengths,	focus	on	
    remedial	actions	to	address	current	weaknesses	and	will	deliver	the	meaningful	outcomes	outlined	above	that	
    support	delivery	of	the	Vision	and	Strategy:

    OBJECTIVE 1

    Build a successful and sustainable development and fundraising programme that maximises the Matched
    Funding Scheme opportunity and delivers financial support for the School’s strategic priorities from alumni,
    other individuals, trusts and foundations and companies.

    This	will	support	all	six	V&S	aims	through	targeted	restricted	and	unrestricted	fundraising	income	to	help	finance	
    key	capital	and	research	projects	as	well	as	additional	projects	and	initiatives	to	enhance	the	student	experience.	
    Specifically,	it	supports	delivery	of	V&S	aim	6.	It	also	supports	delivery	of	growth	targets	a-d.

    Responsibility for delivery: Development & Alumni Relations, working closely with Communications & Events, with academic
    and professional services departments on projects and with Finance on gift acceptance, reporting and accounting

    OBJECTIVE 2

    Build a successful and sustainable alumni relations programme that grows an active network of engaged
    individuals who make a positive and visible contribution – financial and otherwise – to the School’s strategic
    priorities.

    This	is	vital	to	the	success	of	the	fundraising	effort	as	well	as	making	a	significant	contribution	toward	recruitment,	
    the	student	experience,	introductions	to	potential	partners	and	influence	on	a	national	and	international	scale.	It	will	
    support	all	six	V&S	aims	through	targeted	restricted	and	unrestricted	fundraising	income	to	help	finance	key	capital	
    and	research	projects	and	projects	that	enhance	the	student	experience.	Specifically,	it	supports	delivery	of	6.	It	also	
    supports	delivery	of	growth	targets	a-d.

    Responsibility for delivery: Development & Alumni Relations working with Student Recruitment, Careers, the REO and
    departments across the School

    OBJECTIVE 3

    Create and implement a dynamic media relations programme that highlights the School’s expertise and
    assets, builds on our international reputation and measurably improves London and UK profile.

    [This must go hand in hand with the development and implementation of a new Internal Communications Strategy
    which is detailed in a separate School Sub-strategy and in the Communications & Events operational plan]

    Key	activities	will	include	specific	campaigns	to	improve	reputation	and	profile	with	key	HE	sector	specific,	key	league	
    table	media	and	key	media	relevant	to	specific	social	groups,	national	and	international	business	media.	This	will	
    support	all	six	V&S	aims	through	proactive	promotion	of	the	School’s	mission,	purpose	and	achievements.

    Responsibility for delivery: Communications & Events, working with Planning, HR and departments across the School




8
OBJECTIVE 4

Create and promote a strong brand that embodies and projects the School’s values and aspirations.

Through	engaging	in	a	wide	internal	and	external	consultation	exercise	which	assesses	perceptions	of	the	School	at	
the	outset	and	again	after	an	18	month	period,	the	brand/reputation	review	led	by	Marketing	and	Communications	
&	Events	will	help	the	School	understand	and	prioritise	key	audiences	and	shape	and	deliver	key	messages	in	order	
to	achieve	key	outcomes.	It	will	harness	and	promote	the	School’s	strengths	in	a	unified	and	consistent	way	and	so	
support	all	six	V&S	aims.	By	presenting	a	strong	brand	to	internal	and	external	audiences,	it	will	also	support	the	
School’s	growth	targets.

Responsibility for delivery: Marketing and Communications & Events, with Student Recruitment, Widening Participation,
Careers and in time, engagement with and support from all departments across the School

OBJECTIVE 5

Establish an effective marketing function, including a research and intelligence unit, to support course
portfolio and curriculum planning and recruitment at School and Faculty level.

The	School’s	marketing	function,	currently	dissipated	across	departments,	will	be	centralised	as	appropriate	and	
transformed	into	an	active	and	focused	unit	that	works	closely	with	academic	departments	and	professional	services	
to	provide	accurate	and	relevant	marketing	services	and	market	intelligence.	This	will	include	increasing	the	numbers	
of	marketing	department	staff	holding	professional	marketing	qualifications	and	a	change	in	culture	from	a	reactive	
print	and	publications	department	to	a	proactive	and	dynamic	marketing	function.	Marketing	must	support	the	
Learning	and	Teaching	Strategy	in	helping	recruit	in	specialist	areas	where	the	School	has	capacity	and	to	emphasise	
the	academic	distinctiveness	of	the	School	and	delivery	of	the	Faculty	Plans.	This	objective	supports	delivery	of	all	
of	the	V&S	aims,	especially	2,	3	and	6.	It	also	supports	growth	targets	a	to	e.

Responsibility for delivery: Marketing, with Student Recruitment, Planning, ADD and working with departments across
the School

OBJECTIVE 6

Increase the impact of the events and outreach activities offered by the School and strengthen relationships
with local communities (a priority for Hefce).

This	will	necessitate	improving	cross-department	communication	and	collaboration	to	exploit	fully	the	range	of	
activities	including	Widening	Participation,	Brunei	Gallery	exhibitions,	Conferencing,	Regional	Centres	and	Internal	
Conference	office,	Academic	departments	who	manage	a	significant	number	of	events	(eg	CISD	and	Music)	and	
DER&D	School	events	such	as	Inaugural	Lectures,	Honorary	awards	and	Graduation.

For	HEIs	to	establish	good	community	relations	has	been	identified	as	a	priority	for	Hefce	so	must	be	a	priority	for	
the	School.	This	objective	also	underpins	delivery	of	V&S	aims	4,	5	and	6	as	well	as	well	as	many	of	the	School’s	core	
values,	such	as	promoting	equality	and	celebrating	diversity,	promoting	cultural	understanding.	It	also	supports	
delivery	of	growth	targets,	especially	e.

Responsibility for delivery: Directorate of External Relations & Development, working with Brunei Gallery, Widening
Participation, Student and Registry Services, the REO and other academic and professional services departments




                                                                                                                          9
     OBJECTIVE 7

     Improve cross-School working to bring together all aspects of external relations in order to maximise impact.

     This	is	fundamental	to	being	able	to	achieve	the	School’s	external	relations	aims	and	underpins	delivery	of	all	six	V&S	
     aims,	specifically	1,	4,	5	and	6.	It	also	supports	delivery	of	growth	targets,	especially	e.

     Responsibility for delivery: Directorate of External Relations & Development, working with Student Recruitment, Careers,
     Volunteering, Brunei Gallery, Widening Participation, the REO and academic and professional services departments across
     the School




     7.       ALIGNMENT WITH SOAS SUB-STRATEGIES AND FACULTY PLANS

     Delivery	of	the	Vision	and	Strategy	is	supported	by	the	School’s	eight	Sub-strategies,	including	the	External	Relations	
     Strategy.	This	ERS	has	been	developed	to	support	delivery	of	the	Vision	and	Strategy	and	activities	underpinning	all	
     seven	objectives	outlined	above	will	put	in	place	procedures,	processes	and	income	streams	that	will benefit the long-
     term sustainability of the whole institution.

     It	also	supports	key	identified	aims	in	the	School’s	Sub-strategies	and	Faculty	Plans,	as	outlined	below:


      STRATEGY/PLAN                          KEY ER SERVICES                                  SUPPORTING
                                             IDENTIFIED AS                                    ERS OBJECTIVE
                                             NEEDED
      Equality	and	Diversity	Strategy        Scholarship	and	bursary	support	to	ensure	       1	and	2
                                             equality	of	opportunity	and	access.

      Estates	and	Infrastructure	Strategy    Significant	and	sustained	increase	in	           1
                                             philanthropic	funding	to	enable	plans	to	
                                             upgrade	and	expand	the	SOAS	estate	by	
                                             30%	in	line	with	the	Centenary	Masterplan.

                                             Successful	fundraising	for	Library	              1	and	2
                                             Transformation	Project	and	effective	            3
                                             internal	and	external	communications	
                                             programme.

                                             Enhance	profile	with	and	relationship	           3	and	6
                                             management	of	local	and	regional	
                                             planning	bodies	and	architectural	societies	
                                             (eg	University	of	London,	Camden,	
                                             Georgian	Society)	to	enable	developments	
                                             to	Russell	Square	and	other	buildings.

      Financial	Strategy                     Target	growth	in	student	numbers	                3,	4,	5	and	2
                                             of	approximately	8%	by	2012/13.

                                             Increase	in	philanthropic	funding	to	enable	     1
                                             plans	to	upgrade	and	expand	the	SOAS	
                                             estate,	specifically	within	this	timeframe,	
                                             the	Library.

10
STRATEGY/PLAN                      KEY ER SERVICES                                 SUPPORTING
                                   IDENTIFIED AS                                   ERS OBJECTIVE
                                   NEEDED
Human	Resources	Strategy	          External	funding	pressures	and	increased	       3	(internal
                                   competition	necessitate	developing	and	         communications)
                                   implementing	a	change	management	
                                   programme	and	improved	employee	
                                   relations	to	deliver	effective	and	
                                   accountable	services	and	programmes.

                                   Building	on	the	School’s	sense	of	              3
                                   community	and	pride	in	its	achievements.

                                   Reducing	HR	advertising	budget	                 5	
                                   (new	online	recruitment	and	possible	
                                   management	of	advertising	through	
                                   Marketing).

Information	and	Internal	          This	is	currently	being	written	and	DER&D	      3,	6	and	7
Communications	Strategy            is	responsible	for	writing	the	new	Internal	
                                   Communications	Strategy.	Implementation	
                                   of	this	will	lead	to	measurably	better	
                                   internal	communications	for	the	School	
                                   community	and	enable	improved	media	
                                   relations,	events	and	outreach	activities.

                                   The	new	Information	Strategy	will	entail	       3	and	5
                                   closer	working	relationships	between	the	
                                   Communications	and	Web	teams	and	will	
                                   improve	information	management	and	
                                   dissemination.

Learning	and	Teaching	Strategy     Scholarship	and	bursary	support	to	attract	     1	and	2
                                   the	highest	calibre	students	and	support	
                                   Widening	Participation	initiatives,	ensuring	
                                   equality	of	opportunity.

                                   Provision	of	facilities	and	resources	          1	and	2
                                   commensurate	with	a	world-class	teaching	
                                   and	research	institution.

                                   Engagement	with	the	School’s	extensive	         2
                                   alumni	network.

Research	and	Enterprise	Strategy   Enhance	the	research	reputation	of	             3
                                   the	School.

                                   Develop	the	range	and	nature	of	external	       5	and	7
                                   agencies	through	greater	engagement	
                                   with	external	agencies.

Student	Administration	and	        Improving	information	provision…	               5
Support	Strategy                   rationalising	and	refreshing	Student	
                                   Handbooks.

Arts	&	Humanities	Faculty	Plan     Market	research	to	validate	new	initiatives	    5
                                   in	all	departments,	better	data	analysis.

                                   Clearer,	more	intuitive	web	service	as	a	       5,	3	and	4
                                   marketing	tool	–	for	easier	internal	and	
                                   better	external	use.

                                   Scholarships	and	bursaries	for	identified	      1	and	2
                                   courses	and	posts.
                                                                                                     11
      STRATEGY/PLAN                          KEY ER SERVICES                                 SUPPORTING
                                             IDENTIFIED AS                                   ERS OBJECTIVE
                                             NEEDED
      Languages	&	Cultures	Faculty	Plan      Fundraising	and	relationship	management	        1,	3	and	6
                                             initiatives	for	Endangered	Languages	
                                             Academic	Programme.

                                             Marketing	and	recruitment	initiatives	to	       5	and	3
                                             new	priority	programmes	and	of	Home	UG	
                                             students	by	smaller	departments.

      Law	&	Social	Sciences	Faculty	Plan     Scholarships	and	bursaries.                     1	and	2

                                             Enhanced	reputation	and	profile	                3
                                             management	to	counter	RAE.




     8.       RESPONSIBILITY FOR DEVELOPMENT AND IMPLEMENTATION

     Responsibility	for	overseeing	the	development	and	implementation	of	the	ERS	lies	with	the	School’s	External	
     Relations	Committee	(ERC).	Under	its	Terms	of	Reference,	point	(ii)	(d),	the	ERC	should	review	the	External	Relations	
     Strategy	on	an	annual	basis.	Responsibility	for	reviewing,	and	if	necessary	developing	a	new	ERS,	lies	with	the	Director	
     of	External	Relations	&	Development	(DER&D).	To	ensure	that	the	Strategy	remains	relevant,	reflecting	changing	
     demands	and	circumstances,	it	is	proposed	that	it	is	formally	considered	by	the	ERC	at	its	meeting	each	summer	term.

     The	Director	of	DER&D	is	also	responsible	for	overseeing	implementation	of	the	many	DER&D	activities	outlined	
     in	this	Strategy.	It	is	however	acknowledged	that	responsibility	for	implementation	of	some	of	the	objectives	lies	
     beyond	the	scope	of	the	DER&D	alone,	as	outlined	above.	The	Strategy	also	needs	support	from	across	the	School,	
     specifically	Executive	Board	and	senior	Volunteers	(including	Governing	Body,	Development	Advisory	Board	
     and	International	Advisory	Board),	Heads	of	Department	and	Directors	of	Professional	Services.	The	Director	of	
     External	Relations	&	Development	and	the	management	team	of	DER&D	must	also	therefore	act	as	senior	internal	
     ambassadors	for	the	Strategy,	encouraging	cross-collaboration	between	departments	and	helping	to	foster	a	culture	
     within	the	School	that	promotes	awareness	of	and	engagement	with	external	relations	activities.	




12
9.       MONITORING AND EVALUATION

Implementation	of	the	External	Relations	Strategy	will	be	monitored	by	the	External	Relations	Committee	(ERC)	
which	reports	to	Resources	and	Planning	Committee	(R&PC).	Under	its	terms	of	reference,	the	ERC	should	monitor	
the	overall	delivery	of	the	ERS,	make	periodic	reports	to	R&PC	regarding	the	delivery	or	otherwise	of	the	Performance	
Indicators	and	targets	set	out	in	the	ERS	and	review	the	ERS	on	an	annual	basis	and	recommend	changes	to	R&PC.

To	afford	regular	oversight	it	is	proposed	that	the	risks	outlined	in	10	below	will	be	considered	as	a	risk	register	and	
looked	at	together	with	the	Performance	Indicators	at	11	below	at	each	ERC	meeting.

Performance	of	staff	within	the	Directorate	of	External	Relations	&	Development	against	objectives	outlined	in	the	
ERS	(and	the	departmental	and	personal	plans	that	flow	from	it)	will	be	monitored	and	evaluated	through	regular	
121s	and	the	staff	development	review	programme.




10. RISK ANALYSIS

The	table	overleaf	analyses	potential	risks	to	the	delivery	of	the	External	Relations	Strategy,	their	likely	effects	and	the	
steps	or	actions	that	are	being,	or	would	be,	taken	to	mitigate	those	risks.




                                                                                                                                13
14
            NATURE OF RISK             PROBABILITY EFFECT                                LEVEL       OVERALL   SUMMARY OF KEY MITIGATIONS
                                       OF RISK                                           OF EFFECT   EFFECT

     A      FINANCIAL
     i)     Economic	downturn	is	      High        Philanthropic	fundraising	targets	    High        High      Feasibility	study	on	major	gift	programme	to	be	
            deeper	and	longer	than	                take	longer	to	achieve	or	have	to	                          undertaken,	realistic	‘stretch’	targets	set	and	regularly	
            anticipated                            be	downgraded.	Donors	default	                              monitored.	Build	strong	relationships	with	donors	based	
                                                   on	funding	pledges                                          on	trust	and	accountability
     ii)    Continued	focus	on	STEM	   High        Reduced	funding	for	CLASH	            High        High      SOAS	to	participate	in	national	(1994,	UUK)	publicity	
            subject	areas	                         institutions,	lack	of	public	                               campaigns	to	raise	the	profile	of	research	generally	and	
                                                   awareness	of	importance	of	                                 demonstrate	the	value	of	its	impact	at	national	and	local	
                                                   CLASH	subjects                                              level.	DER&D	to	work	closely	with	the	REO	to	publicise	SOAS	
                                                                                                               research	activity		
     iii)   Incoming	UK	government	    Medium      Staff	and	non	staff	resources	have	   High        High      Development	and	alumni	relations	teams	to	deliver	
            reduces	funding	to	SOAS	               to	be	cut	leading	to	inability	to	                          financial	targets	and	show	good	ROI	to	make	the	case	for	
            more	severely	than	                    deliver	key	activities                                      the	investment	in	fundraising	resource.	Staff	must	remain	
            anticipated                                                                                        motivated	through	positive	management	and	support,	and	
                                                                                                               setting	of	stretch	but	achievable	targets.
     iv)    SOAS	International	        Medium      Lack	of	engagement	of	key	            High        High      Feasibility	study	to	include	IAB	members,	SOAS	Development	
            Advisory	Board	remains	                international	prospects,	                                   Advisory	Board	ensures	close	alignment	of	School’s	strategic	
            an	underexploited	asset                confusion	of	SOAS	message	                                  objectives	and	fundraising	activities	and	focus	of	resource
                                                   in	high	level	corporate	arena,	
                                                   financial	goals	not	realised
            NATURE OF RISK             PROBABILITY EFFECT                                 LEVEL       OVERALL   SUMMARY OF KEY MITIGATIONS
                                       OF RISK                                            OF EFFECT   EFFECT

     B      REPUTATIONAL
     i)     Lack	of	engagement	        Medium      SOAS’	UK	profile	continues	to	be	      High        High      Communications	team	to	actively	encourage	academic	
            amongst	academic	                      in	the	shadow	of	other	UK	and	                               colleagues	to	become	media	spokesmen	and	work	with	
            colleagues	with	media	                 European	HEIs	who	now	offer	                                 them	to	coordinate	media	coverage.
            relations	activity                     similar,	higher	profile	courses	and	
                                                                                                                EB	and	ERC	members	to	encourage	engagement	of	
                                                   faculty	
                                                                                                                academic	staff	in	SOAS	media	relations
     ii)    Adverse	publicity	         High        Small	Communications	team	has	         High        High      Strategic	level	cooperation	between	Communications,	
            continues	to	emanate	                  to	spend	time	‘reacting’	rather	                             Conferencing,	Directorate	and	SU	to	put	in	place	
            from	events	booked	and	                than	promoting	positive	stories,	                            more	robust	procedures	regarding	responsibility	and	
            managed	by	third	party	                negative	impressions	of	SOAS	are	                            accountability	for	event	booking	and	management,	and	
            organisations                          continually	reinforced	                                      more	advance	notice	and	discussion	regarding	potentially	
                                                                                                                controversial	events	or	speakers
     iii)   Way	in	which	key	league	   Medium      SOAS	further	falls	in	the	UK	          High        High      DER&D	to	work	closely	with	Planning	and	ADD	to	better	
            tables	are	compiled	                   and	international	league	tables	                             understand	league	table	methodologies	and	presentation	
            continue	to	adversely	                 leading	to	loss	of	reputation	                               of	data	and	to	build	influencing	relationships	with	key	
            effect	SOAS’	position                  and	decreasing	ability	to	attract	                           media
                                                   high	calibre	staff,	students	and	
                                                   supporters
     iv)    Poor	donor	or	gift	        Medium      Negative	reputational	impact	          Medium      Medium    DER&D	to	put	in	place	key	policies	to	reflect	best	practice	
            stewardship	leads	to	                  leading	to	lack	of	confidence	         to	High     to	High   in	donor	and	gift	management,	eg	gift	acceptance	and	
            adverse	media	coverage                 within	the	sector,	within	the	                               ethical	policies,	standardise	Gift	Agreements	and	work	with	
                                                   SOAS	community	and	difficulty	in	                            colleagues	across	the	School	to	encourage	good	donor	and	
                                                   attracting	or	retaining	key	donor	                           gift	record-keeping	and	management
                                                   relationships




15
16
            NATURE OF RISK                 PROBABILITY EFFECT                                    LEVEL       OVERALL   SUMMARY OF KEY MITIGATIONS
                                           OF RISK                                               OF EFFECT   EFFECT

     C      INTERNAL
     i)     Management	of	                 Medium      Small	Communications	team	                Medium      Medium    DER&D	to	work	closely	with	key	Directorate	and	HR	staff,	
            employee	relations	                        is	unable	to	devote	sufficient	                                 and	to	contribute	to	the	redrafting	and	delivery	of	an	
            takes	up	significant	                      resource	to	creating	and	                                       effective	Internal	Communications	strategy	to	better	
            Communications	resource                    implementing	successful	media	                                  engage	the	SOAS	community	and	foster	better	employee	
                                                       relations	programme                                             relations
     ii)    Poor	cross-School	buy-         Low         School	continues	to	have	no	              Medium      Medium    Positive	reactions	to	the	proposals	already	received	to	be	
            in	to	establishment	of	                    central	market	research	and	                                    communicated.	Director	of	ER&D	to	work	closely	with	the	
            market	research	and	                       intelligence	function	leading	to	                               Vice	Principal,	Head	of	Planning,	senior	colleagues	within	
            intelligence	function                      lack	of	joined	up	course	portfolio	                             Academic	Development	and	Student	&	Registry	Services	
                                                       and	curriculum	planning	at	                                     directorates	to	foster	collaboration	and	a	cross-School	
                                                       School	and	Faculty	level                                        approach	to	course	portfolio,	curriculum	planning	and	
                                                                                                                       student	recruitment	strategy
     iii)   Delivery	of	donor	funded	      Medium      Donor	dissatisfaction	leads	              High        High      Unsustainable	projects	not	put	forward	to	donors,	prudent	
            projects	is	inconsistent	or	               to	withdrawal	of	current	and	                                   project	budgeting	to	include	resource	allocation	to	
            fails	due	to	poor	project	                 future	funding,	academic	project	                               support	its	delivery,	well	managed	steering	and	project	
            management	or	lack	of	                     champions	become	disillusioned	                                 groups	that	always	include	a	DER&D	staff	member	to	
            resource                                   and	hard	to	recruit                                             represent	donor	interests
     iv)    Lack	of	buy-in	to	brand	       Medium      SOAS	brand	continues	to	be	               High        Medium    DER&D	to	create	and	manage	an	engaging	brand	and	
            review	and	outcomes                        diluted	and	inability	to	deliver	                     to	High   reputation	review	involving	key	internal	and	external	
                                                       key	messages	leads	to	weakened	                                 stakeholders	and	communicating	results	on	a	regular	basis,	
                                                       position	in	an	increasingly	                                    senior	management	support	for	determined	monitoring	of	
                                                       competitive	market.	As	with	above,	                             adherence	to	brand	guidelines
                                                       this	will	lead	to	a	decreasing	
                                                       ability	to	attract	high	calibre	staff,	
                                                       students	and	supporters
            NATURE OF RISK             PROBABILITY EFFECT                                LEVEL       OVERALL   SUMMARY OF KEY MITIGATIONS
                                       OF RISK                                           OF EFFECT   EFFECT

     C      INTERNAL - continued
     v)     Delay	in	creating	         Medium      Inability	to	count	all	eligible	                            DER&D	to	work	closely	with	colleagues	across	the	School	
            and	implementing	                      income	toward	Matched	Funding	                              to	foster	understanding	of	the	importance	of	robust	
            key	donor	and	gift	                    targets,	donor	dissatisfaction	and	                         policies	and	support	colleagues	to	manage	donor	
            management	policies	                   potential	negative	reputational	                            relationships,		allowing	development	and	alumni	relations	
            and	non-compliance	with	               impact                                                      staff	to	facilitate	relationships	where	appropriate
            implementation

     vi)    Lack	of	engagement	        Low         Events	activities	remain	             Medium      Medium    Events	team	to	continue	to	build	relationships	across	the	
            with	School-wide	events	               uncoordinated	resulting	                                    School	and	put	in	place	policies	and	procedures	that	have	
            planning                               in	inconsistent	service	and	                                consensus	and	are	adhered	to.	Regular	meetings	to	take	
                                                   presentation,	missed	profile	and	                           place	with	Conferencing	and	Regional	Centres	&	Internal	
                                                   marketing	opportunities	                                    Conferences	Office	

     vii)   Poor	cross-School	         Medium      Activities	remain	divergent,	         High        High      DER&D	to	work	closely	with	colleagues	across	the	School	
            engagement	in	external	                uncoordinated	and	reactive	                                 to	win	senior	management	buy-in,		encourage	cross-
            relations	activities                   resulting	in	inconsistent	brand	                            collaboration	between	departments	and	help	promote	
                                                   messages,	little	or	no	growth	and	                          awareness	of	and	engagement	with	external	relations	
                                                   lack	of	meaningful	relationships	                           activities
                                                   with	stakeholders




17
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            NATURE OF RISK               PROBABILITY EFFECT                              LEVEL       OVERALL   SUMMARY OF KEY MITIGATIONS
                                         OF RISK                                         OF EFFECT   EFFECT

     D      MANAGEMENT
     i)     Director	&	Principal	        Medium      Loss	of	momentum	and	warmth	        High        High      DER&D	to	work	to	improve	internal	communications	and	
            leaves	SOAS                              in	key	donor	relationships                                the	internal	environment	and	media	relations,	deliver	on	
                                                                                                               key	objectives	and	strengthen	and	deepen	and	broaden	
                                                                                                               relationships	with	key	major	donors
     ii)    Loss	of	key	staff	in	DER&D   Low         Delays	and	loss	of	quality          Low         Low       Keeping	staff	involved	and	motivated.	Adherence	to	
                                                                                                               strategic	priorities	so	small	resource	is	not	spread	too	
                                                                                                               thinly	or	overloaded
     iii)   Delay	or	inability	          Low         Marketing	department	continues	     High        Medium    Adherence	to	the	School’s	Change	Management	Policy	
            to	deliver	change	                       to	be	reactive	print	services	                            including	a	sound	and	fair	business	case	and	resolute	
            management	programme	                    department	and	opportunities	                             and	supportive	management,	Marketing	and	Student	
            in	Marketing	department                  to	strengthen	the	School’s	brand	                         Recruitment	to	be	more	closely	involved	in	faculty	planning	
                                                     and	position	in	the	marketplace	                          process,	more	effective	working	practices	developed	
                                                     are	lost,	recruitment	targets	in	                         between	and	Marketing	and	Student	Recruitment
                                                     specialist	areas	are	missed
     iv)    Strategy	control/            Low         Poor	VFM                            Low         Low       Adherence	to	School’s	planning	process,	clear	responsibility	
            governance                                                                                         and	accountability	lines	and	regular	monitoring	and	
                                                                                                               reporting	on	implementation
     OBJECTIVE               KEY ACTIVITIES                          PERFORMANCE INDICATORS                 PERFORMANCE INDICATORS               LEAD OPERATIONAL
                                                                     2009-2010                              2010-2011                            RESPONSIBILITY
     1 Build a successful   •	 Launch	of	major	donor	                •	 Case	for	Support	developed	         •	 80	new	major	donor	prospects	     Director	of	ER&D/Head	of	
       development and      	 programme                              	 and	launched                         	 engaged                            Development	&	Alumni	Relations
       fundraising                                                   •	 50	new	major	donors	engaged
       programme
                            •	 Creation	and	School-wide	             •	 Key	financial	procedures	in	place   •	 Gift	acceptance	policy            Director	of	ER&D/Head	of	
                            	 implementation	of	key	policies	                                               •	 Recognition	policy                Development	&	Alumni	Relations
                            	 and	procedures

                            •	 Launch	of	new	Annual	Fund	            •	 400	new	individual	donors           •	 600	new	individual	donors         Head	of	Development	&	Alumni	
                            	 –the	‘Alumni	&	Friends	Fund’           •	 £40,000	total	funds	raised          •	 £80,000	income                    Relations
                                                                     •	 ROI	1:1                             •	 ROI	2:1

                            •	 Total	number	and	value	of	cash	       •	 £2.4m	/	£2m                         •	 £4m	/	£4m                         Director	of	ER&D/Head	of	
                            	 donations	received	/	new	pledges	                                                                                  Development	&	Alumni	Relations
                            	 made
                                                                                                                                                                                  11. PERFORMANCE INDICATORS




     2 Build a successful   •	   Improve	proposition	to	alumni	      •	 Manage	3	alumni	focus	groups        •	 Careers	networking	initiative     Alumni	Relations	Manager
       and sustainable      	    and	integrate	alumni	relations	     •	 Refresh	alumni	newsletter           •	 Create	and	roll	out	new	alumni	
       alumni relations     	    and	development	so	AR	activities	                                          	 ID	card
       programme            	    support	development	goals

                            •	 Establish	proactive	London	           •	 <250	professional	alumni	           •	 1000	professional	alumni	         Alumni	Relations	Manager
                            	 Alumni	Network                         	 engaged                              	 engaged

                            •	 Establish	and	support/further	                                                                                    Head	of	Development	&	Alumni	
                            	 support	SOAS	alumni	networks	          •	 5	target	countries                  •	 10	target	countries               Relations
                            	 in	key	priority	countries

                            •	 Increase	alumni	engagement            •	 25,000	contactable	alumni           •	 30,000	contactable	alumni         Alumni	Relations	Manager
                                                                     •	 12,000	alumni	registered	online     •	 15,000	alumni	registered	online
                                                                     •	 <50	alumni	donors                   •	 350	alumni	donors




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     OBJECTIVE                 KEY ACTIVITIES                         PERFORMANCE INDICATORS                       PERFORMANCE INDICATORS                   LEAD OPERATIONAL
                                                                      2009-2010                                    2010-2011                                RESPONSIBILITY
     3 Create and          •	 Set	up	internal	procedures	to	          •	   Systems,	templates,	guidelines	        •	   Production	of	quarterly	             Communications	Manager
       implement a         	 enable	media	relations	function	         	    and	procedures	created	and	            	    media	analysis	reports	for	
       dynamic media       	 to	run	smoothly                          	    introduced	for	all	communications	     	    senior	management
       relations programme                                            	    activities	eg	media	monitoring	        •	   List	of	at	least	50		willing	SOAS	
                                                                      	    and	evaluation,	press	release	         	    academic	‘experts’	who	regularly	
                                                                      	    distribution,	filming	requests         	    work	with	the	Comms	team	to	
                                                                      •	   List	of	at	least	20	willing	SOAS	      	    engage	with	the	media,	and	who	
                                                                      	    academic	‘experts’	who	regularly	      	    have	received	media	training	as	
                                                                      	    work	with	the	Comms	team	to	           	    appropriate
                                                                      	    engage	with	the	media,	and	who	
                                                                      	    have	received		media	training	as	
                                                                      	    appropriate

                              •	 Work	with	Web	team	and	              •	   Audit	of	existing	intranet	content,	   •	   Working	group	set	up	to	design	      Communications	Manager,	External	
                              	 Directorate	of	LIS	to	develop	        	    content	‘owners’,	understand	          	    and	deliver	new	staff	intranet       Relations	Director,	Director	of	LIS	and	
                              	 and	launch	new	staff	intranet.        	    current	usage	and	future	needs         •	   Technical	and	content	training	      Web	team
                                                                      •	   Initial	project	scoping	meetings	      	    needs	assessed;	intranet	content	
                                                                      	    held	with	LIS,	informed	by	data	       	    managers	for	every	department	
                                                                      	    from	the	internal	communications	      	    recruited	and	trained
                                                                      	    review

                              •	   Targeted	and	proactive	approach	   •	   Meetings	held	with	5-8	key	          •	 Meetings	held	with	8-10	key	             Communications	Manager
                              	    to	media	relations	management	     	    media	journalists	and	relationships	 	 media	journalists	and	relationships	
                              	    to	raise	the	School’s	profile	     	    developed/improved	as	a	result	      	 developed/improved	as	a	result
                              	    internally	and	externally	and	     	    (on	and	off-site,	including	senior	
                              	    increase	positive	media	coverage   	    SOAS	as	appropriate)
                                                                      •	   Robust	policy	toward	journalists	
                                                                      	    who	write	inaccurate	articles	
                                                                      	    about	SOAS	–	meetings	set	up	
                                                                      	    and	action	taken	as	appropriate	
                                                                      	    (eg	PCC)
     OBJECTIVE                KEY ACTIVITIES                         PERFORMANCE INDICATORS                      PERFORMANCE INDICATORS                   LEAD OPERATIONAL
                                                                     2009-2010                                   2010-2011                                RESPONSIBILITY
     3 Create and            •	   Review	and	invigorate	the	news	    •	   Wide-ranging	benchmarking	            •	   Project	plan	implemented	to	drive	   Communications	Manager	and	
       implement a           	    and	events	pages	of	the	SOAS	      	    exercise	completed	to	ascertain	      	    improvements	in	web	usage/data       Web	team
       dynamic media         	    web	site	and	develop	online/new	   	    best	practice	in	the	sector           •	   Online	communications	plan	
       relations programme   	    media	activities	to	engage	        •	   Analytics	behind	the	website	         	    drafted
       - continued           	    audiences                          	    examined	and	project	plan	
                                                                     	    produced	to	implement	changes	
                                                                     	    where	necessary
                                                                     •	   Increase	School	updates	on	
                                                                     	    Facebook	and	Twitter

                             •	 Liaison	with	league	table	           •	   All	School	profiles	reviewed	and	     •	   Ensure	latest	School	information	    Communications	Manager
                             	 compilers	and	university	guides       	    updated	for	inclusion	in	league	      	    is	included	in	all	profiles          Head	of	Planning
                                                                     	    tables	and	university	guides          •	   Continue	to	build	relationships	
                                                                     •	   Working	group	set	up	with	            	    with	league	table	compilers
                                                                     	    Planning	and	ADD	to	present	data	     •	   Review	actions	from	Working	
                                                                     	    to	best	effect                        	    Group	and	address	areas	which	
                                                                     •	   SPoC	established	with	league	table	   	    require	improvement
                                                                     	    compilers,	meetings	held	where	
                                                                     	    possible

     4 Create and promote    •	   Preparation	activities	prior	      •	   Internal	comms	review	launched        •	   Internal	comms	review	               Director	of	Ext	Relations	&	
       a strong SOAS brand   	    to	launch	of	reputation	review,	   •	   Competitor	and	comparator	HEIs	       	    recommendations	implemented          Development,	Head	of	Marketing,	
                             	    including	environment	scanning,	   	    benchmarked                           •	   Brand	agency	selected	&	             Communications	Manager	and	
                             	    internal	and	external              •	   Buy-in	secured	from	ERC	and	          	    commissioned	                        Events	Manager
                             •	   Roll	out	of	reputation	review	     	    SOAS	SMT                              •	   Stakeholder	consultation	exercise	
                             	    activities                         •	   Brand	agency	researched               	    and	perceptions	audit	launched
                                                                                                                •	   Engagement	programme	for	
                                                                                                                	    School	community	created	and	
                                                                                                                	    implemented
                                                                                                                •	   Development	of	SOAS	key	
                                                                                                                	    messages	and	values




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     OBJECTIVE                   KEY ACTIVITIES                         PERFORMANCE INDICATORS                     PERFORMANCE INDICATORS                   LEAD OPERATIONAL
                                                                        2009-2010                                  2010-2011                                RESPONSIBILITY
     5 Establish an effective   •	   Analysis	of	marketing	needs	and	   •	   Marketing	services	meetings	         •	   Streamlined	design	and	print	        Director	of	ER&D	/	Head	of	Marketing
       marketing function,      	    activities	across	the	School       	    held	with	key	internal	              	    function	rolled	out                  (working	with	Marketing,	Planning,	
       including a research     •	   Implement	change	management	       	    stakeholders,		objectives	and	       •	   Marketing	R&I	unit	created,	staff	   REO,	Student	Recruitment,	Widening	
       and intelligence unit    	    programme                          	    priorities	agreed	by	March	2010      	    trained	as	appropriate	              Participation	etc)
                                •	   Put	functional	management	         •	   Audit	of	design	and	print	function   •	   Unit	is	embedded	into	faculty	
                                	    structure	into	place               •	   Competitor	and	comparator	           	    planning	programme	and	course	
                                                                        	    analysis	of	market	research	&	       	    portfolio	planning	and	evaluation	
                                                                        	    intelligence	functions               	    process
                                                                        •	   Marketing	roles	shaped	as	
                                                                        	    appropriate
                                                                        •	   Annual	marketing	operational	
                                                                        	    plan	shared	with	colleagues	
                                                                        	    across	the	School

                                •	   Embed	Student	Recruitment	and	                                                                                         Head	of	Student	Recruitment	and	
                                	    Marketing	into	target	and	quota	                                                                                       Head	of	Marketing
                                	    setting	process
                                •	   Increase	PGT	student	numbers	      •	 805/610	(actual)                       •	 23/41	(growth)                         (Recruitment targets from Learning
                                	    (home/overseas)                    																	                                                                   and Teaching and Financial Strategies)
                                •	   Increase	PGR	student	numbers	      •	 196/176	(actual)                       •	 -2/4	(growth)
                                	    (home/overseas)                    												
                                •	   Increase	UG	student	numbers	       •	 2090/322	(actual)                      •	 51/23	(growth)
                                	    (home/overseas)
     OBJECTIVE               KEY ACTIVITIES                           PERFORMANCE INDICATORS                           PERFORMANCE INDICATORS                     LEAD OPERATIONAL
                                                                      2009-2010                                        2010-2011                                  RESPONSIBILITY
     6 Increase the          •	 Audit,	professionalise	and	market	    •	   Events	audit	completed                     •	   Annual	events	programme	created	       Events	Manager,	with	Galleries	
       impact of events,     	 an	events	programme	for	the	           •	   Regular	meetings	in	place	with	all	        	    and	managed                            &	Exhibitions	Manager,	Music	
       outreach activities   	 School                                 	    the	event	delivery	teams	to	discuss	       •	   All	events	stakeholders	are	Raisers	   Department,	Widening	Participation	
       and strengthen                                                 	    shared	practice,	including	the	use	        	    Edge	trained                           Co-ordinator,	Regional	Centres	&	
       relationships with                                             	    of	Raiser’s	Edge                           •	   ‘How	to’	guides	and	general	           Internal	Conferences	Manager,	CISD	
       local communities                                              •	   Events	procedures,	administration	         	    documents	uploaded	to	the	             and	other	events	organisers
                                                                      	    systems	and	easy	reference	                	    intranet
                                                                      	    resources	for	School	wide	use	             •	   SOAS	image	bank	produced	and	
                                                                      	    put	into	place                             	    in	use
                                                                      •	   ‘How	to’	guides	produced	detailing	        •	   Events	databases/mailing	lists	
                                                                      	    how	to	run	graduation,	Honorary	           	    collated,	refined	and	updated	
                                                                      	    events,	memorials,	inaugurals	and	
                                                                      	    general	events

                             •	 Build	and	strengthen	relationships	   •	   Identify	target	areas	and	                 •	   Evaluate	and	monitor	success	of	       Widening	Participation	Co-ordinator,	
                             	 and	profile	in	London                  	    constituents	within	education	             	    key	relationships	in	London            Communications	Manager,	Events	
                                                                      	    and	community	sector                       •	   Disseminate	successes	to	a	wide	       Manager,	Brunei	Gallery	Exhibitions	
                                                                      •	   Increased	profile	and	engagement	          	    range	of	identified	audiences          Manager,	Enterprise	Manager
                                                                      	    of	academics	in	outreach	                  •	   Regular	meetings	in	place	to	
                                                                      •	   Analysis	of	key	London	                    	    understand,	manage	and	
                                                                      	    relationships	undertaken	                  	    maximise	key	London	
                                                                      	    and	disseminated                           	    relationships
                                                                      •	   SOAS	engagement	with	                      •	   SOAS	high	profile	participation	in	
                                                                      	    Bloomsbury	Festival	agenda                 	    Bloomsbury	Festival
                                                                      •	   Increased	liaison	with	Brunei		Gallery,	   •	   Brunei	Gallery	100th	exhibition	
                                                                      	    activities	agreed	to	improve	              	    campaign
                                                                      	    impact	and	reach	of	exhibitions

                             •	 Build	and	strengthen	partnerships	    •	   Regular	meetings	with	REO	and	     •	 Production	of	Employer	                          DER&D	and	REO	staff	at	all	levels
                             	 with	employers                         	    Careers	for	information	exchange,	 	 Engagement	Strategy
                                                                      	    exploration	of	joint	opportunities                                                     Head	of	Careers	and	Alumni	
                                                                      •	   Production	of	an	Alumni	Pack                                                           Relations	Manager




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24
     OBJECTIVE                  KEY ACTIVITIES                            PERFORMANCE INDICATORS                   PERFORMANCE INDICATORS                LEAD OPERATIONAL
                                                                          2009-2010                                2010-2011                             RESPONSIBILITY
     7 Improve cross-School    •	   Internal	communications	activities	   •	   Cross-School	working	groups	and	 •	 Regular	meetings	in	place	to	         Director	of	DER&D	and	department	
       working to bring        	    (see	above)                           	    for	a	set	up	to	facilitate	initiatives	 	 understand	and	manage	School-   heads	within	DER&D
       together all aspects    •	   DER&D	staff	to	involve	staff	         	    with	School-wide	participants	and	 	 wide	events	and	activities
       of external relations   	    from	across	the	School	in	external	   	    benefits	(eg	termly	events	forum,	
       and maximise impact     	    relations	activities                  	    intranet	working	group)	
                                                                          •	   Increased	numbers	and	variety	
                                                                          	    of	staff	volunteers	for	events
Appendix A - BACKGROUND TO THIS REDRAFT OF THE EXTERNAL
    RELATIONS STRATEGY (ERS)
As	noted	in	the	ERS,	point	9,	responsibility	for	overseeing	the	development	and	implementation	of	the	ERS	lies	
with	the	School’s	External	Relations	Committee	(ERC).	Its	Terms	of	Reference,	point	(ii)	(d),	state	that	the	ERC	should	
review	the	External	Relations	Strategy	on	an	annual	basis.	The	previous	ERS	was	written	in	2007	and	therefore	
should	have	been	reviewed	in	2008.	This	did	not	take	place	but	was	postponed	pending	the	results	of	the	School’s	
Professional	Services	Review	–	an	outcome	of	which	it	was	hoped	would	be	clear	responsibility	for	the	development	
and	implementation	of	each	of	the	School’s	sub-strategies.	Until	this	point,	responsibility	for	developing	and	
implementing	the	School’s	ERS	was	fractured	and	unclear.	

As	a	result	of	the	Professional	Services	Review	and	Restructure,	the	creation	of	a	new	Directorate	of	External	Relations	
&	Development	(DER&D)	was	announced	in	May	2009,	with	responsibility	for	reviewing,	and	if	necessary	developing	
and	implementing	a	new	ERS,	to	lie	with	the	new	Director	of	External	Relations	&	Development.	It	is	however	
acknowledged	that	responsibility	for	implementation	of	some	of	objectives	would	be	beyond	the	scope	of	the	
DER&D	alone.	

It	was	originally	proposed	that	the	DER&D	should	bring	together	the	key	‘sales	and	marketing’	functions	of	the	School	
that	interact	with	students	before	and	after	their	life	at	the	School	(or	distance	learning	course):	Marketing,	Student	
Recruitment	and	Development	&	Alumni	Relations	–	a	model	that	is	increasingly	seen	across	the	UK	HE	sector	in	
a	range	of	different	types	of	institution.	However,	there	was	some	resistance	to	this	proposal	and	the	DER&D	was	
initially	formed	in	May	2009	as	a	merger	of	Marketing	and	Development	&	Alumni	Relations.	

After	a	further	two	month	review	the	inclusion	of	Student	Recruitment	in	DER&D	was	rejected	and	in	July	2009	it	
was	confirmed	that	the	new	Directorate	would	continue	to	comprise	the	initial	two	departments.	It	was	however	
acknowledged	at	senior	level	that	DER&D	and	Student	Recruitment	need	to	work	closely	and	more	effectively	than	in	
the	past	on	strategic	marketing	activities	to	enable	the	School	to	both	understand	better	the	needs	and	trends	of	the	
recruitment	market	and	to	raise	the	profile	of,	and	interest	in,	the	School	and	its	course	portfolio	in	key	markets.	This	
2009	Strategy	therefore	highlights	the	need	for	DER&D	and	Student	Recruitment	to	work	closely	together	to	create	
a	seamless	student	journey	through	the	student	lifecycle	-	from	awareness,	through	interest	and	engagement	to	
placement,	life	at	the	School	and	to	becoming	an	active	member	of	the	SOAS	alumni	community.

The	initial	proposal	for	the	DER&D	also	saw	the	Widening	Participation	team	move	from	the	Learning	&	Teaching	
Unit	into	Student	Recruitment	and	therefore	into	the	new	DER&D.	However,	it	was	agreed	in	May	2009	that	Widening	
Participation	would	not	move	into	Student	Recruitment,	and	in	July	2009	it	was	agreed	that	the	WP	would	remain	
within	the	LTU,	which	was	subsequently	developed	into	the	Academic	Development	Directorate.	It	had	already	been	
agreed	at	the	April	2009	meeting	of	the	ERC	that	Widening	Participation	should	be	included	in	the	revised	External	
Relations	Strategy	and	moves	have	already	been	made	toward	regular	contact	and	information	flow	between	DER&D	
and	WP.	As	well	as	departmental	meetings,	the	WP	Co-ordinator	has	been	asked	to	be	in	attendance	at	ERC	meetings	
and	the	Director	of	ER&D	has	a	place	on	Academic	Development	Committee.
	
July	2009	also	saw	the	publication	of	the	Kingston	City	Group	internal	audit	of	the	School’s	Marketing	and	Branding	
which	had	been	conducted	earlier	in	the	year.	This	audit	was	highly	critical	of	the	effectiveness	of	SOAS’s	marketing	
function,	pointing	to	(among	other	risks)	poor	value	for	money	across	the	marketing	functions,	the	missed	
opportunities	and	brand	dilution	caused	by	a	dissipation	of	marketing	activity	across	the	School	and	a	lack	of	clarity		
between	the	responsibilities	and	activities	of	Marketing	and	Student	Recruitment.		Many	of	the	risks	outlined	have	
already	started	to	be	addressed	and	will	be	further	mitigated	by	delivery	of	this	Strategy.

It	was	noted	in	the	audit	that	the	ERS	was	due	for	review	and	should	propose	objectives	and	activities	to	address	
the	concerns	raised.	It	was	noted	that	the	review	would	be	undertaken	by	the	new	Director	of	External	Relations	
&	Development	with	a	recommendation	for	a	revised	draft	to	be	presented	for	consideration	at	the	November	
2009	meeting	of	the	ERC.		Between	July	and	end	October	2009	the	Director	of	External	Relations	&	Development	
undertook	a	consultation	exercise	with	a	number	of	ERC	stakeholders	and	as	a	result	redrafted	the	ERS	for	
consideration	by	and	input	from	ERC	members	at	the	November	2009	meeting	and	at	a	subsequent	Extraordinary	
meeting	on	2	December	2009.	Comments	and	input	received	at	and	since	those	meetings	have	been	considered	in	
this	new	draft.		
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