Partnerships Involvement

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The Partnerships Approval and Management Process

Index

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14. Further Information

13. The Annual Cycle

12. Implementation and Management

11. University Committees

10. Post-Alignment and Approval

9. Panels

7. Reading Group*

6. Post-SPARC

5. SPARC

4. Pre-SPARC

3. Dean's Review

2. Pre-Dean's & Director's Review

8. Alignment and Approval

1. The Approval Process

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The Approval Process

DO NOT PROCEED

Engage Faculty

PPIF Sift

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Send PPIF

Enquiry

Pre-Dean's and Director's Review

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What

Who

Deans of Partnership Meeting

Dean's and Director's Review

Paperwork Preparation:

Action/ Activity:

Proceed

Pre-SPARC

Proceed

What

Who

Strategic Partnerships Review Committee (SPARC)

Strategic Review and Recomendation

Paperwork Preparation:

Action/ Activity:

Proceed

Post-SPARC | Pre-Allignment

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What

Who

Reading Group

Final Preparation

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Course Approval

Institutional Alignment

Alignment and Approval

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Proceed

Paperwork Preparation:

Action/ Activity:

Post-Alignment and Approval

Launch

Course

Institution

Academic Quality and Standards Committee

Council

Senate

Education Committee

Post-Alignment and Approval

Begin

Implementation and Management

Implementation and Management

Graduation and Awards

Assessment Boards

Student Support

Academic Misconduct

Moderation

Assessment

Academic Delivery

Content Preparation

Admission and Enrolment

Marketing

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partnerships@essex.ac.uk

If you have any additional questions about partnerships please do not hesitate to get in touch

Member from the Potential Franchise Partner: A representative from the franchise partner brings an understanding of their institution's capabilities and readiness to deliver the program. They provide insights into how the partnership will operate on a practical level, discuss resources, and confirm the partner’s commitment to upholding the agreed standards and supporting students effectively.

Once the report is issued by the panel Chair, the development team—comprising members from both institutions—has six weeks to address and fulfil all specified requirements. During this period, communication and meetings between the management teams of both institutions will intensify as they finalise contractual negotiations and establish service level agreements. This close collaboration ensures that all operational and legal aspects are agreed upon, setting a strong foundation for a successful partnership launch.

Franchise Partner Representatives: Program Delivery and Management: They discuss how the courses will be delivered at their institution, including the use of local faculty, facilities, and resources, to ensure students receive a robust and accessible education. Quality Assurance and Student Experience: They explain their approach to maintaining academic quality and fostering a positive student experience, such as through student support services, feedback mechanisms, and adherence to agreed academic standards. Institutional Fit and Readiness: They may outline how their institution’s resources and culture align with the requirements of the program, providing reassurance that they are equipped to meet the standards and expectations of the franchise partnership.

Chair (Dean of Partnerships): The Chair leads the panel, guiding the review process and ensuring that discussions remain focused on evaluating the proposed franchise program’s alignment with institutional objectives and partnership strategies. The Chair also facilitates collaboration among panel members, ensuring each area of expertise is considered in the final decision.

The partnership is ultimately approved by the University’s supreme governing authority, the Council. It is under Council’s authority that the necessary contracts are signed, allowing the partnership to formally commence.

• Students that complete a programme either franchised or validated by Essex will recieve an Essex award, transcript and certificate
• In most partnerships the graduation will be held at the partner institution, and attended by appropriate members of Essex staff (costed in the Scorecard)
• Students may wish to attend the Essex graduation
• Partners may agree to join the Essex graduation, this will be included in the contract

Action and/ or Process

The Development Team, composed of members from both the home institution and the franchise partner, plays a pivotal role in the approval of the collaborative partnership and program(s) of study. They are responsible for presenting the proposed partnership and courses, addressing questions from the approval panel, and explaining the academic and strategic validity of both the partnership and the curriculum. Their expertise and insights help ensure that the programs align with institutional standards, meet educational objectives, and demonstrate the value of the collaboration.

The Development Team

• Essex will provide the teaching materials to the partner
• IT will create a duplicate Moodle page (of the previous year for each modulee)
• Essex academics will review content and ensure it is ready for sharing
• IT will share the content via Moodle
• Partners are responsible for updating and localising the content for their specific market
• Academics at Essex are encouraged to maintain a dialogue with partners

Action and/ or Process

Assessments are initially prepared by the partner institution and undergo pre-moderation by the academic department at Essex to ensure alignment with standards before being released to students. Partners mark the assessments in accordance with the Essex Marking Policy. Following this, an additional moderation of a sample is conducted by the home department at Essex to verify consistency and adherence to quality standards. Once internal moderation is complete, a sample is then sent to the External Examiner for final review. This layered approach ensures rigorous quality assurance and alignment with Essex’s academic expectations.

Partnership opportunities arise from a variety of sources, reflecting the diverse and dynamic nature of new business development within higher education. Some leads are proactively generated by our team as part of strategic growth initiatives, while others arrive through direct outreach and established networks. Advanced institutional visits, led annually by the Office of the Vice-Chancellor, often provide high-level insights and form the foundation for partnerships that align with our institution's mission and international goals. In addition, departmental initiatives frequently contribute to the partnerships pipeline, stemming from pre-existing academic relationships or the professional networks of individual faculty members, which can lead to unique, subject-specific collaborations. External organisations such as the British Council and other national and international bodies are also valuable sources, regularly advertising overseas partnership opportunities through conferences, newsletters, and global education forums. Lastly, in some instances, we receive direct institution-to-institution communications, where institutions interested in our programmes reach out to discuss potential collaborations. Each of these channels is essential for building a strategically aligned and well-rounded partnership portfolio.

The Senate at the University of Essex, as the supreme academic authority, ensures that all essential factors have been duly considered throughout the partnership approval process before making a final recommendation to the University Council. This includes verifying that the partnership meets the University’s standards for academic quality, aligns with strategic goals, demonstrates financial viability, and adheres to all institutional procedures. Senate’s role is to confirm that these aspects have been rigorously evaluated at each stage, ensuring the partnership supports the University’s academic integrity, reputation, and long-term objectives.

Internal Academics (Head of Department and Faculty Director of Partnerships): The internal academics contribute program-specific and faculty-level insights, reviewing the program’s structure, curriculum, and relevance to the institution’s academic goals. They assess the partnership’s potential impact on departmental resources and provide input on how the collaboration may enhance or support the home department’s teaching and research priorities.

• Partners are responsible for ensuring the originality of submissions
• When cases of misconduct are identified, the partner will conduct the intial investigation

• Cases where a penalty of 4 or above should be referred to the University
• Essex will handle the academic misconduct and academic appeals process

Action and/ or Process

In preparation for the alignment event, regular and focused communication between the two institutions is essential. It’s crucial that the joint development team collaborates seamlessly, presenting a unified approach as they prepare for the panel review. Strategic meetings with the partner institution will focus on aligning policies and procedures related to collaboration, covering aspects such as resourcing, IT, and support services. Parallel academic meetings will address the finer details of programme delivery—reviewing content, teaching methods, and moderation processes—while fostering collaborative efforts between faculty teams. This joint approach ensures that both institutions are fully coordinated and prepared to demonstrate the partnership’s readiness and alignment with shared goals.

Director of Partnerships: The Director of Partnerships brings a strategic perspective to the panel, ensuring the proposed partnership aligns with the University’s mission, values, and long-term goals. They assess the partnership’s fit within the broader portfolio of collaborations, ensure compliance with institutional policies and regulatory requirements, and identify potential opportunities for further synergy, such as joint research or exchange programmes. Their role supports the strategic alignment and sustainability of the partnership.

Home Institution Representatives: Support and Resources: They outline the support the home institution will provide, such as academic resources, faculty training, and administrative assistance, to ensure the franchise partner can deliver the program effectively. Implementation Strategy: They detail how the partnership will be implemented, including oversight mechanisms, regular communication channels, and integration into the institution’s academic framework to maintain consistency and quality. Strategic Rationale: They explain why the partnership aligns with the home institution’s strategic objectives, such as expanding reach, enhancing program diversity, or meeting market demands, providing a clear justification for the collaboration. Quality Assurance Guidance: They may also share best practices for curriculum delivery and assessment, ensuring that the academic standards match those of the home institution.

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Responsible Section or Role

Action and/ or Process

• Partners must keep up-to-date and accurate records of students results
• These should be provided to the University in a secure and accessible format (exam grids)
• Members of the Essex team will attend the exam board, with a member also acting as Chair.
• It may be a partner, or a member of staff from Essex that acts as secretary

Action and/ or Process

After a potential partnership is recommended to proceed by the Deans of Partnerships, it requires a comprehensive strategic review by the Strategic Partnerships Review Committee (SPARC). Preparing for this stage involves multiple steps to ensure thorough assessment and alignment with institutional goals. Firstly, two stages of due diligence are conducted by a member of the Partnerships Team, with final sign-off by the Dean of Partnerships (Education). Additionally, a SPARC 1 form is co-completed by the relevant Faculty Director of Partnerships, the Departmental Director of Partnerships, and the Lead in the Partnerships Team to provide essential details on the partnership’s objectives and alignment. To assess the financial viability, a balanced scorecard outlining the financial case for the partnership is prepared by the Faculty Director of Partnerships and the Departmental Director of Partnerships, supported by the Deputy Dean of Partnerships. This scorecard requires approval from the Director of Financial Planning and Analysis to confirm the partnership’s financial soundness before moving forward. The development team may also submit any additional supporting documentation they consider relevant to strengthen the proposal. This may include market research, competitor analysis, or specific academic resources that underscore the partnership's strategic value and feasibility. These supplementary materials help provide SPARC with a comprehensive view of the proposed partnership's potential impact and alignment with institutional priorities.

Once the completed Prospective Partner Information Forms are returned, senior colleagues within the Partnerships Team conduct an initial review in collaboration with the Faculty Directors of Partnerships. With their expertise and alignment to the University’s strategy, these senior team members assess each form to determine whether the proposed partnership aligns with institutional goals and quality standards. At this stage, there are two possible outcomes: where partnerships that do not meet criteria or appear inappropriate, a recomendation will be made to the Deans of Parntership meeting, on not to proceed. Promising proposals are recommended to move forward.

Deputy Director of Academic Services (Quality & Development): The Deputy Director of Academic Services (Quality & Development) is responsible for evaluating the program’s quality assurance processes, ensuring that mechanisms are in place to maintain high academic standards and continuous improvement. They assess how quality monitoring and review will be managed within the franchise partnership.

Once potential partnerships are selected to proceed, they are presented to the relevant faculty and department for an initial discussion. If the faculty supports the proposal, it is then submitted to the Deans of Partnerships Meeting for further consideration. From this point onward, the academic department takes ownership of the partnership, with support from the Faculty and the Partnerships Team. This collaborative structure ensures that the department leads the development and alignment of the partnership with its academic goals, while the Faculty provides strategic oversight, and the Partnerships Team offers operational and administrative support throughout the process.

External Academic: The External Academic provides an independent perspective on the academic rigor and standards of the proposed program. They ensure that the program aligns with industry standards and best practices and that students will receive a quality education comparable to similar programs elsewhere.

The Reading Group may be chaired by a panel member, such as the Deputy Dean of Partnerships or the Faculty Director of Partnerships. However, the primary membership consists of the team bringing the partnership proposal forward. This includes key members of the academic and professional services teams from both the University and the potential partner institution, with the joint development team at its core. This structure ensures that those most closely involved in the partnership's development are present to confirm that all documentation is accurate and complete and to make any final preparations as a unified team.

The following paperwork is required to the Institutional Alignment

• HE Staff recruitment and selection policy/procedure
• CVs for all HE academic staff, both full and part-time (outlining qualifications, current and recent positions, and relevant publications, up to three A4 pages)
• Staff Development policy/procedure, including staff appraisal scheme
• Student entry profiles (including gender, age, ethnic origin, disability, and highest qualification on entry)
• Information on the destination of graduates (employment, further training)
• Details of the student record system
• Examples of student transcripts (if produced by the Partner Institution)
• External review reports, such as QAA, HEFCE, Ofsted, or PSRB reportsExternal examiner reports and associated correspondence
• Student feedback policy/procedure and student satisfaction data
• Information on links with employers

• Institution's mission statement and operational plan
• Institution's Higher Education Strategy, including Learning, Teaching, and Assessment strategy
• List of HE courses offered by the institution, including student numbers for the past 3 years, showing applicants and admitted students, as well as retention, progression, and achievement data by course and year
• Prospectus and other relevant publicity material
• Organisational chart
• Details of key higher education staffing roles related to the partnership and their contact details
• Details of higher education committee structures (or equivalent), including membership and terms of reference
• Sample HE student and staff handbooks
• Information on the proposed language of instruction and assessment for any programmes under the arrangement (for international proposals)
• Complaints policy/procedure
• Equality and Diversity policy/procedure and Disability statement

• Share a range of prior assessments
• Essex Responsible
• Preparation of Assessments
• Partner Responsible
• Pre-moderation of Assessments
• Essex Responsible

• Marking and Second Marking
• Partner Responsible
• Post-moderation
• Essex Responsible

Action and/ or Process

The Academic Quality and Standards Committee (AQSC) at the University of Essex plays a critical role in overseeing the academic integrity of new partnerships. Once a new partnership is approved and the course offering confirmed, the AQSC ensures that the academic quality and standards of the proposed programmes align with the University’s policies and strategic objectives.

The Deans of Partnerships Fortnightly Meeting serves as a strategic forum for discussions and decisions on both new and existing partnerships, focusing on academic quality, international business development, and operational effectiveness. It provides a structured platform for reviewing partnership proposals, evaluating ongoing partner activities, and ensuring the quality and compliance of academic programmes. For new partnership proposals, the meeting plays a crucial role in determining whether a partnership should proceed to the next stage or if its progress should stop. The faculty director responsible for the department proposing the partnership presents the Potential Partnership Information Form along with an outline argument supporting the proposal, with assistance from a member of the Partnerships Team. The Deans of Partnerships Meeting then decides by consensus whether the partnership should proceed. If a partnership is approved to proceed, from this point on the development team should have regular meetings with the potential new partner

Partners will have the authority to admit and enrol students in line with the agreed entry qualifications. However, any non-standard entrants will require approval from the University of Essex, typically granted by the Dean of Partnerships (Education) or the Deputy Dean of Partnerships, based on the advice of the relevant department. At the end of the registration period, the partner institution will provide Essex with a complete list of registered students, ensuring accurate records and compliance with enrolment protocols.

The Institutional and Course Approval Panel plays a crucial role in the approval of franchise programs by thoroughly evaluating proposed courses to ensure they meet the institution's academic standards, align with strategic objectives, and maintain the quality and integrity of educational offerings across partner institutions. The panel assesses whether the franchise partner has the necessary capacity, resources, and qualified personnel to effectively deliver the program and support students’ well-being and academic progression. Additionally, through the validation process, the panel ensures the program’s coherency, quality, and validity, confirming it meets educational standards and intended learning outcomes.

The Panel

The Prospective Partner Information Form is sent to potential partners to gather essential details about their institution, including their background, academic structure, resources, quality assurance processes, and proposed partnership plans. This information helps us assess their ability to maintain high standards and deliver a strong student experience. Requesting completion of the form serves a dual purpose: it provides key data for evaluating the institution’s suitability, and it also indicates the partner’s commitment and interest, as completing it requires time and effort. In some cases, particularly when the inquiry is significant or has strategic potential, we may also hold an initial meeting with the partner to discuss their goals, clarify mutual expectations, and answer preliminary questions. This combination of the form and an introductory meeting allows us to assess alignment early in the process, setting a strong foundation for further discussions if we decide to proceed.

• In a standard franchise or validation, the primary responsibility for academic delivery rests with the partner

• Delivery may be suplimented by oneline sessions, flying faculty, or staff development workshops on a case-by-case basis. This will be agreed as part of the contract

Action and/ or Process

In order to begin an academic partnership, the University must first assure itself of its strategic alignment with the partner, and also the partners ability to deliver the programme. These assurances are formalised in either one combined, or two separate panel events. How these run is considered on the next page

Before the approval and alignment event, the Reading Group meeting is held, bringing together the joint development team for a detailed, line-by-line review of the partnership paperwork. This meeting ensures that all documentation is complete, accurate, and ready for presentation. It also serves as an opportunity for final discussions on the partnership’s implementation, allowing the team to align fully and act cohesively during the upcoming panel meetings. The Reading Group is essentially a final endorsement of the groundwork laid in previous meetings, with any new issues being unlikely at this advanced stage.

Following the institutional alignment, the approval report is then submitted to the University's Education Committee. The role of the Education Committee is to review this report to ensure that all necessary processes and standards have been rigorously followed. Their primary focus is on verifying that the partnership aligns with academic quality and institutional procedures. Once satisfied, the Education Committee makes a formal recommendation to Senate, providing confidence that the partnership has undergone thorough evaluation and adheres to the University's standards and strategic priorities.

Members:

• Deputy Vice-Chancellor (Chair)
• Dean of Partnerships (Education) or delegate
• Director of Partnerships or delegate
• Head of International Business Development or delegate
• Director of Finance or Senior Finance Officer
• Director of Academic Services (Quality and Development) or delegate
• Student Union International Representative
• Faculty Director of Partnerships, FAH
• Faculty Director of Partnerships, SS
• Faculty Director of Partnerships, SH

Co-opted Members:

• Partnership Manager for the relevant faculty
• Departmental Director of Partnerships for the relevant department
• Head of Department(s) relevant to the partnership or their delegate

• Partners are responsible for marketing their own programmes
• Where reasonable Essex will support this during visits, or through the provision of limited content such as testimonials
• Any additional support will need to be agreed in the contract
• Essex will provide guidance on how to use Essex branding

Action and/ or Process

A list of potential partnerships that the Partnerships Team has disregarded will be reported to the Deans of Partnerships Meeting. This ensures that all enquiries are transparently documented and have received due consideration, affirming that each potential partnership aligns with institutional priorities and standards before being set aside.

The potential partnership is reviewed by the Strategic Partnerships Review Committee (SPARC), a high-level committee chaired by the Deputy Vice-Chancellor. SPARC’s outcomes are reported directly to the Partnerships Advisory Group, which advises the University Steering Group - (USG). With a cross-functional membership drawn from key areas across the University, SPARC provides a recommendation on whether the proposed partnership is strategically aligned with the University’s academic and financial objectives. During SPARC, the new partnership proposal is presented by the development team, led by the Departmental Director of Partnerships and supported by the Faculty Director of Partnerships and the Partnerships Team lead. If SPARC recommends the partnership to proceed, it moves forward to the next stage of full institutional alignment and course approval events, ensuring thorough integration into the University’s framework. SPARC also receives information on any partnerships that were not recommended to proceed at the Deans of Partnerships Meeting, ensuring transparency and allowing the committee to review all enquiries for comprehensive oversight.

• Primary student support is provided by the partner
• A partner will not be approved for institutional alignment unless it can evidence its capacity to do so

• In some instances, a partner may wish for the University to provide this service. This will be agreed in the contract and incur additional fees

Action and/ or Process

The following paperwork is required for the Course Approval Event

• Partner Summary Document

• Programme Specification

• Module Outlines

• Module Assessment Map

• Student Handbook

• Academic Staff CVS

• Academic Staff Map

• Course Structure

• Any relevant accredition and regulatory information

Partnerships Team Members: Partnerships Manager (D&O): Provides guidance on the partnership approval process and the Service Level Agreement (SLA), ensuring the collaboration aligns with institutional policies and that roles and responsibilities are clear. Partnerships Manager (D&O)/Officer (Secretary): Acts as the secretary, documenting discussions, tracking actions, and providing procedural support to ensure a clear and organized approval process. These team members help maintain procedural clarity and thorough records for the partnership approval.

In the lead-up to the Strategic Partnerships Review Committee (SPARC) review, it is essential for the development team to maintain regular meetings with the potential partner to ensure smooth preparation and alignment. These ongoing discussions allow both institutions to finalise the details needed for comprehensive documentation, covering areas such as partnership models, financial agreements, fee structures, learning resource provision, and facilities available to support students. Establishing a shared understanding of these logistical elements helps set clear expectations for both parties. Simultaneously, the academic teams from both institutions should begin building a collaborative relationship, focusing on how they will effectively share expertise and resources to enhance the student experience. Early discussions might cover areas such as curriculum alignment, academic quality standards, and the mechanisms for ongoing communication and support. Developing mutual confidence in the delivery of the programme is vital, as is a shared commitment to robust quality assurance measures. Key topics should include establishing moderation processes, aligning assessment standards, and agreeing on methods for continuous quality monitoring. This early academic engagement fosters trust and creates a strong foundation for the successful delivery and ongoing improvement of the programme.

Dean of Partnerships (Education) - Chair Deputy Dean of Partnerships Progress & Assurance Lead (Partnerships) Dean of Partnerships (Research) Dean of Partnerships (Integrated Health and Care) Director of Partnerships Senior Partnerships Manager Partnerships Managers (Development and Oversight) Deputy Director of Academic Services (Quality and Development) Essex Abroad Manager Head of International Business Development

Following the alignment and approval event, the secretary and a senior member of the Partnerships Team will compile a comprehensive report. This report will detail the event's outcome, including a complete list of conditions, recommendations, and commendations. The report is then shared with panel members for feedback, ensuring accuracy and thoroughness. Once reviewed, the final report is formally approved by the panel's chair, solidifying the documented decisions and next steps for the partnership. Contracts and service agreements also continue to be developed

Academic Registrar: The Academic Registrar oversees compliance with institutional policies and regulatory frameworks, ensuring that the proposed program meets all required academic and administrative standards. They also address matters related to student registration, records, and certification.