Quality Handbook Section 1 - Academic Quality Governance

2.1 Academic Assurance and Regulation Committee (AARC) is responsible to the Board of Governors for receiving and testing assurance that academic governance is robust and effective and for providing assurance to the Board of Governors on academic standards and the integrity of academic qualifications.

2.2 To satisfy itself that satisfactory arrangements are in place to enable the Board of Governors to discharge its duties relating to academic assurance and the Office for Students’ Conditions of Registration relating to quality and standards and provide an annual opinion on the same.

2.3 In meeting the obligation set out in section 2.2 above the Committee will receive reports from Academic Board in relation to the following themes:

1. Teaching, Learning and Assessment Quality;
2. Undergraduate Outcomes;
3. Collaborations and Partnerships;
4. Postgraduate Taught Outcomes; and
5. Standards (including Degree Outcomes Statement).
6. the appointment and removal of internal and external examiners;

2.4 In meeting the obligation set out in section 2.2 above, the Committee will also receive reports in relation to the following matters:

1. an overview report of the academic assurance governance arrangements in place at the University;
2. Apprenticeship Provision;
3. Further Education Provision;
4. Periodic School reviews;
5. Periodic Collaborative Provision reviews;
6. Research Degrees: Annual Report from University Research Degrees Committee; and
7. Annual Reports on Consideration of Personal Circumstances and Academic Appeals, Academic Integrity, Student Complaints, and incidents related to the Student Code of Behaviour.

2.5 To receive for information such internal audit reports as may be appropriate relating to academic assurance following consideration of the same by the Audit and Risk Management Committee.

2.6 The Committee is authorised by the Board of Governors to investigate any activity within its terms of reference. It is authorised to seek any information it requires from any employee, and all employees are directed to co-operate with any request made by the Committee.

Operational notes

• AARC meetings shall normally be held at least three times each academic year.
• The quorum for meetings of the Committee shall be either three, or one-third (whichever is the greater) of the currently serving members, rounded up to the nearest whole number where the calculation of one-third does not produce a whole number. The quorum should include at minimum the Chair or Deputy Chair and one other independent governor.
• The Deputy Vice-Chancellor & Provost, the Pro Vice-Chancellor (Education) and the Pro Vice-Chancellor (Research and International) shall normally attend meetings; other senior officers within the University may be requested to attend where business relevant to them is to be discussed.
• The minutes (or a report) of the meetings of the Committee will be provided to all members of the Board of Governors.
• The Committee will prepare an annual report covering the institution’s academic year for consideration by the Board of Governors at its meeting in November each year. The annual report will give the Committee’s opinion on the adequacy and effectiveness of the institution’s compliance with the Office for Students Conditions of Registration relating to Quality and Standards (Conditions B1-B5). This opinion is to be based on the information presented to the Committee in the reports listed in section 2.3 and 2.4 of these Terms of Reference.
• The Committee will report to the Audit and Risk Management Committee any areas of concern that it may raise on the Institution’s compliance with the Office for Students Conditions B1-B5 that have not, in its reasonable opinion, been adequately addressed.

AARC membership

2.7 Members of the committee shall be drawn from the Board of Governors.

2.8 The Pro-Chancellor will be an ex officio member of the Committee.

2.9 The Committee may also choose to appoint a lay (co-opted) member with appropriate experience in higher education academic matters.

2.10 The Chair and Deputy Chair of the Committee shall be Independent Governors unless approved otherwise by the Board of Governors.

2.11 The clerk to the Committee shall be the clerk to the Board of Governors (or other appropriate independent individual).

2.12 Membership of AARC is as follows:

• Ex officio members
• Vice-Chancellor
• Independent Governors (to include a Chair and Deputy Chair)
• Committee Clerk (Clerk to the Board of Governors or other appropriate independent individual)

3.1 Academic Board has ultimate responsibility for the standards, quality and enhancement of academic provision within the University. It is the senior academic committee of the University, with a range of responsibilities relating to the organisation of learning and teaching, research, scholarship, standards, students and courses, and advising the Vice-Chancellor on academic matters.

3.2 The principal responsibilities of the Academic Board are drawn from the Instrument and Articles of Government confirmed by the Privy Council in March 1993 and subsequently updated in 2011. Subject to these Articles (and to the overall responsibility of the Board of Governors and to the responsibilities of the Vice-Chancellor), the Academic Board is responsible for:

1. policy issues relating to the research, scholarship, learning, teaching and courses at the University, including criteria for the admission of students;
2. the appointment and removal of internal and external examiners;
3. policies and procedures for assessment and examination of the academic performance of students;
4. the content of the curriculum;
5. academic standards and the approval, monitoring and review of courses;
6. the award of, and the procedures for the award of, qualifications and academic titles, including honorary awards;
7. agreements with other validating and accrediting bodies, including professional institutions and other education providers;
8. the overview of all collaborative provision entered into by the University;
9. the procedures for the expulsion of students for academic reasons
10. considering the development of the academic activities of the University and the resources needed to support them, and for advising the Vice-Chancellor and Board of Governors thereon;
11. advising on such other matters as the Board of Governors or the Vice-Chancellor may refer to the Academic Board.

3.3 The membership of the Academic Board shall comprise the Vice-Chancellor (who shall be the chair) and such other numbers of staff and students as may from time to time be determined by the Academic Board subject to approval by the Board of Governors. The Vice-Chancellor may nominate a Deputy Chair from among the members of the Academic Board to take the chair in his place. The period of appointment of members and the selection or election arrangements shall be subject to the approval of the Board of Governors.

Academic Board membership

• Vice-Chancellor (Chair);
• Deputy Vice-Chancellor & Provost (Deputy Chair);
• Chief Operating Officer and Registrar;
• Pro Vice-Chancellor – Education;
• Pro Vice-Chancellor – Research and International;
• All School Executives;
• Executive Deans by Portfolio;
• Executive Director, Education, Quality and Partnerships;
• Executive Director, Research, Knowledge Exchange and Innovation;
• Executive Director, Libraries and Digital;
• Executive Director, Registry, Student and Course Administration;
• NTSU Representatives;
• All elected members: there is one elected member per school; two university-wide elected members and one Professional Services elected member.

Further information

• Members of EUET, the Senior Leaders' Forum and the ex-officio members of Academic Board (those who are not elected representatives) will be invited to send deputies where they are unable to attend, and regular team updates following each meeting will be actively encouraged.

3.4 A delegate with observer status will be appointed formally as an ‘alternate’ for each elected member and be able to attend meetings in their absence. Such delegates should be in place wherever possible for the whole of the elected member’s term of office and be agreed in advance with the respective Executive Dean of School or the Chief Operating Officer and Registrar as appropriate.

3.5 The Academic Board will be serviced by a member of Governance Services who will act as the Officer to the Board.

3.6 Academic Board may establish and disestablish such committees as it considers necessary to enable it to carry out its responsibilities. The number and nature of members of any such committee, the method by which they are to be elected or appointed, and the terms of reference for the same shall be determined by the Academic Board.

3.7 Boards of Examiners (see Quality Handbook Section 15 and Supplement 15F) have delegated authority from the Academic Board for determining academic awards and for decisions on the progression of students.

4.1 Academic Board delegates powers for setting, maintaining and assuring standards and quality for taught courses to the Academic Standards and Quality Committee (ASQC).

4.2 The powers delegated to ASQC are defined and exercised according to a set of clear terms of reference, an appropriate constitution and to regular reporting to the Academic Board. The terms of reference are as follows.

4.3 The principal functions of ASQC are:

1. To assure the Academic Board of the quality of learning opportunities and standards of awards.
2. To assure the Academic Board of compliance with the OfS B conditions, Framework for Higher Education Qualifications (FHEQ) and other relevant external benchmarks.
3. To advise Academic Board on the strategic and deliberate steps that need to be taken with respect to the enhancement of learning opportunities and quality management processes.
4. To ensure institutional oversight of academic and academic-related functions which are governed, at least in part, by the UK Quality Code.
5. To ensure appropriate quality management mechanisms are in place to support good academic practice.
6. To develop, review and approve academic policy related to student learning opportunities and academic standards.
7. To ensure appropriate oversight of the University’s use of student survey data, and other business and quality metrics.
8. To advise Academic Board on the relevance and appropriateness of evidence to support decision-making.
9. To advise the Academic Board on the priorities of development work that needs to be undertaken for the forthcoming period.

4.4 Specific functions of ASQC include:

1. To oversee the approval of new courses and high impact changes to courses, outcomes of Periodic Reviews and Periodic Collaborative Reviews.
2. To oversee the deliberate steps taken at institutional level to enhance the quality of student learning opportunities.
3. To oversee the application and enhancement of data for internal monitoring and reporting for quality management and enhancement.
4. To review cross-institutional data to inform the prioritisation of enhancement themes.
5. To ratify the decisions of sub-committees and working groups.
6. To support the appropriate function of School Academic Standards and Quality Committees.
7. To oversee data and actions related to student academic satisfaction.
8. To monitor the standards, quality and ongoing enhancement of courses on an annual basis.
9. To take appropriate actions related to outcomes of interim monitoring of quality, standards and enhancement.
10. To oversee the external examiner system.
11. To oversee the approval of course design exceptions and associated register.

Operational notes

• ASQC meets six times per year.
• Where ASQC needs to ensure that any decisions made will not compromise quality/standards of a particular discipline, the committee will specifically ask for confirmation from Schools via SASQC and/or Deputy Deans. This route will also be used for consultation purposes.
• The Pro Vice-Chancellor (Education) as Chair and the Executive Director Education, Quality and Partnerships (Deputy Chair) will review ASQC membership on an annual basis to ensure that it remains appropriate for the conduct of its business and to ensure that the overall membership is refreshed as necessary.
• At least half of the membership must be in attendance for a meeting to be quorate.
• If a member is unable to attend a meeting, they must seek an alternate.

ASQC Membership

4.5 The membership of ASQC is subject to confirmation by Academic Board.

4.6 Membership is constituted from the range of colleagues who represent areas of work and expertise related to the business of the committee. Across the full membership, all Schools commit to at least one member and normally ASQC membership will not include more than two members from a single School.

4.7 Members are required to attend all meetings and expected to read minutes and papers of all meetings. EQP will extend appropriate invitations to colleague(s) after agreement of the agenda, should attendance of a non-member be required for a particular item/paper.

4.8 Membership of ASQC is as follows:

• Pro Vice-Chancellor - Education (Chair)
• Chairs of all School Academic Standards and Quality Committees
• Chairs of all ASQC sub-committees
• Nottingham Trent Students’ Union (NTSU) Vice-President Education
• Executive Director Education, Quality and Partnerships (Deputy Chair)
• Head of Academic Quality (EQP)
• Academic Registrar (or representative)
• Director of Digital Technologies (or representative)
• Director of Employability (or representative)
• Director of Libraries and Digital (or representative)
• Director of Planning, Portfolio and Insight (or representative)
• Director of Student Opportunities and Success (or representative)
• Director of Student Wellbeing and Inclusion Services (or representative)
• School Operational Business Partner representative
• Doctoral governance representative.
• Head of Technical Education, Mansfield Hub (or representative)
• Executive Officer (EQP)
• Servicing Officer (EQP)

4.9 ASQC has seven sub-committees that carry out specific tasks associated with standards and quality management – the Academic Course Approval Sub-Committee, Academic Partnerships Sub-Committee, the Cross-School Standards and Quality Sub-Committee, the Apprenticeship Portfolio Sub-Committee, the Further Education Sub-Committee, the Digital Learning Environment Sub-Committee, and the External Examiner Appointments Panel.

4.10 ASQC commissions expert working groups to undertake development work as necessary.

5.1 Academic Board delegates powers for setting, maintaining and assuring standards and quality for research degree courses to the University Research and Innovation Committee.

5.2 The powers delegated to the University Research and Innovation Committee (UR&IC) are defined and exercised according to a set of clear terms of reference, an appropriate constitution and to regular reporting to Academic Board. The terms of reference are as follows:

1. To oversee and support the development of high-quality sustainable research, knowledge exchange and practice related innovation, that delivers societal impact, in accordance with the NTU Strategic Plan.
2. To oversee and support the development of current and future NTU Strategic Research Themes.
3. To monitor and regularly report to Academic Board on research, knowledge exchange and practice activities and achievements associated with the NTU Strategic Plan Valuing Ideas theme.
4. To consider the implications for NTU of any changes in the regional, national and international higher education and research, knowledge exchange and practice innovation policy landscape.
5. To promote and monitor compliance across NTU of external research governance policies including:  Open Access and NTU Publication Strategy; Research Ethics and the Research Integrity Concordat; Concordat to Support the Career Development of Researchers; Research Data Management.
6. To receive regular reports from the School Research, Innovation and Practice Committees.
7. To oversee strategic research partnerships.
   To support the development of a diverse and inclusive research culture.
8. To set, maintain and assure standards and quality for research degree courses.
9. To oversee and support the development of NTU Doctoral activities.
10. To oversee and support Researcher Development Support across NTU.
11. To consider and, when appropriate, ratify the decision of the University Research Degrees Committee (URDC) and the University’s course design and approval process for research awards.

Operational notes

• The UR&IC meets four times per year.
• The Chair will review UR&IC membership on an annual basis to ensure that it remains appropriate for the conduct of its business and to ensure that the overall membership is refreshed as necessary.
• At least half of the membership must be in attendance for a meeting to be quorate.

UR&IC Membership

5.3 Membership of UR&IC is as follows:

• Pro Vice-Chancellor (Research and International), Chair.
• Associate Deans of Research (ADR).
• NTU Research Theme leads, one per Theme.
• Executive Dean for Research.
• Director of NTU Doctoral and Research Operations.
• Representative from the Academic Standards and Quality Committee.
• A member of the Professoriate on the teaching and practice pathway.
• Representatives from the Technician community.
• Servicing Officer.

6.1 University Internationalisation Committee’s role is to collectively provide advice and guidance to the Pro Vice-Chancellor (International) in the areas noted below in his exercise of these responsibilities (with members undertaking individual responsibility where requested). UIC has the following terms of reference:

1. To provide guidance and leadership of the University’s international reputation and research profile.
2. To provide guidance and leadership on policy and procedures relating to internationalisation, including internationalisation of the curriculum, international partnerships and exchange, the international student experience and international student recruitment.
3. To provide guidance and leadership on trends and developments in the internationalisation of higher education and recommend changes to reflect best practices.
4. To promote internationalisation within the University in line with the ‘Connecting Globally’ theme in the University, reimagined strategy.
5. To maintain oversight of Memorandum of Understandings and other agreements.
6. To maintain oversight of international activity within Schools.
7. To establish as necessary sub-committees and working groups to support the development of internationalisation within the University.

UIC Membership

• Pro Vice-Chancellor (International) (Chair).
• Director, NTU Global.
• Director, International Development Office.
• Associate Directors, NTU Global.
• Executive Deans’ nominees (one per School, who will also be a member of the School Executive Team).
• NTSU Representative.
• EQP Representative.
• Co-opted members (as required by the Committee’s business).
• Servicing Officer.

Operational notes

• UIC will meet eleven times per year.
• Other members may be co-opted for a specific purpose and defined term.
• At least half of the membership must be in attendance for a meeting to be quorate.

7.1 The principal functions of the Success for All (SfA) Steering Group are to:

• Provide institutional oversight of the: 1) educational and professional service developments addressing the disparities in academic performance between different student groups; and 2) approaches to communicating this agenda to staff and students.
• Ensure alignment between the Success for All agenda and the University strategic plan.
• Monitor institutional performance against the Success for All targets which underpin the University’s Access and Participation Plan (APP).
• Provide institutional oversight of the outputs and impact of individual School and Professional Service Success for All plans.
• Identify and follow through with research, systemic change and initiative developments which address the disparities in student academic performance.
• Ensure good practice in this area is shared across the University.
• Ensure the following principles underpin all Success for All work:
  • Use of a mixture of approaches: targeted, indirectly targeted and universal.
  • Design for inclusion: curricula, pedagogies, assessment strategies and services.
  • Invest in developing staff expertise.
  • Involve students and build trust.
  • Consider the wider Success for All environment, as it relates to staff as well as students.

SfA Steering Group Membership

• Pro Vice-Chancellor (Education) (Chair).
• Executive Dean for Equality, Diversity and Inclusion.
• Deputy Deans or School representatives.

NTSU Executive Officers:

• NTSU President
• NTSU VP Education
• NTSU VP Postgraduate

Professional Services representatives:

• Executive Director Education, Quality and Partnerships.
• Head of Academic Development.
• Director of Student and Community Engagement.
• Head of Research and Insights (Access and Participation), CenSCE.
• Academic Registrar.
• Head of Technical Education.
• Director of Libraries and Learning Resources.
• Head of Academic Engagement, LLR.
• Director of Employability.
• Director of Student Services.
• Director of NTU Global.
• Servicing Officer (Governance Services).

SfA Steering Group Advisory Membership

• Deputy Vice-Chancellor and Provost

Professional Services representatives:

• Director of NTU Sport.
• Head of Development, Alumni and Supporter Engagement.
• Associate Director of Admissions and Student Recruitment.
• Director of Research Culture and Environment.
• Director of Culture.

Operational notes

• The minutes from the SfA Steering Group are received by UET and Academic Board, the latter for information only. Any proposed changes to academic policy are formally considered by the Academic Standards and Quality Committee.
• Advisory members are invited to attend meetings of the Steering Group where specific agenda items are of direct relevance to them. These members can also propose agenda items and attend meetings accordingly. Advisory members have access to the papers and meeting notes.

8.1 AcaPSC has responsibility for comprehensive oversight of all types of academic partnership. It has the following terms of reference:

1. To advise ASQC, the Pro Vice-Chancellor – Education and Schools on the maintenance and enhancement of the standards and quality of collaborative provision and partnerships.

2. To understand and monitor compliance with Office for Students ongoing conditions of registration as they apply to students studying through academic partnerships with particular reference to B1-5, C1  and E6.

3. To monitor the outcomes for students studying through academic partnerships and engagement in sector-level surveys, for example the Graduate Outcomes Survey.

4. To be cognisant of changes in UK and international policy for collaborations and partnerships and connect with other areas of the University, for example NTU Global, and to advise ASQC accordingly on policy or regulatory changes.

5. To scrutinise the outcomes of approval and review events to ensure that the events have been conducted in accordance with the QH and consider any themes or actions arising.

6. To receive the minutes of the UK Business Evaluation Group and consider any themes arising.

7. To receive and consider the minutes of Nottingham Trent International College’s (NTIC) Joint Academic Advisory Board (JAAB) and consider any themes arising.

8. To ratify the decisions of approvals and reviews of partnership arrangements undertaken by SASQCs.

9. To monitor, in conjunction with EQP, compliance with conditions of approval.

10. To approve withdrawal and teach-out arrangements for Validation Service and School-based collaborative provision and partnerships, and to monitor standards and the quality of student learning opportunities for the duration of the teach-out period.

11. To monitor the requirement for a signed agreement in respect of all collaborative arrangements.

12. To ensure that a collaborative register of Validated Centre courses, School-based collaborations and partnerships is maintained.

13. To report to ASQC on any specific issues of good practice or concern.

14. To monitor the health of academic partnerships, receive and monitor emerging issues and escalate appropriately.

15. To receive and review risk assessments for collaborative partners, ensure that high risk partnerships are identified and significant academic risks are monitored, escalated and reported appropriately.

16. To consider and report on matters as may be referred from time to time from ASQC.

17. To analyse reporting for annual monitoring at course and Centre-level for Validated Centres.

18. To receive reports on compliance with CMA requirements from EQP and Schools and escalate any concerns appropriately.

AcaPSC Membership

• Membership will consist of a representative from each School and EQP (notably colleagues working in International Partnerships). The Executive Officer and Servicing Officer will be from EQP.
• Collaborative Academic Leads are invited to attend but there is no requirement for them to do so unless they are the representative for their School.
• Members will be invited for a 3 or 4 year term to ensure that tenures are staggered. This will ensure continuity and ongoing expertise.
• Membership will embed inclusivity and diversity in line with the University’s strategic priorities.

Operational Notes

• The AcaPSC meets a minimum of three and maximum of six times per year depending on operational requirements.
• EQP supports the sub-committee in setting agendas and preparing covering papers to aid discussion and decision-making; the EQP Collaborations and Partnerships Team communicates decisions to academic partners.
• EQP organises appropriate induction and staff development for new sub-committee members.
• AcaPSC submits all approval decisions to ASQC for formal ratification (via the minutes of the meetings).
• At least half of the membership must be in attendance for a meeting to be quorate.
• If a member is unable to attend a meeting, they must seek an alternate.

9.1 X-SASQC has responsibility for oversight of the quality and standards of courses which are designed to work across several Schools. It has the following terms of reference:

Strategy for standards, quality management and enhancement

1. To advise ASQC on the maintenance and enhancement of the standards and the quality of student learning opportunities for courses taught across Schools.
2. To ensure that University policies and approaches are embedded within courses that span across Schools.
3. To assure the University of the currency and health of the provision.
4. To consider and report on matters as may be referred from time to time by the Pro Vice-Chancellor (Education), ASQC and relevant SASQCs.

Course monitoring and annual reporting

1. To take responsibility for the continuing annual monitoring and enhancement of cross-School provision according to the University’s requirements.
2. To ensure that review processes are informed by qualitative and quantitative evidence and have an impact on development and enhancement.
3. To monitor the mechanisms for student feedback on courses and teaching, the analysis of that feedback and the actions taken in response.
4. To receive and monitor Course Review Plans and development action within them in accordance with University requirements.
5. To receive external examiner reports for cross-School provision and ensure that external examiners’ recommendations are appropriately considered.
6. To oversee the periodic review of cross-School courses in line with University requirements.
7. To receive reports from NTU Professional Services as appropriate.

Learning, Teaching and Assessment

1. To ensure that the University’s requirements and expectations around learning, teaching and assessment are met for all cross-School provision.
2. To make recommendations to the University External Examiner Appointments Panel on the appointment of external examiners with sole responsibility for cross-School courses.

Course development

1. To consider and approve proposals for modifications to cross-School courses of study, including new and revised modules.
2. To consider and approve proposals for non-School Micro-credentials.
3. To retain oversight of cumulative changes to courses year-on-year.
4. To ensure that course development is informed by stakeholder engagement.

Professional, Statutory and Regulatory Bodies

1. To monitor the involvement of Professional, Statutory and Regulatory Bodies (PSRBs) with courses, ensuring action is taken on the reports and recommendations from those bodies, and notifying EQP of changes to NTU’s PSRB register on a quarterly basis.

X-SASQC Membership

• Chair – who is also a member of ASQC.
• Two academics with cross-School expertise but not directly associated with courses coming under the committee’s remit.
• Course leaders for cross-School courses.
• A School Standards and Quality Manager.
• A Deputy Dean (Deputy Chair).
• A School Employability Manager.
• Student representative (s).
• Two Professional Service representatives.
• Executive Officer (EQP).
• Minute Secretary (EQP).

9.2 The above is subject to a rolling (three-year) term of office, but membership details are subject to annual review.

9.3 The membership is subject to ASQC ratification.

9.4 The committee may co-opt additional members for special purposes, including an Apprenticeships Team Representative (EQP).

Operational notes

• The sub-committee meets three times each year.
• EQP supports the committee in setting agendas, and communicating decisions to Schools.
• EQP organises appropriate induction and staff development for new committee members.
• The sub-committee submits all approval decisions to ASQC for formal ratification.
• At least half of the membership must be in attendance for a meeting to be quorate.
• If a member is unable to attend a meeting, they must seek an alternate.

13.1 External examiner nominations for all taught courses, including apprenticeships, higher technical qualifications, and Validation Service provision, are subject to scrutiny by the External Examiner Appointments Panel (EEAP). Nominations for research degrees, including phase one of Professional Doctorate courses, are considered for approval by URDC.

The panel has the following terms of reference:

1. To consider and approve external examiner nominations for all taught courses.
2. To submit all approval decisions and recommendations to discontinue a contract to ASQC for formal ratification.
3. To receive an annual External Examiners’ Overview Report.
4. To consider changes to the regulatory landscape in the context of the institutional approach to external examiners and make recommendations to ASQC as appropriate.

EEAP Membership

• A School Standards and Quality Manager or Learning and Teaching Manager – who is also a member of ASQC (Chair).
• Four - six members of academic staff with appropriate experience.
• A representative from the EQP Collaborations and Partnerships team.
• Executive Officer (EQP).
• Minute Secretary (EQP).

13.2 The above is subject to a rolling (three-year) term of office.

Operational notes

• The panel normally meets between four and six times a year.
• The chair may co-opt other members for meetings where there are several apologies in advance.
• At least half of the membership must be in attendance for a meeting to be quorate.
• If a member is unable to attend a meeting, they will be asked to submit written comments.
• An existing EEAP member acts as Deputy Chair.

14.1 The Academic Course Approval Sub-Committee has responsibility for the oversight of course development and approval for new courses and changes to existing courses which require University-level scrutiny. It has the following terms of reference:

1. To consider and approve proposals for new courses and changes to existing courses which require University-level scrutiny, ensuring that they meet course design requirements at NTU. Where courses are delivered in collaboration with partners, the course will be approved by the sub-committee, but approval for the partnership remains with the Academic Partnerships Sub-Committee (AcaPSC).

2. The sub-committee will consider proposed new course(s) or changes to existing courses which require University-level scrutiny based on a summary report from a designated Senior Quality and Standards Advisor at the Centre for Academic Development and Quality (EQP), which covers the following:

• The course award title/s and interim awards;
• Summary of the proposal;
• Placement arrangements;
• NTIC or Foundation Degree progression arrangements;
• Extent of Stakeholder consultation;
• Confirmation by School leadership that the course is viable and that it has resources to deliver and sustain the delivery of the course;
• Confirmation that the course meets NTU course design requirements or where these are not met, a justification has been provided;
• The alignment with NTU’s semester model for new courses and those with high-impact changes that are outside of the scope of Semester Approval Groups;
• The sub-committee cannot approve courses with start dates outside of the timelines in Quality Handbook Supplement 5K, unless an exception has been approved.

3. To submit all approval decisions to ASQC for formal ratification.

4. To ratify approvals made by the Semester Approval Groups.

5. To consider further enhancements in the course approval process and make recommendations to ASQC as appropriate.

6. To consider and re-approve existing courses in accordance with the Course Review Policy, ensuring that decisions are evidence-led and based on a comprehensive understanding of course performance, risk and proposed interventions.

7. The sub-committee will consider re-approval based on:

• The Course Review Plan as the primary source of evidence;
• Relevant outcomes and performance data;
• Stakeholder feedback, including student, External Examiner and  PSRB input (where applicable);
• Justification for proposed course design changes, or the decision  not to undertake such changes (please note: where a course is  undergoing a significant change it will have an accompanying  Approval Report from a designated Senior Quality and Standards  Advisor);
• Confirmation of the course’s ongoing academic, strategic and  resource viability.

Course Approval Sub-Committee Membership

• Executive Director Education, Quality and Partnerships (Chair).
• Head of Academic Quality (EQP).
• Head of Technical Education (DIR).
• Associate Director, Planning, Portfolio and Insight.
• Representative from the Academic Registry.
• Deputy Deans.
• Minute Secretary (EQP).

Operational notes

• The sub-committee meets every 6 weeks.
• There is no predefined term for the chair of the sub-committee, as it is determined by the mandate of ASQC.
• At least half of the membership must be in attendance for a meeting to be quorate.
• If a member is unable to attend a meeting, they will be asked to provide an alternate to attend on their behalf.

15.1 The Semester Approval Groups (SAGs) have responsibility for the consideration and approval of courses that have been changed to NTU’s semester model. They have the following terms of reference:

1. To consider and approve proposals for changes for courses to operate under NTU’s semester model. The groups will only consider proposals to reorganise the course to deliver it through semesters. It will not consider any other course design changes.
2. To consider whether the proposal meets the key features of NTU’s Semester Model and how this is articulated in CourseLoop.
3. To confirm the implementation date of the course change.
4. To submit all approval decisions to the ASQC Course Approval sub-committee for formal ratification.

Semester Approval Groups Membership

• Executive Director Education, Quality and Partnerships (EQ) (Chair).
• Head of Academic Quality (EQP) (Deputy Chair).
• Four – six members of academic staff with appropriate course design and approval expertise.
• Executive Officer (EQP).
• Servicing Officer (EQP).

Operational notes

• The Semester Approval Groups will meet monthly from November 2025 to December 2027 unless there are no proposals to consider.
• Members who are unable to attend a specific meeting can still review proposals and submit written comments in advance to the Executive Officer.

16.1 The University Research Degrees Committee (URDC) has delegated responsibility from the University Research and Innovation Committee (UR&IC) to provide academic guidance and strategic oversight for all matters related to doctoral education including quality and standards, research environment, strategic investment and programme and partnership development. It has the following terms of reference:

1. To provide regular monitoring and oversight of PGR dashboard data in order to evaluate the success of research degrees, including admissions, progression, submission, completion, and employment outcomes.
2. To support the implementation of institutional objectives related to doctoral education.
3. To create task and finish groups on matters related to doctoral education, where appropriate.
4. To champion and promote the work of the NTU Doctoral within the University and outside.
5. To assure the maintenance and enhancement of the standards and quality of research degrees.
6. To give consideration to the quality of the institutional research environment for postgraduate researchers and the development of the doctoral community.
7. To provide leadership on matters related to equality, diversity and inclusion in doctoral education at NTU, in particular through consideration of equality and diversity monitoring data.
8. To consider data from internal and external surveys (e.g. PRES and Success for All) and to monitor the mechanisms for candidate feedback, the analysis of feedback received, and the actions taken.
9. To ratify nominations of external examiners for all research degrees made by the University Research and Progression Board.
10. To oversee the appeals and complaints process for all research degrees.
11. To support and ensure the ongoing implementation of concordats relevant to the doctoral community (e.g. Research Integrity, career development, engaging the public with research, open research, animal research and knowledge exchange).
12. To give consideration to the annual report produced by NTU Doctoral on analysis of feedback provided by doctoral candidates, examiners and any other key stakeholders (including those offered with collaborative partners).
13. To receive and consider annual reports from each Doctoral Training Partnership, assuring the University Research Degrees Committee and University Research and Innovation Committee of the quality, standards, governance and strategic alignment of provision delivered through these partnerships.
14. To consider the Director of Doctoral Programmes commentary report(s) from the institutional PGR dashboard and receive minutes from the University Research Degrees Progression Boards (URDPB).
15. To consider annual reports from NTU Professional Services as appropriate.
16. To consider and approve proposals for modifications to programmes of study for professional doctorates.
17. To monitor the involvement of Professional, Statutory and Regulatory Bodies (PSRBs) with research degree programmes, as appropriate, and ensure action is taken on the reports and recommendations from those bodies.
18. To consider proposals for new research degree award designations and to submit recommendations to UR&IC for final approval by Academic Board.
19. To assure UR&IC of the maintenance and enhancement of the standards and quality of the provision delivered by collaborative provision.
20. To advise the UR&IC on the development of strategies relating to the quality and standards of doctoral education at NTU.
21. To oversee and assure the quality of the research environment for PGRs and support the development of the doctoral community.
22. To prepare and consider an annual report on the PGR environment, including analysis of the doctoral candidate journey.
23. To assure the maintenance and enhancement of the standards and quality of research degrees, including those delivered through collaborative provision.
24. To consider and support proposals for new research degree programmes, modifications and enhancements to existing programmes, and new research degree award designations, including those related to professional doctorates.
25. To consider and support proposals for collaborative partnerships (international, business, industry, third sector) and programme developments from within Academic Schools.
26. To make recommendations for programme growth, investment and partnership development, informed by trend data.
27. To work with NTU Doctoral to ensure definitive course and collaborative operational documentation remains accurate and up to date.
28. To consider and report on matters referred by Academic School Associate Deans of Research (ADRs), Executive Deans, Deputy/Pro Vice-Chancellors, the Director of Research Culture and Environment, the Director of Research Operations, Academic Board, and UR&IC.

URDC Membership

• Director of Research Culture and Environment (Chair).
• NTU Doctoral Programmes Manager (Deputy Chair).
• Chair of University Research Degrees Progression Board (URDPB)
• Director of Doctoral Programmes (1 per Academic School).
• Postgraduate Researcher Representatives (1 per campus).
• NTU Doctoral Training Manager.
• Deputy Academic Registrar (or nominee).
• Head of Researcher Development .
• LLR representative.
• Head of NTU Global (or nominee).
• Head of Postgraduate Marketing and Student Recruitment (or nominee).
• PGR Employability Representative.
• Doctoral Training Programmes (DTP) Project Officer.
• Servicing Officer (Doctoral Data and Governance Officer).

Operational notes

• URDC meets at least four times per year.
• At least half of the membership must be in attendance for a meeting to be quorate.

16.2 URDC will have the authority to co-opt additional persons, either internal or external to the University, with particular expertise or experience, to participate in the work of the Committee, either on an ad hoc basis or as formal members.

16.3 A URDC Complaints and Appeals Sub-Committee considers all formal research degree complaints and appeals.

16.4 A University Research Degrees Progression Board (URDPB) considers all progression and monitoring of doctoral candidates.

16.5 URDC will strive to maintain a membership that reflects a rich diversity, taking positive action to achieve this where necessary.

18.1 ASQC may establish task and finish groups (T&FGs) to take forward particular quality management and enhancements themes. Such themes will typically require a detailed level of development and drafting that cannot be accommodated within the constraints of standard committee business.

18.2 T&FG themes may be identified at ASQC meetings, may arise from formal monitoring, feedback or reporting processes (at University, School or student level), may be prompted by external shifts in policy, or may stem from executive University decision making.

18.3 T&FG themes may be ‘macro’ in scope e.g. a complete review of a particular policy (involving consultation and implementation) or may be ‘micro’ in scope e.g. an update to an aspect of a procedure or process.

18.4 ASQC will establish the terms of reference and membership for each T&FG, which will include the expected outputs.

18.5 On occasion, a theme may be allocated to an existing University forum e.g. School Standards and Quality Managers, whereby that forum becomes, de facto, a T&FG for the purposes of taking forward that theme.

18.6 T&FGs will have a fixed life. Those T&FGs with an extended life will report to ASQC on a regular basis, while short-term T&FGs may simply report to ASQC at the completion of their work.

18.7 ASQC will retain responsibility for approving, or otherwise, the outputs of T&FGs, which will be in the form of recommendations for consideration by ASQC.

18.8 As indicated above, each T&FG will vary in scope and timescale. Accordingly, the constitution and terms of reference for each will be bespoke. The following acts as a guide when formulating the constitution and terms of reference for a T&FG.

T&FG Constitution

• The chair should be a member of ASQC or a EQP/Professional Service manager.
• There should normally be at least one other member from ASQC.
• For ‘macro’ themes: a representative from each School or College (as appropriate to the task), a Professional Service representative and a student representative(s).
• For ‘micro’ themes – a suitably qualified and experienced member of academic or professional staff (as appropriate to the task).
• EQP Officer (Servicing Officer).

Terms of reference

1. A T&FG should report to ASQC upon completion of the task (the chair would normally present to ASQC).
2. A ‘macro’/long term T&FG should establish key milestones and provide a short interim report(s) to ASQC.
3. A T&FG should consult with relevant stakeholders appropriately (including externally if the theme necessitates this).
4. A T&FG may request an amendment to its terms of reference, or the appointment of additional members or experts, or a time extension for completion of the task.

19.1 The previous committees and agencies conduct regular consultations with staff via task groups and other forums in the development of:

1. standards and quality enhancement policy and procedures; and
2. regulations relating to undergraduate and postgraduate awards and the assessments undertaken by students.

20.1 The University may modify its quality assurance framework in respect of courses leading solely to PSRB awards and for non-award-bearing short courses.

20.2 The QH contains the policies, procedures and regulations governing all NTU taught and research courses (including those offered at collaborative partners). In exceptional circumstances, the Vice-Chancellor may – in consultation with the University Executive Team (UET) (and acting as Chief Executive and chair of Academic Board) – enact policies, procedures and regulations that fall within the spirit of the Quality Handbook, but outside the formal letter of the regulations. Such policies, procedures and regulations will be designed to ensure that the University operates to the best of its ability to maintain the quality of the student learning experience in such exceptional circumstances, and to seek to ensure that academic awards are conferred based on the most secure data available. Effective communication will take place with staff, students, collaborative partners and external examiners to ensure that the contingency arrangements are understood by all within the University community. The contingency arrangements will only cover the period in which the exceptional circumstances prevail and the University will return to operate under the full extent of the Quality Handbook thereafter.

21.1 The Deputy Vice-Chancellor & Provost, supported by the Pro Vice-Chancellor (Education), is responsible for executive oversight of the efficient and effective development of the University’s academic portfolio and supporting systems and frameworks, in liaison with the Vice-Chancellor and other members of UET as appropriate. To achieve this, the Deputy Vice-Chancellor & Provost and Pro Vice-Chancellor (Education) work to ensure the continuing development and provision of efficient and effective courses and service, supporting and securing high academic achievement and satisfaction amongst students.

21.2 The key central agency that supports ASQC, and the Deputy Vice-Chancellor & Provost and Pro Vice-Chancellor (Education), is EQP. EQP is led by the Executive Director Education, Quality and Partnerships together with a team of professional officers. EQP’s core function is to lead and support innovation and developments in curriculum design, teaching, assessment and learning, and quality assurance. EQP administers ASQC, AcaPSC, EEAP, X-SASQC, FESC, Digital Learning Environment Sub-Committee, and Task and Finish Groups.

NTU agencies providing additional support:

• Registry, Student and Course Administration focuses on student appeals, awards and titles; award ceremonies; timetabling; examination organisation; student records; and academic calendar.
• Planning, Portfolio and Insight (Finance) collates and interrogates national and international data and policy developments to inform NTU-wide academic direction. Academic Planning is also responsible for coordinating and further improving NTU Schools’ academic planning cycle and identifying challenges and opportunities in both the external environment and within academic plans.
• Planning, Portfolio and Insight (Finance) collates and interrogates national and international data and policy developments to inform NTU-wide academic direction. Academic Planning is also responsible for the coordination and further improvement of NTU Schools’ academic planning cycle and identifies challenges and opportunities both in the external environment and within academic plans.
• Organisational Development provides a responsive staff development service to the University. This includes:
  • supporting colleagues in identifying learning and development needs and considering effective means of meeting these;
  • formulating and delivering staff development events;
  • creating strategy and policy in support of learning and development.
• NTU Doctoral is responsible for students undertaking research degrees and taught doctorates. The School provides services and support that stimulate and secure high-quality and successful outcomes (see Quality Handbook Section 11 for full details).
• Governance and Legal Services is responsible for servicing the Academic Board and the Success for All Steering Group.
• Libraries and Learning Resources provides and develops the resources that support learning: it is also responsible for the coordination of access to services for students to extend their study skills (e.g., digital literacy, dyslexia support, and in-sessional English language support).

External

• Office for Students (OfS)
• QAA
• PSRBs
• Employers
• External examiners
• European Union standards and guidelines

University structures and processes

• Academic Board/ASQC/URDC/AcaPSC/
  EEAP/X-SASQC/FESC, Digital Learning Environment Sub-Committee, and Task and Finish Groups
• The University’s course design and approval process
• EQP/Registry, Student and Course Administration/Planning, Portfolio and Insight (Finance)/OD/NTU Doctoral/Libraries and Digital Services/Student Wellbeing and Inclusion Services
• External examiners
• Periodic Review/Periodic Collaborative Review

School structures processes and roles

• SASQCs
• School Standards and Quality Managers
• School academic plans
• External examiners, PSRB, stakeholder inputs
• Analysis of student feedback
• Collaborative provision monitoring
• Data analysis

Course structures and procedures

• Student evaluation (surveys)
• Periodic Review
• Interim course reports and development plans
• Course committee / team meetings
• External examiner input

Module analysis and evaluation

• Student mid-module evaluation
• Module leader analysis
• Module team review and development

Student involvement

• Trained student representatives
• Staff / student meetings
• School Forums
• Course committees
• Questionnaires / surveys
• Focus groups
• Student representation on PR panels (and in the University’s course design and approval process)