Post on 01-Apr-2015
WHERE ARE WE, AND WHERE DO WE WANT TO GO?
BENCHMARKING TO INFLUENCE STRATEGY
Tuesday 7 June 2011Woburn House, London
Dr Robin Kirby, Strategic Analyst, University College Falmouth
Strategic Analyst role
Bringing:
Information Analysis Environment scanning Personal insight
…into management decision making
Strategic Analyst activities Policy documents, reports, business
plans Risk management KPI reporting HEFCE and funder returns National Student Survey, DLHE and
league table analysis and action plans
Works closely with senior management team
Tools of the trade
Where are we now?
Reality check:competitors / comparators
Student satisfaction
Graduate employability
Levels of demand
Fee levels
External indicators of quality & reputation
Course portfolio performance
NSS benchmarking
Course portfolio review
heidi data for market share
DLHE – in work or further study
UCA UAL UCF Bournemouth Solent Bath Spa Portsmouth Brighton Plymouth UWE AUCB
70
75
80
85
90
95
77.2
83.4
84.7
86.7 86.8 86.887.4 87.6
88.5
90.1
93.2
Where do we want to go?
Business planning – 5 year targets Student recruitment – University title Research Degree Awarding Powers –
metrics Student satisfaction Employability Staff profile Widening Participation
Diversification of portfolio
‘Digital Drift’ in the creative industries
Regular benchmarking
Course portfolio review
National Student Survey and DLHE analysis and action plans
Reporting on KPIs and Strategic Plan objectives
Project benchmarking
New business planning process New course development process –
market driven 2012 tuition fees, access agreement,
investment programme and value proposition
Funding bids – capital / additional student numbers
Benefits of the role……and the approach
Faster, better quality decision making
Joined up decisions when large projects run concurrently
Challenging the hunch / anecdote / received wisdom
Measuring progress and staying on track
Establishing identity and position in the market
Thank you.
robin.kirby@falmouth.ac.ukwww.falmouth.ac.uk