WHERE ARE WE, AND WHERE DO WE WANT TO GO? BENCHMARKING TO INFLUENCE STRATEGY Tuesday 7 June 2011 Woburn 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 95 93.2 90.1 90 88.5 86.7 86.8 86.8 Bournemouth Solent Bath Spa 87.4 87.6 Portsmouth Brighton 84.7 85 83.4 80 77.2 75 70 UCA UAL UCF Plymouth UWE AUCB 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.uk www.falmouth.ac.uk