HUMANE
ESMU-HUMANE WINTER SCHOOL
KLM Case study : Group 6 Presentation
University of Klein-Le-Mas
A future for growth and excellence
Case Study Report
Group 6 – Green Badges
Roberto Barreri
Michael Sibly
Rudolf van de Bilt
Marie Claire van de Velde
Roberta Wooldridge Smith
Barcelona 21-03-2003
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Executive Summary
The Group recognises that the very recent appointment of the new Head of Administration will
mean that she will need to work within the existing structures and organisational culture currently
present at Klein-Le-Mas. Consequently, the Group has devised an immediate plan of action
which will enable her to address the issues which require immediate attention and itemised her
intended modus operandi in each of these areas. It is further acknowledged that whilst some of
these are straighfoward in the immediate term, others will require considerable time, consultation
and financial support and will only be capable of achievement in a far longer timeframe.
Short Term Aims
1. Address falling unit of resource
Modus Operandi:




Freeze on new appointments other than in exceptional circumstances
Analysis of staff-student ratios to inform new appointments strategy
Accept Government offer to redeploy staff
Present plan to staff of whole institution to maximise transparency, set out business case
and head-off potential difficulties
 Implement cut of 2% in departmental resources
 Review administrative management structure with a view to achieving cost efficiencies
2. Restructure administration
Modus Operandi:
 Institute single reporting line to Rector, removing dual reporting with Finance Officer. All
further heads of administrative offices to report to Head of Administration
 Consider physical co-location of administrative functions with Estates Officer
 Extend remit of Research Planning Office to encourage greater proactivity and feed into
earned income strategy.
3. Academic portfolio analysis
Modus Operandi:
 Consider further investment in existing strengths; conduct cost-benefit analysis of
investing in current areas of weakness; consider funding premium attracted by students
in different fields
 Consider portfolio of teaching and research against national priorities benchmarks to
ensure appropriateness and high quality of portfolio
 Consider portfolios of other regional institutions with a view to developing potential
strategic alliances/engaging in subject-specific collaboration
 Consider against student numbers. Use national trends as indicators of national
recruitment difficulties to assess KLM´s performance.
4. Consider diversification of KLM´s funding base
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Modus Operandi:
 Extend remit of Finance Office to include new Earned Income Task Group to consider
diversification of KLM´s funding base
 Consider future of non-core activities eg catering and residences. Could these be
enhanced to provide an income source? If not, consider subcontracting.
5. Sustainability post
Modus Operandi:
 Bid for post in field of transport
6. Customer satisfaction questionnaire
Modus Operandi:
 Consider implementation of draft (attached) with administrative colleagues to set targets
prior to submission to Rector
7. Offer of sponsorship/finance from BET
Modus Operandi:
 Respond to Rector recommending rejection of offer on ethical grounds. Suggest that
development of regional agenda might lead to further opportunities with companies less
compromised by field of activity
8. Offer of sponsorship/finance from anonymous donor
Modus Operandi:
 Respond to Rector to accept.
9. Develop regional agenda
Modus Operandi:
 Start trilateral discussions with the Polytechnic and the Agricultural College with a view to
identifying complementarity, developing research collaboration and submitting joint
external funding bids.
10. Consider re-working KLM´s Mission Statement and develop corporate plan
Modus Operandi:
 Consultation with staff of whole institutions
 Collaboration with regional and business partners
11. Develop fundraising statregy
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Modus Operandi:
 Found alumni association
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SWOT Analysis
Strengths
Critical mass
Good overall staff/student ratio
Wide portfolio of faculties & departments
Opportunities
Good transport links by train & air (planned)
Good HEI-infrastructure
Businesspark with potential for growth
Complementarity of HEI’s
New system of funding induces change
Weaknesses
Staff are civil servants
Traditional managementstructure
Hierarchical
Traditional steering control
Portfolio tend to reflect earlier growth (the colonial period)
Dispersal of buildings lead to fragmentation
Inability to overspend /to make reservations
High dropout rates
Buildings: more than 50% in need of repairs or inadequate
Buildings mostly state owned
Highly dependent on regional students
Funding base highly dependent on teaching
Threats
Rigid appointment-structure (civil servant status)
Rigid funding-system
Degeneration of region
High unemployment rate
Lopsided demographic structure (retired people)
Competion for students with polytechnic
Conclusions from SWOT
External opportunities and threats:
The University of KLM is in many ways linked to the region of Pronord:
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The university budget is part of the provincial budget of Pronord
Majority of students are from Pronord region
The regional government of Pronord formally appoints staff.
These links suggest that to a great extent there is an interdependence of the University of KLM
and the Province of Pronord. In this respect the declining economic state of the region might
lead to a more rigid control and even budget cuts by the region. However this mechanism also
works the other way around. So if the region becomes more prosperous the University of KLM
might prosper as well. In this respect potential new growth areas could be used to the advantage
of the University of KLM.
The University of KLM should therefore emphasise its role as an important factor in the socioeconomic development of the region of Pronord
This strong commitment of the university of KLM to the welfare of the region should be reflected
in a willingness to cooperate closely with the regional government and other Hei’s. This cooperation, which should include the private sector as much as possible, could lead to the
formulation of a Regional Innovation Policy. For the University of KLM this, ultimately, will lead
to:
 New growth areas
Joint actions to acquire regional development funds leading to
 More contractresearch done for regional companies
 More contract education
 More university spin-offs
 Public/private partnership to finance (scientific) growth areas
 Combined marketing and PR
The changes in state funding mechanisms should be used to induce change in the management
culture of KLM
Internal strengths and weaknesses
The funding structure of KLM should be diversified. It should be less dependent on teaching
income. In this respect generating more research income has high priority. Critical analyses of
portfolio of subjects are needed. Restructuring may be necessary. Good relationships with the
regional government (see the above) might be a great help in overcoming problems with civil
servant status of staff.
Potential income generating capabilities of departments and services should be explored and
stimulated and while safeguarding the traditional recruitment area for students, new recruitment
areas (national and international) should be opened up. The good transport links that Pronord
will work to the advantage of this policy.
New Mission Statement
It is fair to say that in the light of this SWOT analyses and the first conclusions drawn from it, a
new mission statement should be formulated. This is a process, which should include all levels
of the university. However a first proposal for a new mission could be formulated as follows:
The University of KLM of the Region of Pronord meets the needs of society, encouraging a
sense of initiative among its academic staff and students to promote scientific quality and
excellence
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This statement emphasises the strong links with the region, will lead to actions to improve the
quality of teaching, while the involvement with the Pronord region might strengthen its research
base in many ways.
One important conclusion may be drawn from all this. The university as a whole should become
a more innovative university and this should be reflected in a more entrepreneurial approach
from its management and staff
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Question 1: Changes proposed to the administrative and organisational structure of the
University.
The administration requires structural and physical coherence in order to ensure that effective
and efficient communication between components is encouraged. The new Head of Admin
should be physically proximate to her staff, who should not themselves be fragmented across
buildings spread across Ybother. There is evidence that the administrative structure has not
evolved during the last 30 years, and it is now unlikely that the structure is enabling the
administration, and hence the institution as a whole, to respond to its current, and its potential
future, operating environment.
A priority must be the conduct of administrative restructuring with a view to achieving a single
reporting line through the Head of Admin to the Rector. To this end the duality of the reporting
structure with the Finance Officer ought be resolved such that the latter also reports to the Head
of Admin, as ought the Heads of Academic Development, Planning and Research. This unified
structure will ensure the delivery of consistent advice from the Head of Admin to the Rector
without any risk of divergence of opinion being expressed at this level. Such a structure will
require all administrative colleagues to come to a collective view about a given course of action.
Greater harmonisation will need, of course, to be underpinned by effective communication and
physical proximity – ideally co-location – of all administrative offices would be ideal. The Head of
Finance must consider in conjunction with the Director of Buildings/Grounds the opportunities for
re-allocation of accommodation to achieve this end, acknowledging that this will not be
achievable in the very short term and that the priority for the University will be the provision and
equipment of academic accommodation.
The advent of a research planning office is a new development which should be welcomed, but if
it is to succeed careful thought must be given to its management, reporting lines and physical
location. Ideally it should co-located with other administrative functions, and certainly it should
also be accessible to the academic units which it should serve not merely in terms of maintaining
financial records for external research grant and contract income but taking amore proactive
stance (with a concomitant likely requirement to invest in additional, specialist administrative
staff) to work with departments in ´horizon scanning´ to ensure that Xland maximises potential
revenue by identifying and responding to calls for projects where external funding is available,
and where academic staff can benefit from professional administrative advice in compiling such
bids.
Consideration should also be given to extending the remit of the current Finance Office from
Pay, Purchasing and Planning to incorporate an element of income generation activity of which
there is currently little evidence. It is not suggested that this activity should be the preserve of the
Finance Office, merely that in the initial stages of development of an earned income strategy,
this might be the more appropriate location for its management. It is suggested that a task group
comprising senior administrative staff, advisers external to the University from the private sector
and academics working in fields which might lend themselves to generating income be
established as an initial step.
The issue of the management of ´non-core´- and certainly non-traditional - areas of activity will
need to be carefully appraised. The University may wish to consider the relative merits of (a)
sub-contracting areas such as residential and catering services to reduce overheads and,
crucially, release space for co-location of the administrative function or (b) investing particularly
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in these areas should it view them as potential income generation opportunities.
Portfolio analysis of the range of educational programmes and research specialisms of the
University might also usefully be undertaken at this juncture, in order to ensure co-ordination
between administrative and academic structures and activities. There is substantial evidence
that, as with the administrative structure, little or no strategic level review of the portfolio of
Xland´s activity has been undertaken in the last generation in order to build on strengths, invest
in areas of weakness, withdraw from areas in which resource should no longer be concentrated,
or to benchmark the University´s activities against its external operating environment,. The
University ought to consider carefully areas of teaching and research which are national
priorities and capitalise on strengths. It should consider the relative sizes of its departments,
aiming to achieve critical mass and provide a platform from which departments can develop on a
10-year horizon.
Areas of activity representing periods of the institution´s or Xland´s historical evolution should be
reassessed against such current national benchmarks and priorities. This would apply
particularly to provision in Asian languages and anthropology where numbers are low, the unit of
resource for students is low and a high proportion of staff will be retiring in the medium term.
Such portfolio analysis ought also to be conducted in areas attracting relatively low student
numbers: analysis should be undertaken to identify if this is a national or regional trend of
whether there is a particular cause for concern at Xland. Small departments may be cost
intensive to maintain hence unless critical mass can be achieved, and unless the University sees
significant merit in maintaining activity in such areas, closures might be anticipated in areas such
as music and urban planning.
The University should conduct a strategic analysis of its portfolio of activities also in terms of the
unit of resource available for them and in view of the support in terms of facilities requirements
they have with a view to resolving whether it wishing to maintain its position as an institution
which continues to offer a wide portfolio of activities or takes a decision to focus its activities in
niche areas where it can maximise financial, physical and human resources.
As already indicated, (see references to Asian Studies above) some areas lend themselves to
consideration of this nature. Reference should also be made to the regional context in which the
University of Xland is operating. Should a cost-benefit analysis suggest such a plan has merit,
Xland might well consider strategic alliances or collaborations with the neighbouring polytechnic
and/or agricultural college. There is some concern over the recent performance of the latter and
assurances would need to be forthcoming that such a merger would (a) complement the
University´s range of activity, (b) be financially sound and (c) lead to an overall enhancement in
the profile of the educational programmes currently offered by Xland in relevant areas.
The University administration, at present, bears the hallmarks of a laissez-faire approach to
management and would benefit from closer and more professional supervision and direction.
Overtime this can be reflected in the appointments strategy. The University as a whole should,
in the longer term, benefit from a unified administrative structure and, in the event that difficult
decisions have to be made about the long term sustainability of academic areas where the unit
of resource per student is low and/or completion rates are poor and/or no longer respond to
national priorities, should provide a more professional service which, in conjunction with
academic colleagues, has the ability to develop a comprehensive strategy for the whole
institution. This will enable difficult decisions to be set in context and compensating dividends to
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be clearly identified.
Question 2 Financial Status of KLM
The University is very dependent on teaching funding from the Government. Total income of
€59.4m, of which €127.6m is teaching funding. Research funding forms only about 20% of total
income, and of that total for research external research funding is only €17.5M.
The teaching funding provided by the Government is driven by numbers of students graduating
each year. There is thus a heavy dependence of this factor, which carries risks because while
inputs in the form of teaching costs (staff, facilities etc) are fixed, income depends on outputs
which may be partly outside the immediate control of the HEI. This and the heavy dependence
on teaching funds in general mean that the University is very affected by the proposed 2% cut in
the unit of resource being imposed by the Government, and this poses a a key risk.
Staff costs form a high proportion of total costs (€119.6m out of €159.4m), which is common
enough in universities. Faculty operational budgets are very small by comparison. However,
since staff are civil servants and cannot be dismissed, there is a serious lack of flexibility here.
This will need to be addressed in some way (see below).
There is no evidence that funds are being set aside for contingency, investment in new activity,
maintenance, central strategic development etc. Some way ought to be found in the medium
term to provide modest sums for this.
Overall, the university needs to diversify its funding sources and must become less reliant on
funds from a single source (Government) for a single activity (teaching).
Question 3: Methods for dealing with the cut in the unit of teaching resource.
Some general points and considerations first. (i) Flexibility is limited due to the high % of
expenditure on staff. (ii) Since some resource (the Government income for R) depends directly
on the number of academic staff employed, any reduction in this staff group will have an impact
on income which must be considered. (iii) In recent years the unit of resource for teaching has
increased (by 12% since 1997): what has happened to this extra funding within the University? It
might suggest that coping with a 2% cut is less difficult than it might be, as long as savings can
be found in non-staff costs. (iv) Rapid action is clearly required to reduce costs in the coming
year because of the requirement that we must break even. (v) There was only a very small
operating surplus last year (€65k out of €159.4m turnover), there appears therefore to be no
accumulated revenue surplus which might act as a cushion. (vi) The National Funding Council,
no doubt following political pressure, is keen that we should consider reductions in administrative
spending: we will need to bear this in mind.
Some proposals. (i) We need to impose an immediate freeze on new appointments, and only
allow posts to be refilled after careful consideration. Even if annual resignations and retirements
only run at 2% of total staff, then such turnover should immediately make a major contribution to
the overall savings required. Moreover any new appointments we do make are likely to be of
younger staff whose total initial costs will be lower than those who are more senior. (ii) However,
we should not assume that there will be “equal misery”, and in deciding whether to allow a
replacement appointment we should examine staff student ratios in the relevant department
since these are at present very unequal. It is difficult to see how they can all be justified, (eg the
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differences between Asiatic languages and other languages, or the variations between some of
the sciences). (iii) We should also take immediate advantage of the offer from the Government
to consider redeployment of staff. (iv) Effective communication and presentation of these
measures relating to staff is very important in order to avoid loss of morale, panic etc, and the
Head of administration should regard this as a high priority. (v) We should also look at the scope
for reducing non staff spending and impose an immediate cut of 2% in all departmental
operating budgets. (vi) We should immediately apply the freeze on new posts to the nonacademic category, but we will probably have to take on the extra post in the area of
sustainability because of the attitude of the Xlandic Government (see also later). (vii) We should
respond to the letter from the Rector in which he raises the issue of efficiency by setting up a
review of our management and administrative structures, which should have as a major aim the
objective of clarifying lines of responsibility and may contribute to savings in the medium term. It
is important to be seen to be taking measures to review non-academic expenditure.
These measures should provide cost savings next year which should enable us to cope with the
cut in the teaching resource. However we must also look to the medium term and seek to assess
how far we can increase income to minimise the impact of any further reductions in the unit of
Government funding )which is distinctly possible given the tone of the NFC letter). We should
therefore look at improving completion rates or success rates, which are variable and are very
low in some subjects like Land Use: this will increase our teaching income without any
corresponding cost increases. We should set up a task force to consider how the University can
diversify its funding base and exploit new sources of income. This is vital for the longer term.
Finally, we should begin to review our academic portfolio and subject mix, considering their
costs, demand for teaching in each subject, staff student ratios, and research performance.
Question 4: A note about the RAM for the Vice-Rector.
The RAM is clearly well established and I am grateful to have inherited such a robust method of
allocating resources. I would certainly propose that we make no changes for next year, when
colleagues in the University will be preoccupied with the other issues which I have already raised
and with dealing with the forthcoming cut in the unit of teaching resource.
However, in the medium term the University will be developing and changing and there are
always some features of a RAM which could be built on and developed: it is important that we
regard it as a dynamic tool, not as something which is fixed and unchangeable.
In particular, I think that we should re-examine the way we allocate funds in relation to students,
in conjunction with the review of completion rates which I have already advocated: this is
because, apart from anything else, there is a disjunction between the way that teaching funds
reach us (on the basis if outputs of graduates) and the way we allocate funds internal (on the
basis of total numbers, regardless of completion rates. An important question for us in
developing our RAM is the relationship between internal and external incentives.
I also think it would be valuable to look again at how we treat space costs. At the moment we
seem to be providing more income to those we have most space. Clearly, some subjects require
more space to operate successfully than do others, and we must provide for such cost
relativities. However, we need to balance that with some incentives to use space efficiently and
to encourage departments to seek more space only when they can justify it by their income
generating activity: otherwise we may run the risk of being over-committed. I also think that this
has implications for the issue you raise in your letter to me about our ability to reconcile the
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outcomes of the model with financial reality on the ground: the present arrangement is both
simple and ingenious, but we might like to consider if there are any alternatives which might help
to remove the problem altogether in the longer term.
Finally, I agree with you very much that we must examine the way the RAM deals with the costs
of the administration and indeed other infrastructure. This is always an important matter, and the
costs of the administration must be justifiable in terms of the benefit they bring to our overall
academic work. I am however concerned about any immediate changes of the sort you suggest,
especially without consultation about their possible impact on both staff and students. I am sure
that some simplification in this aspect of the RAM will be possible but I would like to discuss it
further and ensure that we will not make changes which will damage the level of service and
support which the administration is able to offer to academic staff and students. We must make it
clear that the administration is taking its full share of the cuts required of us by the Government,
but we should look further before we make any further cuts: we must avoid springing any further
surprises on staff and students at a time when there will in any case be concerns arising from
the cuts in teaching resource.
I look forward to discussing these important matters with you and our colleagues.
Question 5: Agenda for the meeting with the Director of Human Resources
What would be the HR implications of closing departments, for example the department of Asian
Languages and Anthropology and other smaller units deemed not to have achieved critical mass
eg Music?
What terms could we offer candidates for an early retirement scheme? Can we have an estimate
of the likely costs?
Staff development; what opportunities are there for influencing the short term programme with a
view to enhancing administrative competencies? What further enhancement strategies could be
pursued to complement the early retirement scheme to ensure remaining staff feel confident in
and valued by the University?
What HR support might be forthcoming alongside a change management programme?
Question 6. Mission Statement.
See above (under SWOT)
Question 7. Meeting with Head of Buildings/Grounds
See Q8 below & Q1 above.
Question 8. Briefing to the Rector
8.1. Bid for the new post in sustainability
Although both energy and waste management are interesting enough to tackle, I believe we
should choose to bid for transport policy. It is a priority of the government that we can make use
of to achieve one of our own goal: become more outward looking in recruting students from
further regions, and exploit our knowledge and facilities for the use by regional partners (both
profit and non-for profit partners) . If we combine the efforts of our central administration , and
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tanking into account the fact that we have a detpartment of urban planning, we can come up an
effective and attractive plan of action.
Elements for the plan of action. (also indicating possible extra income)
- reduce the use of our own cars by introducing a transport plan when managing e.g. meal
delivery etc. reduces our own direct cost of transport
- seek co-operation with the developing airport, e.g. co-marketing of the airport and university
abroad, extra-income from foreign student fees
- market our facilities for conferences together with both the railway company and the airport,
both towards the academic staff for their own conferences, and to businesses. This results in
a direct income from the conferences, but could also lead to attracting more research income
- have the urban development department develop a transport plan in co-operation with the
local government, e.g using the improvement of the local transport-situation as well as traffic
safety improvements as student case studies, charge the local government when they will
put aspects of the results into use (direct income).
These and other actions we would come up with would generate enough income to compensate
for the wage, and it is realistic to assume that it would generate enough income to be selfsupporting.
Profile our university as one having an innovative and durable transport policy and practices:
look into the students programs in order to reduce their moving about between university
buildings: better move 1 teacher then 100 students
- communicate with the bus company on short and fit bus routes between the buildings of
several campuses
- stimulate students not to use (or even not to have) a personal car, have a bicycle rent plan, a
bicycle repair service etc
- traffic safety awareness.
I would suggest meeting the local government in order to have their commitment, and then
mention this in the plan we put forward in the bid.
When seeking collaboration with Polytechnic, asuming they would not bit for the post in transport
policy, we could reach a deal on exhanging good practices, thus both gaining more out of the
governments action for sustainability. This could then also be mentioned in the plan
8.2 Outline for a customer satisfaction survey on the administration
All the below questions to be answered on a scale of 1-5; 5 being highest, 1 being lowest
positive.
1
Frequency of use of administrative services by academic departments, other
administrative offices and students:
Infrequently
PR
Personnel
Registry
Residential
Buildings/Grounds
Information Technology
Finance
Academic Development
Planning
Research Planning
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1/month
1/week
1/day
2
Quality of service received in terms of:
Accessibility of service
Promptness of response
Adequacy of response
Ability of responder to link enquiry to related issues (evidence of ´joined-up´ thinking)
Ability of responder to refer enquirer to another more experienced/informed colleague
Level of detail of response
3
Most appropriate mode of provision of information by the administration:
Open access Internet
Staff/students only intranet
Circulation by e-mail
Hard copy paper circulation
4
Appropriateness of location of service i.e. at central or faculty level
5
Desirability of investigating further recourse to
Expand service
Relocate service
Provide faculty-specific service
6
Priorities and targets for administrative performance in the next academic year:
Priority areas of activity
Suggested targets
PR
Personnel
Registry
Residential
Buildings/Grounds
Information Technology
Finance
Academic Development
Planning
Research Planning
8.3 BET investment
As the offer of BET is taken up by the rector himself, he is quite aware of the benefits, they are
mainly of a short term financial nature. But I would however recommend rejection of the offer on
ethical grounds. Both the fact that it is a tobacco company, as well as he fact that we would
expect the academics to agree with the signing away of all their results is of far longer negative
effect than the short term gain. Other future co-operations might also be quite put off by the fact
that we agreed on the BET deal. The start of an effective development of a broadening of the
funding base will compensate for the loss by not accepting the BET deal.
Question 9: Dispute between the IT Director and the Head of PR
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Our position about the dispute between the IT Director and the Head of PR is that they are both
wrong. We cannot of course put this to them in those terms, but we will need to find a way of
reducing the sense of confrontation which currently seems to exist, and find a compromise which
will work.
The IT Director clearly feels that maintaining uniformity of systems is important and there are
certainly good arguments for this in many cases. However we also feel that he must show some
flexibility and pay more attention to users’ needs, particularly for specialist niche job.
In this case, a “MacIntosh” platform may very well provide better performance in a PR context
than programs which are PC based. Certainly, it is widely acknowledged to represent the highest
standard in desktop publishing.
As regards the PR Head, he shouldn’t base his position simply on savings which might be
achieved in support costs through a standard approach. This is too negative, and is unlikely to
win much sympathy from the PR department, even though resource constraints are clearly an
important issue.
To resolve the dispute, the Head of Administration could:
- ask IT Director to buy 2 “MacIntosh” computers, that must be used only for publishing,
connected to the University LAN just for printing services, backups, and files transfer
from/to external agencies; as regards support, it is not necessary to acquire internal
expertise, but only arrange a maintenance contract with the computer dealer. In asking
for this approach to be taken the Head of Administration will need to be very diplomatic
with the IT director, and reaffirm that in general she supports the idea of a common
software platform in the University. However for other standard needs of PR office’s
users (e-mail, office automations, general appliances, etc….), they will be asked to
continue to use only the Intel based PC. This will be a condition of the purchase of the
Macintosh machines for specialised work.
- Speak to the Head of PR and suggest that he needs to remember that the IT Director
does have sound reasons for taking the view which he has. He also needs to be told (the
manner will depend on personalities) that his behaviour and attitude were not helpful.
This will help to balance the provision of the “MacIntosh” with a clear statement that such
behaviour will not in future bring rewards.
Question 10: Benchmarking
The new Head of Administration welcomes the benchmark produced insofar as it will provide a
snapshot of the national picture in a diverse range of HE indicators.
However, she feels that its usefulness will be limited as things stand given a high number of
perceived omissions in the benchmark. She has some concern about the extent to which KLM is
currently able to provide all the information required so will work with colleagues to identify what
data is currently available and what new data needs to be collected. The benchmark will be an
invaluable tool in analysis of the facilities and provision made by KLM vis-à-vis its partners.
Indicators which ought to be incorporated into the benchmark:
Under HR:
Numbers of staff in all staff category
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Under financial resources:
Total income by sources
Total expenditure by budget cost centre
Accounts per academic year
Under physical resources:
Total m2
m2 per academic department and administrative office
Under processes:
Nos .of students undertaking work placements
Nos. of students undertaking placements abroad
Under students:
Total nos.
Nos. by department
Nos. by course
Nos. by year of study
Full-time/Part-time
Nos. of students with disabilities
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Advantages of Bologna Process to protesting students
1
Higher student mobility:
wider opportunities to study outside Xland
broader cultural experience
higher standard of living
2
Potentially higher staff mobility:
greater variety of academic experience within teaching departments offering broader,
multicultural view
3
Enhanced career prospects: more appealing employment profile offered to potential
employers
4
Clearer level of attainment, recognised and accepted within Europe and, in time,
worldwide
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