Strategic Development in Higher Education Professor Stephanie Marshall Director of Programmes, Leadership Foundation What is strategy? John Godfrey Saxe 1816-1887 Be the best you can be Positioning Where we want to be ∂ STRATEGY Where we are Capability “Strategic Planning 1.5 The governing body has a duty to enable the institution to achieve and develop its mission and primary objectives of learning and teaching and research. This responsibility includes considering and approving the institution’s strategic plan, which sets the academic aims and objectives of the institution and identifies the financial, physical and staffing strategies necessary to achieve these objectives.” p17 Guide for Members of Higher Education Governing Bodies in the UK (2009/14), CUC Table exercise Firstly, on your own using approx 3 – 5 post-its, jot down the top 3 – 5 strategic developments that your institution currently is wrestling with. Secondly, put these on a piece of flip chart paper. Thirdly, work together to group these according to ‘theme’. What key themes emerge? Finally, prepare to debrief. Strategic Developments [The monitoring of Institutional Performance and the Use of KPIs (2006), CUC] Top-level summary indicators (“super KPIs”) 1. Institutional sustainability 2. Academic profile and market position Top – level indicators of institutional health 3. The student experience and teaching and learning 4. Research 5. Knowledge Transfer and relationships 6. Financial health 7. Estates and infrastructure 8. Staff and Human Resource Development 9. Governance, leadership and management 10. Institutional projects Key strategic developments as identified by the LFHE Student numbers Funding/Fees/Financial crisis Market positioning / ‘Brand’ Access / widening participation Competition/collaboration HR 15 key strategic challenges for Enhancing student experience – IT/E-learning teaching and learning UK HE institutions, Resources/Estates: 2007 - 2012 Research – REF - Project Management leadership of research Governance Internationalisation Sustainability and social/cultural Business/regional/community links agendas Embedding equality and diversity in all activities Strategy and Performance “3.5 The role of governors is very wide – it spans both long-term strategic issues (such as institutional mission and sustainability) and also much more operational matters (such as control systems and compliance issues). On the former, governors would be expected to become personally engaged in debates about the direction of the university, while on the latter governors have an ultimate responsibility, but would normally expect to delegate almost all the work to the executive, with only a need for limited periodic monitoring…” [The implementation of KPIs: case study experience (2008) CUC] Table exercise 2 Having identified your top 5 – 10 strategic developments, what measures will you be asking for in terms of assessment of progress towards the strategic vision? Be prepared to debrief key agreed points.
Pages to are hidden for
"Strategic Development in Higher Education"Please download to view full document