Download - The University for business and the professions Case study of International strategy formation
The University for businessand the professions
Case study of International strategy
formation
The University for businessand the professions
International strategy formation at City
• Drivers for change
• Process for achieving change
• The adopted strategy
• But first, a little about City University
The University for businessand the professions
City University is highly distinctive – and will stay that way
Highly focused on professionally related subjects
Probably the most professionally focused university in the UK
Highly focused on postgraduate courses
Over 40 per cent of students following taught postgraduate programmes or research degrees
Employability Ranked 6/99 for graduate employability in the 2004 Times Good University Guide
Very international 37 per cent of out students come from outside the UK Research active Research that is relevant to practice in the industries
with which we work
The University for businessand the professions
City….growth
The University for businessand the professions
International Student Fee Income (excl EU) expressed as a % of Total University Income
5%
10%
15%
20%
25%
2000/1 2001/2 2002/3 2003/4 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10
Financial Years
%
Actual + Current Plan Corporate Plan
The University for businessand the professions
International Student (excl EU) Fee Income Trend Analysis
£0
£5
£10
£15
£20
£25
£30
£35
£40
2000/1 2001/2 2002/3 2003/4 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10
Financial Years
£ M
illi
on
s
Actual + Current Plan Corporate Plan
The University for businessand the professions
Drivers for change in internationalisation emphasis• Doing well at student international
recruitment….why change?
• Our analysis of big challenges and market shifts
• The London context
• Evidence of industry maturation on one hand & real volatility on the other
• Balancing aspiration and risk minimisation
The University for businessand the professions
The shape of HE in London• 41 higher education institutions
• Total income of £GBP 3b
• Mop up 30% of public funding for research
• 40% of total income is from research and ‘other’ income
• 330,000 students:
20% O/S; 23% P/G
• 53,000 staff
The University for businessand the professions
Table 3: Impact of hypothetical 25 per cent drop in non-EU fees on university
surpluses
2003-04 position 2003-04 position if non-EU
revenue 25% lower (assumes
costs unchanged)
Surplus/Deficit Surplus/deficit
as percentage
of total income
Surplus/Deficit Surplus/deficit
as percentage
of total income
LSE 8,773 7 -2042 -1.58
SOAS -306 -1 -3501 -8.74
LBS 3,007 4 -754 -0.97
Essex 1,857 2 -1839 -2.22
Luton 508 1 -1763 -3.44
City 2,277 2 -2842 -2.40
Royal Ac of Music 788 6 256 2.04
Westminster 3,497 3 -1650 -1.33
Univ of the Arts 7,220 6 2391 2.02
Middlesex -5,419 -4 -10541 -8.22
The University for businessand the professions
Achieving the change• City University: a single personality or a
quarrelsome clan?
• Executive sponsorship & Council by in
• Balanced with extensive bottom up involvement. 35+ people engaged in process
• Linking institutional interest with academic self interest
• A two year campaign
The University for businessand the professions
The adopted strategy• Clarity about benefits – for the “university” and
explicitly, its people
• Measurable goals BEYOND student recruitment targets
• Using existing levers for change
• An overt focus on leadership + accountability
• ACCOMPANIED by bringing new resources to the table
The University for businessand the professions
Progress to date• Leadership in place….and is working
• Finance department has been won over – new resources have flowed against the business case
• The Council has engaged with the long term nature of the strategy
• In summary, process indicators are good
• BUT. A long term agenda.
The University for businessand the professions
Future challenges• Competition – both within the UK and further
afield. Big brands starting to wake up and smell the coffee!!
• Investment requirements – only scratching the surface at present.
• And yet, instituional margins are very slim
• Competing prorities – caused by government