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


International strategy formation at City

• Drivers for change

• Process for achieving change

• The adopted strategy

• But first, a little about City University


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


City….growth


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


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


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 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


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


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 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


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.


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

the university for business and the professions case study of international strategy formation

Documents

professions city university

city university slide

change city university

business case

professions drivers

professions progress

growth slide

way slide