Principal's briefing - Strategy and Structure

7th March 2012

AGENDA

High level SWOT analysis

Where we are now

Recognise and publicise what we do and what we don’t do

Vision

Market in order of priority

Other priorities

Structure Charts (these have been uploaded to the HR section)

STRENGTHS WEAKNESSESSpecialistVibrant communities of practiceLong history and reputationGood facilities and resourcesGood QAA and OFSTED reviewsBureaucracy not as high as in bigger institutionsHigh applicant to place ratio – most coursesAttractive city

Not a university and don’t offer postgraduate coursesStudent Union, particularly for KISResearch and scholarly profile of staff and institution not as high as some HEIsRetention and organisation not consistent across all coursesMeasurable employment stats

OPPORTUNITIES THREATSYear 0 International FoundationIncrease in age of compulsory educationLarge international market but increasing competitionPortfolio reviewApprenticeships/ young offenders/ work based learningAlumniOther non-publically funded income streams

AAB/Core/marginFE/HE funding – loans 19+Failure to recruitIncreased student expectationsIntense competition for 16+ students – schools want to build sixth forms.Possible changes to school curriculum – art subjectsNewly built schools challenge facilitiesGovernment changes to migration

HIGH LEVEL SWOT ANALYSIS

Teaching &Academic Standards

WHERE ARE WE NOW?

• Independent

• Specialist arts institution focusing on the undergraduate home market with a long history and a good reputation

• A recognised first rate student experience:

• Outstanding resources

• Strong history of student successes

• Good teaching

• High satisfaction levels

• Financial strength

• Portfolio focused on relevant courses of study across art and design

The future

RECOGNISE AND PUBLICISE WHAT WE DOAND WHAT WE DON’T DO

• Teaching led, not research led

• We only teach vocational specialist arts subjects

• If we can’t do it well we don’t do it

• We are small therefore don’t have an extensive Student Union and clubs BUT we do have a community of artists and designers

VISION – 5 YEARS

To be the leading independent specialist arts

institution with traditional art school values in England,

providing excellence in art and design teaching and

practice. Engaging with creative practitioners both

nationally and internationally and delivering the best

student experience of a specialist arts HEI

Market in order of priority

• Attractive offer to home HE students - Key to our profile and reputation, individuality of programmes will be preserved. There needs to be time to think to be creative; we will lower teaching hours but also lower taught hours, review the structure of staffing within programmes. In exchange for this we will expect activities including research, internationalisation, alumni development, liaison with marketing and external relations, liaison with feeder institutions etc. The portfolio will be reviewed, Furniture and Interior Design have been closed to new cohorts and we will start a new course in 2013. The review will not end there as all programmes have to be able to sustain a viable cohort and be able to offer good satisfaction , destinations etc

• Attractive offer to home FE 16-18 students - Split into 2 areas, Access reporting through Foundation to Simon and Level 2 reporting through Extended Diploma to Dave. Cut in FE funding, will have to be worked through and hours and group sizes reviewed, together with support areas

• Full cost - Offer a full suite of full cost children’s courses on Saturdays/Summer schools, develop our other full cost course

• Non UK – Foundation and above - Internationalisation a priority but also important to attract and retain international students as an alternative funding stream, this will involve a concerted effort by all staff. Investigate the possibilities of an international foundation

• FE 19+ - Review access each year, sustainability may be an issue with adult funding vulnerable and loans starting for these students

• Postgraduate - Start a part time masters possibly in creative practice, a generic programme but specialist links into programmes. We will consult further on other proposals.

Other priorities• TDAP

• University title

• Review fee/OFFA agreement

• Alumni – long term project to leverage

• Workshop staff and resources key to an attractive offer but a review needed

• Develop registry function, gaps in our knowledge re: HE data/administrative processes

• Review all centralised areas to ensure we have the skills needed for the future

• Engagement with the sector to ensure currency and to ensure we take advantage of opportunities which may benefit us. Creative Networks, links with businesses and organisations both centrally and through the programmes

• Raising profile – website/marketing,

Other priorities

• Enterprise, part of an attractive offer . Develop to include Summer school, internships, links with alumni, incubation units, lecture and seminar programme

• Develop research profile

• Develop other income streams, full cost, international

• Broaden SMT by including some HE/FE Programme Leaders every month

• Retain centralised responsibility for efficiency

• Reduce cost base

• ERDF bid

VISION – 5 YEARS

To be the leading independent specialist arts

institution with traditional art school values in England,

providing excellence in art and design teaching and

practice. Engaging with creative practitioners both

nationally and internationally and delivering the best

student experience of a specialist arts HEI