1. Strategic Planning Alkharj University Steve Chadwick October 2010

2. Steve Chadwick: Profile 32 years in Education 25 years in Universities (Hong Kong & UK) 21 in strategic planning University of Northumbria (‘New’ University) Newcastle University (Russell Group) Durham University (94 Group) Director of Strategic Planning & Change Member of University Executive Committee

3. Durham University: Location Located in the North East of England Surrounded by beautiful countryside - North Yorkshire Moors, Lake District, Holy Island and Scotland Excellent road and rail links. Less than 3 hours to Londonand 1 ½ hours to Edinburgh by train Fly into Newcastle International Airport. DURHAM

8. Durham University: Profile 4 th in the UK – The Independent Complete University Guide League Table 2010/11 (up from 10 th in 2007/8) 6 th in the Times Good University Guide 2010/11 (up from 16 th in 2000) and Sunday Times (up from 13 th ) 3 rd oldest in England, after Oxford & Cambridge A high quality, research intensive, internationally oriented, collegiate university- broad and deep coverage Employs over 3,000 staff, 15,000 students (including 3,500 postgraduate students and 3,000 international students from 120 different countries)

9. Durham University: Profile 72% obtain Firsts or 2:1s 98% completion rate - one of the highest completion rates of the UK 84% into work or further study within 6 months 19% of our research was graded at 4 Star - world-leading 59% of our research was graded at 3 Star or above - internationally excellent 90% of our research was of international quality, 2 Star or above

10. Durham University: Strategic Priorities Research - international excellence in all areas and world leaders in selected areas Student experience – provide distinctive learning experience combing academic excellence and personal development Internationalisation - further internationalise staff and student communities and enhance our international reputation Sustainability - sustainable, well governed and socially and environmentally responsible university

11. 4 Sessions at Al Kharj 1 What is Strategy & Process for Developing a Strategic Plan : Saturday AM 2 Assessing the Strategic Position - Where are we? : Saturday PM 3 Strategic Choices - Where do we want to be? : Sunday AM 4 Implementing Strategy - How will we get there? : Sunday PM

12. Adapted from Johnson & Scholes Exploring Corporate Strategy Session 1: What is Strategy? & Development Process

13. What is Strategy? Where do we want to be? (Choices) External Positioning Where we are now? (Position) Internal Capability How will we get there? (Action)

14. Development Process Strategic Position/Where are we? 1.Preparation 2.Environmental Scan, SWOT & Key Issues 3.Define Mission and Values Strategic Choice/Where do we want to be? 4.Develop a Shared Vision (& Aims/Objectives) 5.Strategies to address issues & achieve vision Strategy into Action/How to will get there? 6.Write Strategy 7.Develop Action Plan 8.Monitoring & Review

15. Why do Strategic Planning? Process more valuable than the plan Wide involvement builds consensus Clarify Mission, Values, Aims, Objectives Forces choices Guides resource prioritisation Provides competitive advantage Provides base for measuring progress

16. Important Advice Involve wide range of staff & stakeholders Prepare and analyse thoroughly Be brave: choose, focus and prioritise Assign responsibilities Hold people accountable Build implementation infrastructure: – People, processes, resources, policies, tools and communications

17. Strategic Position: Where are we? Adapted from Johnson & Scholes Exploring Corporate Strategy

18. The Strategic Position : Where are we? Preparation External environmental scanning (PESTLE)PESTLE SWOT analysis SWOT – External opportunities & threats – Internal strengths & weaknesses Competitor analysis Strategic ‘positioning’

19. The Strategic Position : Where are we? How do we do it? – Sources of data/management information – Horizon scanning & business intelligencebusiness intelligence – Involvement of range of staff using workshops/work-streams/strategy events – Using professional support services (planning unit or similar) – Stakeholder consultation (students, staff, external)

20. The Strategic Position : Where are we? Output from this phase: – Assessment of the major strategic challenges facing the department/college/university and – our capacity and capability to face them – Mission and Values MissionValues

21. Strategic Choice: Where do we want to be?

22. If we don’t change direction, we might end up where we’re headed! Chinese Proverb Strategic Choice : Where do we want to be?

23. In light of challenges and internal strengths and weaknesses: – What kind of university do we want to work in? – Balance between Teaching, Research & Other? – Who will we compete with? – What will be the profile of our student population? – How many staff and of what kind?

24. Strategic Choice : Where do we want to be? – What will we strengthen or grow? – What will be block or eliminate? – Where will our centres of excellence be? – Expansion, quality or both? Which areas are we NOT going to invest in? What will be STOP doing?

25. “All decisions have an opportunity cost which means there are other developments you need to forgo. It is very important to recognise this and weigh up the pros and cons in taking strategic decisions.” Professor A Long, Geography, Durham Strategic Choice : Where do we want to be?

26. Output from this phase: Vision and Aims VisionAims SMART Objectives – Specific, Measurable, Achievable, Realistic, Timed Key Strategies for achieving goals and addressing key issues

27. Strategic Choice : Where do we want to be? Emphasis on broad strategies to address specific, often several goals Consider alternative approaches or scenarios E.g. regional focus vs national lobbying, more or less centralisation, focus or broad spread? Evaluation criteria: e.g. value, appropriateness, feasibility, acceptability, cost-benefit, timing etc These help define ‘strategic themes’ for the plan

28. Strategy into Action: How will we get there?

29. Have our people got the capacity and capability? And are responsibilities & accountabilities clear? Will our processes enable us to achieve our goals? Are our policies appropriate? Are our physical resources appropriate for what we want to achieve? Have we got the right tools, including operational plan, templates, management information? How shall we communicate so we can maintain engagement and commitment to the strategy? Strategy into Action: How will we get there?

30. Implementing Infrastructure Physical Resources Physical Resources Policies People Tools Communication Processes Strategic Plan Strategic Plan

31. Communication Need champions and agents to disseminate and communicate the strategy Provide opportunities for evaluation and feedback Report on progress and milestones Consistent information using different media Strategy into Action: How will we get there?

32. Communication Management commitment to: Setting expectations Providing appropriate tools Development of action plans Engagement of staff Strategy into Action: How will we get there?

33. A university strategy has power to the extent that the people can describe: –The strategy in their own words –The relevance of the strategy to their own work –Their roles in making the strategy work –Their gain in making the strategy succeed

34. Strategy into Action: How will we get there? Monitoring/Evaluating – KPIs – ‘what gets measured gets done’ – Planning engagements – Management Information Reviewing – Part of the planning cycle

35. Reference Slides

36. NCAAA Standards Institutional Context – Mission and Objectives – Governance and Administration – Management of Quality Assurance and Improvement Quality of Teaching and Learning – Learning and Teaching Support for Student Learning – Student Administration and Support Services – Learning Resources

37. NCAAA Standards Supporting Infrastructure – Facilities and Equipment – Financial Planning and Management – Faculty and Staff Employment Processes Community Contributions – Research – Institutional Relationships with the Community

38. The Strategic Position : PESTLE Analysis

39. StrengthsWeaknesses Opportunities Should strive to maximize strengths and capitalize on new opportunities Needs real effort to conquer weaknesses by making most of new opportunities Threats Strengths under threat from competitors. Should use strengths to parry any threats Defensive strategy. Trying to minimize weaknesses and avoid external threats The Strategic Position : SWOT Analysis The Strategic Position : SWOT Analysis

40. The Strategic Position: Competitor Analysis Percentage of Income from Government Grant: 2002-3 The Strategic Position: Competitor Analysis Percentage of Income from Government Grant: 2002-3

41. The Strategic Position: Competitor Analysis Percentage of Funding from Public Source: 1997-8 to 2002-3 The Strategic Position: Competitor Analysis Percentage of Funding from Public Source: 1997-8 to 2002-3

42. The Strategic Position: Strategic Positioning Durham University’s UK Research Position 2008 The Strategic Position: Strategic Positioning Durham University’s UK Research Position 2008

43. It is very useful to have several senior staff in high level University positions and some who are well- connected nationally & internationally. These bring a level of information and business intelligence which you would otherwise lack. The Strategic Position : Where are we?

44. SUSTAINABILITY Item No.Issue New or Updated Source Reason for Inclusion Owner(s) Further Information (Website / File) Update Government and Other Agencies 26 April 2010 - Funding for additional new entrants and efficiency activities through the University Modernisation Fund HEFCE is inviting proposals from English HEIs, and further education colleges (FECs) with over 100 directly funded full-time equivalent (FTE) students, for support from the new University Modernisation Fund to support new entrants and efficiency activities in 2010-11. £250 million in 2010-11 has been allocated for this purpose. XHEFCE For application DEADLINE: noon on MONDAY 26th APRIL Registrar / Steve Chadwick http://www.hefce.ac.uk/pub s/circlets/2010/cl08_10/ 27 March 2010 - Second call for evidence in the Independent Review of Higher Education Funding and Student Finance The Call for Proposals will be open until the 14th May, and all of those with an interest in higher education are encouraged to submit suggestions for recommendations that will ensure our universities and colleges are internationally competitive, financially sustainable, with fair access for all. Once the call for proposals closes the Review will hold further public hearings, details of which will be made available soon. X HE Review website For comment DEADLINE 14th MAY 2010 http://nds.coi.gov.uk/conten t/detail.aspx?NewsAreaId= 2&ReleaseID=412174&Sub jectId=2 http://hereview.independent.gov.uk/hereview/call-for- proposals/ 28 March 2010 - Report published 'Independent Review Group review of the effectiveness and efficiency of HEFCE: Final Report' This report sets out the findings of an independent effectiveness and efficiency review of the Higher Education Funding Council for England for the period 2004-09. XHEFCEFor information Steve Chadwick http://www.hefce.ac.uk/pub s/hefce/2010/10_07/ 29 March 2010 - Recurrent Grants announced This document summarises HEFCE's provisional allocations of recurrent funding to institutions for academic year 2010-11. Final allocations will be announced in July 2010. XHEFCEFor information Registrar / Steve Chadwick http://www.hefce.ac.uk/pub s/hefce/2010/10_08/

45. “ To make the University of Manchester, already an internationally distinguished centre of research, innovation, learning and scholarly enquiry, one of the leading universities in the world by 2015 ” University of Manchester’s Mission

46. Academic excellence: knowledge, academic freedom, critical independence, creativity, innovation, world-class performance Community: public service and citizenship, collegiality, teamwork and mutual respect Integrity: openness, transparency and honesty Inclusiveness: diversity, equal opportunities and access Professionalism: provision of effective and efficient customer-focused services in all aspects of our work (internally and externally) Our values of professionalism, inclusiveness, integrity and community surround and support the core value of academic excellence, which is at the heart of everything we do at the University. University of Leeds’ Values

47. Developing a Shared Vision - Example By 2015, the University of Alkharj will: – Be widely recognised in the region as an excellent teaching university – Have developed a small number of outstanding centres of excellence – Be the University of choice for students wanting undergraduate qualifications – Have established key strategic partnerships with universities in the region, Europe and the US

48. Strategic Choice : Where do we want to be? To demonstrate international research excellence across our entire academic base, and take a leading part in developing the academic agenda in each of our disciplines. To provide an academic education that is research- led and transformative, a curriculum underpinned by excellence in teaching facilities, and a culture of reflective practice.

49. Lewin’s Force Field Analysis Implementation Tool

50. Mission Vision Future Plans Driving ForcesRestraining Forces Strategy into Action: How will we get there? How can we increase drivers & reduce restraints to bring about change?

51. Provide excellent education in a wide spectrum of academic disciplines What are the restraining forces? Restraining Forces Low completion rates Difficulties in attracting staff High graduate unemployment Inequalities in services to women Uneven quality across subjects Strategy into Action: How will we get there?

52. Key Objectives Provide excellent education in a wide spectrum of academic disciplines, by ensuring that: 1.Faculty are selected and supported to provide excellence in all four roles: teaching, research, community and university services. 2.Students learn and experience positive impacts. 3.Teaching, learning & assessment practices focus on learner success. Strategy into Action: How will we get there?

53. Removing Barriers to Implementation BarrierSolution Yr 1Yrs 2-3Yr 4+

54. Implementation Infrastructure What do we need to have in place to make things happen?