1. Strategic cost analysis for planners Paul Clarke, Director, Develin Phil Harding, Chief Financial Officer, City University London Develin Consulting Ltd Cedar House, Thurning Northants, PE8 5RA, UK Tel: 01784 224207 Mob: 07710 466567 [email_address] www.develin.co.uk City University London Northampton Square London EC1V 0HB Tel: 020 7040 3109 [email_address] www.city.ac.uk

5. It is a change management task that cannot be left to chance In support of change Status quo is not an option – all agreed Little dispute about what has to be done Staff surveys often show willingness for change Wide agreement there is much that can be improved Resisting change Conflicts of interest in the senior management team Staff express fear of being personally impacted by change process Power is devolved Academic autonomies and freedoms Inadequate management skills Scepticism about ability to change Poor communications Fear of the future Decision making difficult

6. Planners are central to providing a clear direction Structures Subjects / Courses Partnerships Staff complement Methods technologies Scenario black box Market intelligence Innovative ideas Benchmarking Financial targets Changes in legislation Data Data Investment return Affordability Sustainability Student / staff satisfaction KIS metrics League table progress Income Employer satisfaction Finance kpis Non finance kpis

9. Examples of images that have helped build a common view of the world £ per student FTE for front line support activities

10. Relationship between NSS scores and support activities £ per student FTE for front line support activities compared with mean NSS scores for Schools

11. Further images that have mattered Annual hours for one Law Lecturer Which can be compared with a threshold of: 52 weeks minus (annual leave plus bank holidays plus any discretionary days): less = hours in deficit

12. Further images that have mattered Hours in surplus Hours in deficit Individual members of Academic staff Range of hours in surplus / deficit for academic members of staff within the departments within one School

13. Further embedding of relationships Balance (Hours) Average balance of hours by academic department as related to mean NSS scores per department NSS

14. Categorisation of activities also opens eyes when planning change Student appeals Student complaints Student withdrawals course changes VL recruitment Teaching cover Remedial teaching Distraction Student recruitment Bid preparation Research grant application Development Teaching Marking Teaching preparation Research PG student supervision Feedback Tutorials Core Publications Moderation Partner meetings Quality assurance process Conferences Appraisals Invigilation New staff mentoring Discretionary

21. Market repositioning Current university sector Traditional sector New universities City Highest perceived quality Lowest perceived quality High degree of specialisation Diverse portfolio of courses Likely future university sector Broader base institutions Complete providers Specialists Aspirational cohort Focused research and education universities Highest perceived quality Lowest perceived quality High degree of specialisation Diverse portfolio of courses The new elite Squeezed middle Price focused City New insurgents

26. Further examples of collaborative work City City comparator group Other UK HEIs Proportion of research-excellent staff Median spend amongst aspirational comparator set Average annual capital expenditure (5 year average per student FTE): all UK HEIs

27. Portfolio Analysis Intellectual capital (relative research performance) Execution capability (ability to deliver other elements of the Vision) Relatively strong within top half of performers in RAE08 Unit of Assessment Relatively weak within bottom half of performers in RAE08 Unit of Assessment Weak Strong Current proportion of staff assessed to have a GPA of 3 or more 50% and above 25%-49% 0-24%