Objectives for benchmarking

Located in Cornwall, University College Falmouth (now Falmouth University) is a relatively small and specialist institution with around 3500 students. It is a member of GuildHE.

Its vision set out in the Strategic Plan to 2013/14 is to be one of the leading specialist arts universities in the world and one which will set an international benchmark for excellence in education and practice in art, design, media, performance through its engagement with business and its communities. Its Mission is to establish the Arts University in Cornwall by 2013/14, as members of a community of practitioners and researchers who will reach the highest creative and professional levels, enriching society and the economy.

Investigate context and research target

The College appointed a new Rector and has also merged with Dartington College of Arts. The College created a new role of Strategic Analyst working closely with the senior management team. The Analyst carried out a ‘reality check’ to provide a ‘where are we now?’ assessment. This looked at student satisfaction, graduate employability, levels of demand, fees, external indicators of quality and reputation, and course portfolio performance.

Gather data/information & measure and evaluate

The Strategic Analyst referred to a range of quantitative and qualitative data sources including: HESA, UCAS, Unistats, BIS, Universities UK, HEFCE, HEPI, media (THE, Guardian) and the South West Observatory to produce the reality check and to develop new KPIs and targets.

Manage improvement

The College has set out a clear direction of travel for the future. Five year targets include: university title and research degree awarding powers (for which key metrics must be achieved), student satisfaction, employability, staff profile, widening participation, and diversification of portfolio for which change in the creative industries, the so-called ‘digital drift’, creates particular challenges.

Review strategic objectives

Benchmarking is used to monitor performance and progress against the Strategic Plan, and the heidi online information system is a key tool. Formal process benchmarking methodology has also been introduced for key projects.

Benefits

The benefits of the College’s approach to planning, and the key role of the Strategic Analyst, have been shown to be:

• Faster, better quality decision-making
• More joined up decisions
• Providing evidence to underpin decision-making (challenging the hunch/anecdote/received wisdom)
• Measuring progress and staying on track

The College has also seen a rise in its position in league tables.