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Measuring Institutional Performance: The Role of the Governing Body Patrick Kennedy, Gillian Weale 27 May 2008. Coverage. 1) Approach – looking at examples from Exeter to generate discussion 2) ‘Dual Assurance’ – innovating & energising Governance towards better performance oversight?

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Coverage

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  1. Measuring Institutional Performance: The Role of the Governing BodyPatrick Kennedy,Gillian Weale27 May 2008

  2. Coverage 1) Approach – looking at examples from Exeter to generate discussion 2) ‘Dual Assurance’ – innovating & energising Governance towards better performance oversight? 3) KPIs – clarity, simplicity, relevance? What about League Tables?

  3. CUC Statement of Primary Responsibilities “To ensure processes are in place to monitor and evaluate the performance and effectiveness of the institution against plan and approved KPIs which should be, where possible and appropriate, benchmarked against other comparable institutions”

  4. Governance at Exeter - past Traditional committee structure Governors’ role to approve decisions Less opportunity for challenge Full use not made of Governors’ talents and experience

  5. Governance at Exeter - now Dual assurance replaces committees Governors assigned to business areas Sit alongside management leads In-depth knowledge enables better assessment of performance Principle of collective decision-making on Council remains

  6. Key Performance Indicators The measurement, using comparative data wherever possible, of the achievement or otherwise of critical success factors

  7. Foundations of Success Clearly articulated aims and objectives Cooperation between governors and managers A well-resourced planning office Corporate structures designed to measure performance An embedded performance oriented culture

  8. Approaches Balanced scorecard EFQM Management Dashboard Bespoke - taking best elements

  9. Why not League tables? Times, Sunday Times Guardian and now Independent Also THES & Shanghai Jiao Tong world rankings Measures, coverage, volatilities, data lags, same data – diff. outcomes

  10. Some recent volatility

  11. Exeter Approach Integral to Strategic Plan Termly/Monthly: Council/management team monitoring ‘Contract’ with governors – genuine pressure if targets not met Helps governors to engage; part of termly report

  12. Exeter Approach 2 • Comparative data since 2000 • Strong link to planning & budgeting • Targets – balance of stretching & achievable • Embedded at School level, links to depts & individual academics’ aspirations

  13. Some Examples of KPIs RAE targets/outcomes Research income per Principal Investigator A-level scores on entry Student completion rates Graduate employability National Student Survey (NSS)

  14. Emerging KPIs or PIs Contact hours (over SSRs)? Carbon emissions? Sport & Wellness? Spend on campus facilities Peer and others’ review Nb input, output, process etc types Subject weighting issues Contextual data

  15. Further Information CUC report, November 2006 www.hefce.ac.uk www.lfhe.ac.uk www.shu.ac.uk www.ljmu.ac.uk www.planning.ed.ac.uk/BSC.htm

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