Developing a University Strategy in the 21st Century

Howard Davies

Director

The London School of Economics

Peking University

6 August 2004

WORLD WIDE GROWTH IN STUDENT NUMBERS 1990 – 1997Over the period, the total number of students around the world increased 27.5% from 69 to 88 million. The increase in the

developing world was 50% whilst in the developed world 13%

Source: UNESCO: Educating for all, 2003/04

0

10

20

30

40

50

60

70

80

90

100

1990 1997

Mill

ions

Developed World

Developing World

TOTAL STUDENT ENROLLMENT IN CHINA 1949 – 2005The number of students in China has grown dramatically since 1980, from 1 million to 13 million in 2001. It is expected to

reach 15 million by 2005

0

2

4

6

8

10

12

14

16

Millions

Student Numbers

19491960198020012005

Source: Historical Perspectives and Contemporary Challenges: The case of Chinese Universities, Weifang Min

STUDENT NUMBERS IN THE UK 1954 – 2001In 1954 there were 58,000 students in Higher Education, by 1980 that figure was 640,000 and by 2000

nearly 2.1 million

0

0.5

1

1.5

2

2.5

Millions

Student Numbers

195419581980199420002010

Source: Various including HESA statistics

CHINESE STUDENTS IN THE UK AND AT THE LSESince 1993 the number of Chinese students at the LSE has increased by 22 times. The number of Chinese students in the

UK has increased since 1994 by over 8 times.

0

50100150200250300

350400

Chinese Students at LSE

1993/04

1998/99

2003/04

0

5000

10000

15000

20000

25000

30000

35000

Source: LSE data, HESA stats and Vision 2020: Global Student Mobility

Chinese Students in the UK

CHANGE IN THE COMPOSITION OF THE LSE STUDENT BODY 1983/04 – 2003/04

The proportion of Overseas students continues to rise

56%44%

38%62%

UK

Overseas

1983/4 2003/4

LSE-PEKING UNIVERSITY SUMMER SCHOOL 2004

LSE INCOME 1990/1 – 2002/3Over the period, as a proportion of total income, government grants have declined from 35% to 18% and

fees have increased from 36% to 47.5%

GRANTS

HOME/EU FEES

OVERSEAS FEES

RESEARCH INCOME

RESIDENCES & CATERING

OTHER

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

£k

ENDOWMENTS AND INTEREST

Source: LSE Data

UNIVERSITY STAKEHOLDERS

The GovernmentAlumni

Student Body

Other funders

Academic Faculty

?

THE VICE CHANCELLOR

DEVISING A UNVERSITY STRATEGY

Step 1: Decision making structures

GOVERNANCE OF THE LSE

Court of Governors96 members

Council28 members

Director , 3 Deputy DirectorsVice Chair, Academic Board

Vice Chair, Appointments Committee6 academic lay governors

16 lay governors

Committees

Director

Directorate

Academic Departments and School Administration

AcademicBoard

Committees

DEVISING A UNIVERSITY STRATEGY

Step 1: Decision making structures

Step 2: Agreeing the core values

LSE’S STRATEGIC STATEMENT

The London School of Economics and Political Science aims to be the university centre of international excellence in the study of social sciences, with:

• Excellence in the depth and applicability of research, with a global perspective drawn from interdisciplinary thinking.

• Excellence in teaching, drawing support from cutting-edge research

• An experience for students, staff and alumni that is marked by a decentralised culture of intellectual freedom, challenge, tolerance and openness.

• Active contribution to resolving global challenges, and to public and private sector decision-making.

DEVISING A UNIVERSITY STRATEGY

Step 1: Decision making structures

Step 2: Agreeing the core values

Step 3: Assessing the University’s strengths and weaknesses

LSE RAE RESULTS 2001

 UoA No.

Unit of Assessment2001 RAE Grade  

1996 grade

24Statistics & Operational Research

4   4

35Geography

5   4

36Law

5*   5

37Anthropology

5*   5

38Economics & Econometrics

5*   5*

39Politics and International Studies

5   5*

40Social Policy & Administration

5*   5*

42Sociology

5   4

43Business & Management Studies

5   5

44Accounting and Finance

5*   5

59AEconomic History

5   5*

59BInternational History

5*   5

62Philosophy

5*   5

Source: LSE Data

Overall Ranking: 2001 (2) 1996 (3) 1992 (4) 1989 (6)

DEVISING A UNIVERSITY STRATEGY

Step 1: Decision making structures

Step 2: Agreeing the core values

Step 3: Assessing the University’s strengths and weaknesses

Step 4: Analysis of degrees of freedom

STEP 4: ANALYSIS OF DEGREES OF FREEDOM

6 KEY DIMENSIONS

• Legal flexibility

• Campus shape and distribution

• Academic portfolio

• Types of student

• Finances

• Management capability

DEVISING A UNVIVERSITY STRATEGY

Step 1: Decision making structures

Step 2: Agreeing the core values

Step 3: Assessing the University’s strengths and weaknesses

Step 4: Analysis of degrees of freedom

Step 5: Strategy formulation and communication

DEVISING A UNIVERSITY STRATEGY

Step 1: Decision making structures

Step 2: Agreeing the core values

Step 3: Assessing the University’s strengths and weaknesses

Step 4: Analysis of degrees of freedom

Step 5: Strategy formulation and communication

Step 6: Delivery and monitoring

LSE INDICATORS AND TARGETS

LSE indicators and targets include:

• Participation of under-represented groups

- social class, neighbourhood, ethnic minorities

• Teaching quality scores

• Student satisfaction surveys

• PhD completion rates

• 4% annual surplus

• Maximising accessibility to the School’s estate, services and activities.

• Increase the level of private giving in support of academic excellence and a first class learning environment.