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Data

Ensuring that adequate data is available to measure institutional performance is a major challenge to many governing bodies. Indeed in a Powerpoint presentation Patrick Kennedy from the University of Exeter notes that an effective planning office may be almost a pre-condition for governing bodies to be truly effective in this area.

There is already considerable data on various aspects of institutional performance available to governing bodies, including:

In England, a copy of the annual monitoring statement return to HEFCE.
An annual report and associated documents for approval.
Some kind of annual review of the implementation of the strategic plan.
National Student Survey data
External quality reports such as those produced by the QAA and some professional bodies.
Specific information relevant to performance measurement by sub-committees, for example data to assess the achievement of HR strategy.
In Wales HEFCW has produced a Toolkit for governors, comprising graphical data presentations and reports showing institutional performance in relation to the Welsh Assembly government priorities.

The main issues concerning data centre on data quality, robustness, timeliness, and intelligibility. Put simply: does the board get the performance data it requires, when it needs it, and to an appropriate standard?

Data audits are of increasing importance.

Three approaches to data production include:

First, benchmarking performance statistics against those of comparable institutions. This is becoming more common, and several members of the Russell and 1994 Groups compare performance. If peer institutions agreed to collect and share common performance data, the way would be open for regular comparisons with them and the development of trends over time. The existence of networks such as UKADIA and CADISE would make this possible in some GuildHE institutions. HESA has published a detailed study of benchmarking in higher education and a review of international benchmarking.
Second, some institutions have begun to adapt models used in other sectors such as the balanced scorecard and the European Foundation for Quality Management (EFQM). These have the potential to provide a valuable tool to integrate management information of this kind.
Third, the use of key performance indicators, usually derived directly from institutional strategies. For more details see KPIs.

A related issue is the scale and frequency of the measurement process. An annual cycle for monitoring is widely used, but active measurement needs to be an on-going activity, and strategic questioning should take place regularly. Institutional requirements will differ depending on the portfolio of activities, but boards will need to be clear about their needs in relation to the frequency of data.

Powerpoint Presentation:

'Developments in Measuring Institutional Performance', Patrick Kennedy, University of Exeter.

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