Business Strategy
2014 – 2017
© London Higher 2014
Company limited by guarantee, registered in
England and Wales No. 05731255.
Registered Charity No.1114873
www.londonhigher.ac.uk
Abstract
Who we are
London Higher is where universities and higher education colleges come together to
identify the opportunities and address the challenges of working in London.
We are a not-for-profit charity and company limited by guarantee established in 1999
by over forty London higher education institutions (HEIs).
Our challenge
Higher education (HE) is in the midst of radical changes. We see our role as helping our
members adjust to this shifting environment by advocating and promoting London’s
HEIs and supporting them in their responses to the challenges and opportunities that
are emerging. For us, as well as the group of wonderfully diverse institutions with
which we work, London is our campus; it is the glue that binds us together.
This document sets out London Higher’s overarching vision and mission and outlines
how we intend to progress them over the next three years.
Contents
Abstract
Introduction
Vision, mission & values
Advocacy, collaborations, networks & events
Business processes, skills & resources
Measuring Performance
Annex
References
London Higher Business Plan 2014-2017
2
3
6
9
14
19
22
24
2
Introduction
This is the sixth Business Strategy
produced by London Higher in its fifteenyear history.
The first strategy document was
published in June 2003. The London
Higher Education Consortium (LHEC), as
the organization was first known, had
already been in existence for four years,
managed under the auspices of London
First. This first plan set the mission
statement: ‘to actively promote, and act
as an advocate for, all institutions in the
university sector in the London region”
(2003:6).
the key goals of collaborative working,
promotion and linking to regional
agencies, a further goal to “improve
understanding of the key challenges
facing London HEIs…” was set (2004:9).
Amongst a broad range of outputs,
including the Study London programme
and working with the London
Development Agency (LDA), was the
expectation that the organization would
“…demonstrate
and
publicise
excellence…through joint action or
collaborative working…” (2003:9). This
has been the underlying function of
London Higher ever since.
In 2005 London Higher published its third
Business Strategy and the first to cover a
three-year period from 2005/6 to
2007/8. This was, of course, a measure of
the trust the organization was fostering
among its members. The new strategy
arose out of a regional HE consultation
organized by London Higher under the
title Vision and Excellence whereby
senior academic leaders in London
identified and agreed four key objectives
for the London HE group. These were:
“to establish… London as the undisputed
knowledge capital of the world; to
maintain and develop essential but highcost HE facilities; to continue to recruit,
retain and develop world class staff; and
to enhance strategies and continue
partnerships to support and develop
London and Londoners.” (2005).
By June 2004, when the second Business
Strategy was published, LHEC had
relocated from London First to be hosted
within the University of London. It had
also been renamed London Higher. The
second strategy endorsed the mission
and key objectives of the first one, but
noted
also
the
fast-changing
environment in which London Higher
was working: “… London Higher has to be
flexible, and be ready to act swiftly. The
priorities of the organization have to be
adapted
in-year
to
suit
new
circumstances” (2004: 3). In addition to
The role of London Higher was to provide
members with support in consulting,
planning, delivering and promoting these
objectives. For the first time the
organisation’s outputs were grouped
under the four member aims and specific
initiatives were identified for each (cf.
2005: 10-11). In addition to the on-going
Study London programme, outputs
included developing the evidence base,
publishing promotional documents and
fact-sheets and running consultation
events. A major new programme helping
London Higher Business Plan 2014-2017
3
London HEIs contribute to the London
2012 Games, which had just been
awarded to the city, was predicted. It
was this initiative that became Podium.
The fourth Business Strategy was
published in June 2008. This built upon a
member review conducted in the spring
of that year which rationalized the
existing member-driven objectives into
four, broader aims:
 Maintain an up-to-date and
robust evidence base on HE in
London;
 Respond to, and capitalize
upon emerging priorities on
behalf of the HE group;
 Stimulate collaboration …to
address
specific
themes
common to the member group
or sub-sets thereof;
 Advocate, promote and lobby
on behalf of the London HE
group, where appropriate…”
(2008: 8-9).
Study London and Podium were joined in
succession by three new collaborative
programmes: SHELL, linking schools and
HEIs; London Medicine, reflecting the
substantive health sector in London; and
London Workforce Development, seeking
opportunities for businesses and HEIs to
work together.
Each of these new programmes
represented a direct response to a major
Government initiative: the London
Challenge in the case of SHELL; NHS
restructuring in the case of London
Medicine; and the Lambert and Leitch
London Higher Business Plan 2014-2017
reports in the case of London Workforce
Development. Thus, using its unique
understanding of the regional agenda,
London Higher was able to successfully
meet its objective of responding to
emerging priorities, by developing HE
collaborations and, through these,
promote HE in London. To better enable
the organization to meet such challenges
London Higher became a registered
charity and company limited by
guarantee in April 2009.
The fifth Business Strategy, for 2011 to
2014, found London Higher in a very
different landscape. The LDA went, the
Great Recession arrived. There were
tumultuous changes to higher education
with the introduction of fees and reform
(again) of the NHS. The London Olympic
Games happened.
It is a measure of the flexibility of London
Higher that it deftly adjusted its mission
to reflect the uncertain times that our
members were entering. The mission
became “to extend the reach, influence
and capacity of members and partners
by supporting HEIs to work together”
(2011:5). Here we find the DNA of
London Higher (to be a catalyst for
advocacy and collaboration) written in
the new language of economic return.
Capacity meant ‘ doing more with less’
and London Higher launched an initiative
to assist members explore the emerging
(and still emerging) shared services
agenda.
There were other changes. Study London
was licensed and then transferred to a
new home in London & Partners.
Podium, after its long gestation phase,
burned brightly for the summer of 2012
4
and then entered into a brief legacy
period. SHELL was replaced with
AccessHE, a new initiative supporting
widening participation across London. In
March 2012 London Higher moved its
offices into BMA House which, for the
first time, allowed us to have all staff in
the same room. The term ‘members and
partners’ took root, for in June 2011 the
members agreed to allow quality assured
providers of higher education in London
to become partners of London Higher.
Here we present the sixth Business
Strategy which will guide our activities
from 2014 to 2017. The HE landscape
continues to shift and as ever London
Higher is prepared to adapt itself
accordingly. There are new activities we
are planning, of course. But at our heart
our DNA remains unchanged. Advocacy
for higher education in London, and
helping our members meet the
challenges and opportunities of working
in one of the world’s greatest cities
remain, as they were in 2003, at the core
of London Higher.
London Higher Business Plan 2014-2017
Structure of this Business Strategy
This Business Strategy sets out the broad
direction of travel for London Higher over
the period 2014-2017 and describes how
we intend to achieve this. It is our
functional remit, the prism through
which we will determine our activities
and the benchmark against which we
expect to be measured. Each year we will
publish an Operational Plan which will
detail specific activities for the year
ahead and show how these actions
articulate with the broader goals set out
in this document.
The Strategy is in four parts. Part One
sets out our vision, mission and values
for the coming period. Part Two outlines
the main instruments we expect to use.
Part Three presents our business model
and an assessment of our capacity to
meet our mission and Part Four details
how we will measure our performance.
In Annex 1 further details can be found
about the company structure.
5
1. Vision, Mission & Values
Our Vision
1. Our vision defines the way we would like London Higher to look in 2017/18. It is our
aspiration for the future and gives the context for our work.
2. For the period 2014/15 to 2017/18 our vision will be: To be the forum for higher
education institutions/providers in London.
3. There is no other body or agency that embodies higher education in London to the
same extent and breadth as London Higher. We work with over forty universities and
higher education institutions and with a small but growing number of providers based
outside London but with provision inside the capital. We also engage with selected,
quality independent providers.
4. Our vision is to develop this unique and privileged position. We want to be the
predominant focal point for discussions about what that it means to be an HEI in
London.
Our Mission
5. Our mission tells people how we intend to achieve our vision. It is a statement that
defines the fundamental purpose of London Higher and is intended to explain why we
exist and what it is that we do.
6. For the period 2014/15 to 2017/18 our mission will be: To support our members to
meet the challenges and opportunities of providing higher education in London.
7. Higher education is in the midst of radical changes. Our mission is to support and
champion our members through this shifting landscape.
8. For London Higher that means:
a)
anticipating and discussing changes;
b)
seeking the opportunities and challenges they may present;
c)
supporting our members to take appropriate steps where necessary; and
d)
ensuring that the vital impacts our members make are known and appreciated
by policy-makers and the wider public.
Our Values
9. London Higher values are the beliefs that are shared among ourselves, our members
and HE stakeholders. Values are important to articulate in our Business Strategy
because it is through our shared values that we will develop our mission and vision.
Values are the enablers to achieving our vision and mission.
10. For the period 2014/15 to 2017/18 our value statement will be: London Higher is a
trusted, non-partisan and professional partner.
11. For over fifteen years London Higher has been working with universities and higher
education colleges in London. During that time we have earned a deserved reputation
for advocating and promoting London’s HEIs and supporting our members in their
responses to the challenges and opportunities that have emerged. We are trusted,
responsible and efficient in our dealing with our members.
12. Our value statement makes explicit the shared understanding between ourselves and
our members. In working through us, members understand that they set aside, albeit
temporarily, their competitive instincts to work together. They do this because they
are confident that London Higher is acting in the interests of higher education in
London and that our work, whether they are directly involved or not, intends to make
London a better place in which to provide higher education and that through this, all
our members ultimately benefit.
Our Instruments
13. Taking our vision, mission and values as a starting pointing, and in particular our
aspirations to anticipate changes, seek opportunities and tell our members’ story, we
have identified four instruments through which we will deliver our objectives.
14. During this business cycle the instruments we will use are:
a) Advocacy;
b) Collaborations;
c) Networks;
d) Events.
15. In regard to our commitment to be transparent and trusted, we propose to add an
administrative instrument designed to ensure that London Higher is run efficiently and
transparently. We express this as:
e) Value for money.
London Higher Business Plan 2014-2017
7
Our Strapline
16. Reflecting our vision, mission, values and instruments we also intend to update our
strapline as it appears under the London Higher logo. Again this is not a wholesale
change in direction, but reflects a realignment of our pre-existing activities.
17. For the period 2014/15 to 2017/18 our strapline will be: Supporting Higher Education
in London.
18. This replaces the ‘promoting & advocating’ strapline and is intended to convey more
generally our objective to be a champion of higher education in London and, more
specifically, an ally to our members and partners.
19. As the remainder of this Business Strategy sets out, we will continue (and indeed
intend to develop considerably) our founding mission to promote and advocate
London’s HE group, but we will do this around a central mission to be a forum for
discussion and a mouthpiece for action.
Figure 1: Summary of how vision, mission, values and Instruments articulate into our
Business Strategy.
London Higher Business Plan 2014-2017
8
2. Advocacy, Collaborations, Networks & Events
20. In this section we outline the four instruments through which we will deliver our
mission – advocacy, collaborations, networks and events - together with our
administrative goal to provide value for money, indicating what we mean by these
terms and giving examples of the associated outputs.
Advocacy
21. We are the only voice that represents London’s HE providers. No other body
represents the full range of HE provision in London.
22. We will participate in consultations, respond to policy concerns and engage actively
with key regional and national HE stakeholders, such as:







the Mayor’s Office, the GLA & related agencies;
HEFCE;
OFFA;
NHS London and healthcare commissioners;
schools and colleges;
NUS London;
regional businesses.
23. We will co-ordinate a campaign to highlight the additional costs of providing higher
education in a global city like London, to include London Weighting in funding
formulae, but also in other areas such as student grants and maintenance loans.
24. We will concentrate efforts on making the case for HE in London through evidence. In
particular we will tell the story of the impact our members have on their local
communities and the wider social benefits made by HEIs.
25. We will engage proactively with key London stakeholders to ensure that we are well-
placed to make the case for HE.
Collaborations
26. We are a non-partisan and trusted intermediary. When London HEIs act together the
results are powerful.
27. We will continue to manage our existing collaborative initiatives and campaigns, e.g:
 Case for HE (promotion and advocacy);
London Higher Business Plan 2014-2017
9
 AccessHE & NEON (widening access);
 London Medicine & Healthcare (health).
28. We will help our members scope and develop new collaborations (where so remitted),
for example, the London Higher Europe initiative.
29. We will review the ongoing value and sustainability of other collaborations, such as
Podium and London Workforce Development during this business cycle.
30. In addition we will continue to develop and manage substantial projects on behalf of
our members, such as our HEFCE-funded ‘Diversity in Leadership’ project and our own
student-focused ‘London is my Campus’ project.
Networks
31. No single organisation has the reach we have across HE in London. Our professional
networks bring together senior HE administrators across London to discuss the key
issues affecting London HE.
32. We intend to expand our HE networks to include new levels and roles of both
academic and administrative staff, where appropriate.
33. We will further our representation of, and engagement with, the student body.
34. We will review our current senior level networks to ensure they are delivering valued
outputs for the membership. Where appropriate we will augment, adjust or close
networks. Our current networks include:






PVCs/Directors of Research
HE planners
European officers
Heads of ICT
Student Experience leads
Creative, Performing Arts & Design institutions
35. We will use our networks to identify new opportunities and challenges for our
members and to inform our advocacy, collaborations, events and projects.
Events
36. Training and information sharing by London HEIs, for London HEIs. Our staff
development workshops and dissemination events are unique in being centred on
London Higher Business Plan 2014-2017
10
operational issues, using expertise from within our own membership and offering
wrap-around support.
37. We will continue to develop the ConnectingHE events initiative, aiming to reach more
academic and administrative staff through our established programme of events, for
example:




EU funding;
Academic and Student Visas;
Student housing;
Pensions & Accessing Finance.
38. We will develop new training and dissemination events to meet the needs of our
members. For example:




health support staff (London Medicine);
An introduction to London HE for new academic staff (ConnectingHE);
Promoting Erasmus+ (London Higher Europe);
Social mobility (AccessHE).
Value for Money
39. We aim to be a well-run, cost-efficient, transparent and ethical organisation. Despite
our limited resources London Higher has proved to be a remarkably resilient HE
intermediary body. Where many regional HE associations have closed or greatly
reduced their services, London Higher has increased its membership and our service
portfolio is growing.
40. We will continue to scrutinize how we run the organisation and to ensure that at all
times we offer the best value for money to our members and that always operate
fairly and transparently. To this end during this business cycle we will:




Review membership criteria and contribution bands;
Re-tender for core services (such as audit, HR and IT);
Operate a balanced budget in-year;
Conduct an evaluation of London Higher in time to inform the next
Business Strategy.
41. We will continually review the structure and operation of the organisation to ensure
that it matches the demands being placed upon it.
London Higher Business Plan 2014-2017
11
Summary of Outputs
42. In Table 1 we have extracted the key outputs from each instrument as outlined above.
43. These will form the backbone of our activities going forward. They are a tangible
representation of how we intend to realise our vision and mission, according to our
values and through our chosen instruments.
44. Of course there will be other activities we undertake during this business cycle.
However, the actions listed below are ones which we have identified at the outset and
which we expect to be measured against at the conclusion (see Section 4).
London Higher Business Plan 2014-2017
12
Table 1: Summary of key outputs for London Higher during the 2014/15 to 2017/18 business cycle.
Instruments
Advocacy
Collaborations
Gathering
Information
We will engage actively with
important regional
stakeholders
We will help our members
scope and develop new
collaborations (where so
remitted).
Determining
appropriate
actions
We will concentrate efforts on
making the case for HE in
London through evidence
Participate in consultations,
respond to policy concerns
Setting-up &
managing
actions
We will review the ongoing
value and sustainability of
other collaborations, such as
Podium, during this business
cycle
Events
Networks
We will use our networks to identify new opportunities
and challenges for our members and to inform our
advocacy, collaborations, events and projects
Value for Money
Review membership
criteria and contribution
bands
We intend to expand our HE
networks to include new
levels and roles of both
academic and
We will develop new
training and dissemination administrative staff, where Re-tender for core services
appropriate
events to meet the needs of
(such as audit, HR and IT)
our members
We will further our
representation of, and
engagement with the
student body
We will manage our existing
collaborative initiatives and
campaigns e.g. AccessHE,
NEON, London Medicine &
Healthcare & Case for HE
Operate a balanced in-year
We will continue to develop
budget
the ConnectingHE events
We will review our current
initiative, aiming to reach
senior level networks to
more academic and
ensure they are delivering
We will develop and manage administrative staff through
valued outputs for the
We will co-ordinate a
Conduct an evaluation of
projects on behalf of our
our established programme
membership
campaign to highlight the
London Higher in time to
members, e.g. our student
of events
additional costs of providing
inform the next Business
focused ‘London is my Campus’
higher education in London
Strategy
project.
London Higher Business Plan 2014-2017
13
3. Business processes, skills & resources
45. To ensure that we are able to achieve our mission we have reviewed our business
processes and resources to ensure that London Higher is capable of delivering against
each action.
46. In this section we review first our business processes – how we intend to progress
actions from concept to reality - to assure ourselves that the organisation has the
capacity to progress our work efficiently and cost-effectively. Second, we assess our
core resources – that is our staff, their skills and the tools we use – to make sure that
we have the capabilities to deliver across the range of our Business Strategy.
Business Model
47. Figure 2 illustrates our overarching business model.
Figure 2: Schematic of the London Higher Business Model
48. There are three critical processes involved in delivering this business model:
a) gathering information on the status of our HE members (correctly
identifying the challenge or opportunity);
London Higher Business Plan 2014-2017
14
b) determining the appropriate course of action (formulating an appropriate
response);
c) setting up and managing outputs (i.e running projects, organising meetings,
lobbying or other activities requested by our members).
49. Our primary goal is to identify the challenges and opportunities that our members face.
We do this through the various activities represented on the left of Figure 2 (e.g. oneto-one-meetings with the Heads of our member institutions). Through the mechanisms
of our Board, SMT, further research and testing and our own internal expertise, we then
determine whether or not London higher is positioned to formulate an intervention (the
centre of the diagram). Assuming an intervention to be agreed we then set about
implementing and delivering a number of responses which broadly fall into the four key
actions: advocacy, collaborations, networks and events (to the right of diagram).
50. In reality the process is, of course, more complicated and can result in actions that fall
outside the activities described here.
51. There are thirteen critical processes in our business model, each one of which has to
operate effectively in order that we progress our core activities. These processes also
need to be fully integrated one with the other for the process to run smoothly in toto.
Figure 3: Evaluation of London Higher business processes
London Higher Business Plan 2014-2017
15
52. We view maximising the efficiency of this process as synonymous with our fifth
instrument (Value for Money).
53. We have examined each step of our business model and evaluated it using a traffic-light
system: green indicating the step is optimized, amber suggesting there can be some
improvements made and red flagging where there is a risk of the step failing or not
performing to specification.
54. We are satisfied that there are no steps in our business model at risk of failure. However,
there are two steps reviewed as amber in Figure 2 (not optimised) which we intend to
improve during this business cycle.
55. Areas for development are:
a) Secure funding / allocate resources;
b) Engage relevant stakeholders / partners.
56. We have identified both of these areas as priorities over the coming business cycle.
Business Resources
57. In addition to our business model we have also assessed the resources used within it,
chiefly our skills, the tools we use and our financial resources. This is to ensure we have
the capabilities to deliver across the range of our key business actions.
58. Table 2 is an audit of our core business resources.
59. We have evaluated each of seven skills, tools and resources against our core activities,
grading each one on a three-tick scale (three denoting that the skills and activities are
strongly aligned). The scores have been aggregated across the matrix and approximate
‘readiness’ values generated.
60. Table 2 has the lowest scores highlighted in green. Red boxes denote areas where we
feel there is a risk of insufficient alignment to achieve the core activity.
61. Our review indicates that a majority of the skills, tools and resources we will need to
deliver the 2014-17 plan are in place. However, as expected, there are some that need
development and others that will need to be substantially enhanced.
London Higher Business Plan 2014-2017
16
Table 2: Audit of London Higher skills and tools, set against the core activities in the
2014-17 Business Plan.
Readiness
(N=12)

83%




50%
Develop more efficient
ways to manage our
contacts




83%




41%
Improve engagement
with partners
Do we have sufficient financial
resources?




67%
Collaborations must be
self-sustaining
Do we have a streamlined
business process to make this
happen?




75%
Do we have capacity to expand
this activity?




41%
Readiness (n=21)
52%
57%
66%
71%
Use partners
to increase
capacity
Review
networks for
relevance/
activity
Do we have the appropriate
technology and supporting
infrastructure?
Do we have a reliable link into
the membership?
Do we have the best partners?
Plan to develop
Events

Networks

Review
business
process
Collaborations

Evaluate executive
skills/expertise;
explore options for
working with partners
Do we have the right people &
skills?
Advocacy
Plan to develop
Skills/Tools/Resources
Explore resilience of
organisation
 = not currently present;  = needs development;  = most aspects in place;  = all aspects in place
62. Strengths. In the following areas we feel the organization is well positioned to meet its
objectives:
a) we have the right skills (with the exception, perhaps, in advocacy and
communications);
b) we are well connected to our members;
c) we have efficient and streamlined business processes.
London Higher Business Plan 2014-2017
17
63. Areas to be developed. In two areas we think the organization needs to develop its
existing resources:
a) we do not always have the best technology and tools to meet our objectives as
efficiently as possible;
b) we also need to establish whether we need to adapt the skill-set of the executive
team in order to meet our aims and objectives.
64. Weaknesses (red boxes). We feel we are at risk of failing to meet our core activities as
a result of weaknesses in two areas:
a) we need to try to interact better with, and get more value from, our partners;
b) we have very little resilience or spare capacity.
65. Plans to develop. Table 2 also indicates how and where we intend to develop the
organisation during the period 2014-17 in order to mitigate the weaknesses we have
identified and better deliver our business objectives. These plans include:
a) Reviewing our business process and available skill set for advocacy;
b) Exploring how we can work more effectively with our partners (particularly around
the area of advocacy);
c) Withdrawing redundant or poorly accessed services and networks (to focus
resources in other areas).
Summary of Business Processes, Skills & Resources
66. We believe that broadly London Higher is equipped to meet the goals that have been
set for the coming business cycle.
67. However there are areas of the business that need to be optimized. These are primarily
to make more effective use of our key stakeholders and to develop greater financial
sustainability. Improvements can also be made in our technological portfolio.
London Higher Business Plan 2014-2017
18
4. Measuring Performance
68. In section 2 we identified core activities for the new business cycle. We have examined
each of these independently and for each have determined a feasible success indicator
and a lead within the organisation. Table 3 presents this information.
Table 3: Success criteria for London Higher Core Activities
N
Core Activity
Evidence of success
1
Participate in consultations, respond to
policy concerns
Submit consultation responses & host
discussion events
2
Engage actively with important regional
stakeholders
Tangibly enhance existing, or establish
formal, links with four key
stakeholders
Be recognised as key champion of and
authority on London Weighting issues
3
4
5
6
7
8
9
10
11
12
Co-ordinate a campaign to highlight the
additional costs of providing higher
education in London
Concentrate efforts on making the case
for HE in London through evidence
Help our members scope and develop
new collaborations (where so remitted)
Continue to manage our successful
existing collaborative projects,
initiatives and campaigns
Review the ongoing value and
sustainability of other collaborations,
such as Podium, during this business
cycle
Continue to develop and manage
substantial projects on behalf of our
members
Expand our HE networks to include new
levels and roles of both academic, and
administrative staff
Further our representation of, and
engagement with the student body
Review our current senior level
networks to ensure they are delivering
valued outputs for the membership
Use our networks to identify new
opportunities and challenges for our
London Higher Business Plan 2014-2017
Publish three promotional documents
and briefings
Raise profile of HE benefits to society
Establish two major member
collaborations
Maintain and develop AccessHE &
NEON, Case for HE and London
Medicine & Healthcare; review
sustainability of others
Successfully wind-up legacy
collaborations and projects which
have run their course
Win and project manage two new
grant-funded initiatives on behalf of
the members
Set-up three new networks
Lead
CEO
CEO
DCEO
DCEO
CEO
CEO
CEO
CEO
DCEO
Set-up a student-focused initiative
Work more closely with Student
Unions and NUS London
Rationalisation of current advisory
groups
Research, discuss and take actions on
at least eight emergent issues
CEO
DCEO
CEO
19
13
14
15
16
17
18
members and to inform our advocacy,
collaborations, events and projects
Continue to develop the ConnectingHE
events initiative, aiming to reach more
academic and administrative staff
through our established programme of
events
Develop new training and dissemination
events to meet the needs of our
members
Review membership criteria and
contribution bands
Re-tender for core services (such
as audit, HR and IT)
Operate a balanced in-year
budget
Conduct an evaluation of London
Higher in time to inform the next
Business Strategy
Double the number of workshops and
delegates attending training
(baseline=c.800 delegates p.a.)
DCEO
Identify, set-up and deliver six new
training events.
DCEO
Introduce revised membership
banding without losing members
CEO/
Board
improve performance of core office
support
SMT
Review income and expenditure to
optimize efficiency
Review structure of the organisation
Commission Evaluation Report
CEO
Board
Monitoring Progress
69. Figure 4 represents at a glance our core performance measures in a single image set
against our critical business processes and time. We intend to use this as the basis of
our monitoring process.
70. We intend for this process to be owned by all those within London Higher (staff and
Board members). It will be reviewed at staff and SMT meetings (see Annex 1) and a
report will be given to the Board of Trustees each quarter and to the members in the
Annual Review.
71. In addition we will report against this Plan to the Charities Commission via an annual
Trustees Report. Financial data is filed with Companies House.
Adjustments and Action.
72. It is our intention during this business cycle to adopt a dynamic approach to acting on
performance. Where activities consistently under-perform against expectation they will
be curtailed or withdrawn, providing they are not essential to the running of the
organisation. We expect to continually make adjustments to our programmes, offerings
and services in order to achieve the maximum return and benefit for our members,
London Higher Business Plan 2014-2017
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partners and stakeholders. The mechanisms for these decisions will be the SMT (through
dashboard meetings) and ultimately the Board, where such approval is required.
Figure 4: Performance indicators mapped against business processes and time.
Evaluation of London Higher.
73. During the course of this business cycle we intend to conduct an evaluation of the
organisation and its value to members.
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Annex 1: Further Details about London Higher
Corporate Status. London Higher is a company limited by guarantee with charitable status.
The company was set up on 6 March 2006 and registered as a charity on 26 June 2006. The
charitable activities of the company were transferred from the University of London on 1
April 2009.
Governing Document. The company was established under Memorandum and Articles of
Association dated 6 March 2006 which establish the objects and powers of the charitable
company. In addition it operates under a Members’ Agreement with each member HEI that
sets out the nature of the relationship between the company and each member.
Trustees. The Board of Trustees comprises seven Heads of Member Institutions who are
elected by the full membership. In addition there are co-opted Trustees who represent
specific interests. There are currently two co-opted Trustees. From time to time Trustees
invite observers from stakeholder organisations. At present London Higher has one
observer.
Trustee Induction & Training. Member Trustees are familiar with the practical elements of
the company as HEIs have charitable status as providers of education. Each new Trustee is
given a copy of The Essential Trustee and all relevant Governance documents relating to the
company. Trustees attend an annual Strategy Meeting that includes governance questions.
Trustees are notified of training opportunities at quarterly meetings.
The Executive. London Higher has a small and professional Executive, led by the Chief
Executive Officer (CEO). There are currently twelve members of the Executive. The CEO is
supported by a Senior Management Team (SMT) comprising the Office Manager and the
Deputy CEO. The remaining Executive is divided into workstreams. Each workstream is: a) a
separate cost centre; b) overseen by an Advisory Group of members; and c) has its own
Project Manager who reports directly to the Chief Executive or Deputy Chief Executive
Officer.
Decision Making Protocols. The overall strategic direction of London Higher is set out in this
three-year Business Strategy. It is drawn up by the Executive, approved by the Board of
Trustees and agreed by the company members. Each year an Operational Plan is drawn up
with the same approvals. The annual Operational Plan sets out the specific initiatives for
the year together with expected costs. Project Managers are responsible for delivering
these initiatives on a day to day basis. The SMT monitors progress twice monthly and three
times a year in a dedicated ‘away day’. Each Quarter Trustees are given a written Progress
Report. In addition any expenditure over £10,000, whether agreed in the Operational Plan
or not, must be approved by the Board.
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Higher Education Institutions (HEIs). Publically funded HEIs in London are our company
members. In the Members’ Agreement they devolve to the London Higher Board of Trustees
the power to make decisions on their behalf in the collective interests of the group, or parts
thereof. This authority is safeguarded by Advisory Groups for each of our worksdtreams
which comprise senior representatives from the membership group.
Related Parties. The policy landscape for higher education is set by the Department for
Business, Innovation and Skills, through the Minister for Higher Education, and
implemented by the Higher Education Funding Council for England (HEFCE), a nonDepartmental Government Body (NDBP).
HEFCE has a London regional team and London Higher works closely with HEFCE on a
number of initiatives. The HEFCE London Regional Director is an observer on the London
Higher Broad of Trustees.
In addition, the Mayor of London and his delivery agencies have interests in higher
education as it pertains to the capital. London Higher maintains links with both.
Risk Management. London Higher maintains a Risk Register which is reviewed by the Board
of Trustees on an annual basis.
Our People. London Higher has achieved the Investors in People (IiP) mark and we continue
to engage with the IiP process. Our policies concerning staff welfare are included in our Staff
Handbook.
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References
London Higher Education Consortium (2003). Business Plan 2003 - 2006. London.
London Higher (2004). Business Plan 2004- 2005. London.
London Higher (2005). Business Strategy 2005 - 2008. London.
London Higher (2008). Business Strategy 2008 - 2011. London.
London Higher (2011). Business Strategy 2011 – 2014. London.
Further information
Contact: Michael Reynier (020 7391 0689) or [email protected] .
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