1. Principal's briefing - Strategy and Structure 7 th March 2012

2. AGENDA High level SWOT analysis Where we are now Recognise and publicise what we do and what we don’t do Vision Market in order of priority Other priorities Structure Charts (these have been uploaded to the HR section)

3. STRENGTHSWEAKNESSES Specialist Vibrant communities of practice Long history and reputation Good facilities and resources Good QAA and OFSTED reviews Bureaucracy not as high as in bigger institutions High applicant to place ratio – most courses Attractive city Not a university and don’t offer postgraduate courses Student Union, particularly for KIS Research and scholarly profile of staff and institution not as high as some HEIs Retention and organisation not consistent across all courses Measurable employment stats OPPORTUNITIESTHREATS Year 0 International Foundation Increase in age of compulsory education Large international market but increasing competition Portfolio review Apprenticeships/ young offenders/ work based learning Alumni Other non-publically funded income streams AAB/Core/margin FE/HE funding – loans 19+ Failure to recruit Increased student expectations Intense competition for 16+ students – schools want to build sixth forms. Possible changes to school curriculum – art subjects Newly built schools challenge facilities Government changes to migration HIGH LEVEL SWOT ANALYSIS

4. Teaching & Academic Standards WHERE ARE WE NOW? Independent Specialist arts institution focusing on the undergraduate home market with a long history and a good reputation A recognised first rate student experience: Outstanding resources Strong history of student successes Good teaching High satisfaction levels Financial strength Portfolio focused on relevant courses of study across art and design

5. The future RECOGNISE AND PUBLICISE WHAT WE DO AND WHAT WE DON’T DO Teaching led, not research led We only teach vocational specialist arts subjects If we can’t do it well we don’t do it We are small therefore don’t have an extensive Student Union and clubs BUT we do have a community of artists and designers

6. VISION – 5 YEARS To be the leading independent specialist arts institution with traditional art school values in England, providing excellence in art and design teaching and practice. Engaging with creative practitioners both nationally and internationally and delivering the best student experience of a specialist arts HEI

7. Market in order of priority Attractive offer to home HE students - Key to our profile and reputation, individuality of programmes will be preserved. There needs to be time to think to be creative; we will lower teaching hours but also lower taught hours, review the structure of staffing within programmes. In exchange for this we will expect activities including research, internationalisation, alumni development, liaison with marketing and external relations, liaison with feeder institutions etc. The portfolio will be reviewed, Furniture and Interior Design have been closed to new cohorts and we will start a new course in 2013. The review will not end there as all programmes have to be able to sustain a viable cohort and be able to offer good satisfaction, destinations etc Attractive offer to home FE 16-18 students - Split into 2 areas, Access reporting through Foundation to Simon and Level 2 reporting through Extended Diploma to Dave. Cut in FE funding, will have to be worked through and hours and group sizes reviewed, together with support areas Full cost - Offer a full suite of full cost children’s courses on Saturdays/Summer schools, develop our other full cost course Non UK – Foundation and above - Internationalisation a priority but also important to attract and retain international students as an alternative funding stream, this will involve a concerted effort by all staff. Investigate the possibilities of an international foundation FE 19+ - Review access each year, sustainability may be an issue with adult funding vulnerable and loans starting for these students Postgraduate - Start a part time masters possibly in creative practice, a generic programme but specialist links into programmes. We will consult further on other proposals.

8. Other priorities TDAP University title Review fee/OFFA agreement Alumni – long term project to leverage Workshop staff and resources key to an attractive offer but a review needed Develop registry function, gaps in our knowledge re: HE data/administrative processes Review all centralised areas to ensure we have the skills needed for the future Engagement with the sector to ensure currency and to ensure we take advantage of opportunities which may benefit us. Creative Networks, links with businesses and organisations both centrally and through the programmes Raising profile – website/marketing,

9. Other priorities Enterprise, part of an attractive offer. Develop to include Summer school, internships, links with alumni, incubation units, lecture and seminar programme Develop research profile Develop other income streams, full cost, international Broaden SMT by including some HE/FE Programme Leaders every month Retain centralised responsibility for efficiency Reduce cost base ERDF bid

10. VISION – 5 YEARS To be the leading independent specialist arts institution with traditional art school values in England, providing excellence in art and design teaching and practice. Engaging with creative practitioners both nationally and internationally and delivering the best student experience of a specialist arts HEI