CORPORATE STRATEGY 2016-2021 - HESA
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CORPORATE STRATEGY 2016-2021
HESA: Corporate strategy 2016-2021
FOREWORD
Data and information are HESA’s core OPPORTUNITIES FOR CHANGE
business. They have never been more While there are undoubtedly challenges
important to higher education than they in the current environment, there are also
are now. Recent policy changes have many opportunities. Over the next five
introduced more competition into the years we plan to upgrade and modernise
sector, the UK-wide context of efficiency our data collection systems and processes,
has put pressure on public funding, making them faster, less burdensome,
and there is greater interest in and and more timely. We will work with other
scrutiny of higher education than organisations within and beyond the sector
ever before. to build a more efficient and effective HE
data infrastructure, accommodating an
PAUL CLARK
There is also a need to ensure that students, ever-growing number of providers. We
Chief Executive
funders, taxpayers, and other stakeholders will continuously improve our hosted data
are well informed about higher education – analytics services, and develop new products
which is, after all, a critical national asset for and services for our customers. We will seek
the UK. to ensure that those making decisions on
“This new Strategic Plan, covering the
five-year period from 2016 to 2021, has been
prepared against this fast-changing background...”
GROWING APPETITE FOR DATA and about the HE sector have available to
The appetite for data is growing all the time. them the data they need, when they need it.
Equally, there are continuing advances in And we will make as much of our core data
digital technology that underpin HESA’s as possible available as open data.
PROFESSOR SIMON GASKELL core activities – whether these relate to the
Chair collection of data from higher education EFFICIENCY AND COLLABORATION
providers (HEPs), providing faster and more As an organisation, we will be seeking to
accessible services to users, or developing reduce the costs of our operations, and
advanced analytics. HESA is therefore increase our external income, to relieve
influenced not just by changes to higher pressure on subscriptions from HEPs, in
education policy, but also by developments line with challenges being faced across
affecting the worlds of digital and data. the sector. Part of our approach to this will
involve seeking to work closely with other
The purpose of the Higher Education This new Strategic Plan, covering the organisations, developing new partnerships
Statistics Agency (HESA) is to collect, five-year period from 2016 to 2021, has and collaborations where it makes sense for
process, analyse, and disseminate data been prepared against this fast-changing us to do so.
on all aspects of higher education (HE) background. It seeks to ensure that
activity throughout the UK. We provide HESA can continue to deliver efficient, We believe that this plan and the aims it sets
data for higher education providers, for high-quality data, information, and out will ensure that UK higher education can
policy-makers, and to support the analytical services for its wide range of continue to benefit from accurate, timely,
provision of better information for the stakeholders, while navigating a period high-quality, and comparable data and
wider public. of substantial change. information – upgraded for the digital era.
1
HESA: Corporate strategy 2016-2021
CORPORATE
STRATEGY
Our strategy aims to ensure that MISSION BY 2021…
we provide the right data to the Our mission is to support the advancement 1. We are collecting data in-year,
of UK higher education by collecting, and delivering it to statutory customers,
right people at the right time.
analysing, and disseminating accurate and institutions, and decision-makers
We want to make sure our data comprehensive statistical information in regularly and frequently.
and information services can response to the needs of all those with an 2. As much of our core data as possible
improve decision-making, interest in its characteristics and a stake in is available as open data.
increase efficiency, and promote its future. 3. We have reduced the burden
public trust. We will do this of data collection on institutions.
VISION 4. Our data is supplied to key
by making our systems and
Our aim is to be the analytical powerhouse for decision‑makers when they need it,
services more efficient, agile, the UK HE sector, and the trusted source of in the form they need it.
and responsive, by continuously national HE statistics and public information. 5. We are working in formal partnerships,
developing our digital skills and We seek to provide flexible, efficient, high- sharing services, if and where
services, by making our data quality data, information, and analytical appropriate and developing new
and analytical expertise as services to meet user needs, to support products and services with a range
better decision-making in higher education, of organisations.
widely available as possible,
to promote public trust and confidence, and 6. We are operating more efficiently,
and by working in partnership to enhance the competitive strength of the with more resources dedicated to
with other organisations in the UK HE sector. high‑value activities for our customers.
UK HE sector. 7. All our operations are run from
the Cloud.
WE HAVE FOUR STRATEGIC AIMS
IN SUPPORT OF THIS VISION:
2 4
Increase the Operate
usefulness of the efficiently
1 data we collect 3 p8
Upgrade the p6 Enhance insight
UK HE data through analysis and
infrastructure dissemination
p5 p7
2HESA: Corporate strategy 2016-2021
STRATEGIC CONTEXT
2016-2021
The demand for higher education Capturing this activity requires significant There is increased scrutiny of the sector’s
data is increasing all the time. upgrading to the data infrastructure which regulatory architecture, with questions rightly
underpins the sector, and which was being asked around efficiency and value for
This demand is coming from designed for a different, more stable, and money for providers. We are fully aware that
a number of sources: from more predictable era. This data infrastructure more needs to be done with less, and that
needs to become more flexible, adaptable, meeting our aspirations will involve further
policy-makers and regulators, connected, and efficient. More data needs diversifying our income streams.
who need access to timely, to be made open, and HE data needs to be
high-quality data to support linked more effectively both within the sector, UNCERTAIN CONTEXT
better decision-making and and with data drawn from other areas. Data As well as opportunities, there are risks and
an increasingly data-driven needs to be accessible on a more timely uncertainties in the current environment.
regulatory system; from and efficient basis than at present, and the These include: ongoing pressures on public
burden of data collection on the sector funding, including changes to the structure
higher education providers, needs to be reduced. of funding for HE; change and uncertainty
who need data to improve their in HE policy; increasing fragmentation
services, operate efficiently, TRANSFORMATIVE CHANGE within the devolved administrations of the
and compete effectively in the The HE sector does not operate in isolation. UK; unpredictability in student demand;
new marketplace; and from the The worlds of data, digital service delivery, and the need to keep pace with very rapid
wider public, who need data to and technology are also changing fast. A developments in technology and digital
radical shift is taking place in the volume, services. All these factors, and others,
underpin trust and confidence variety, and speed of data being produced – affect HESA’s operating environment,
in the sector, to support their and this, combined with new technologies and will thus influence its future strategy.
own decision-making, and to for storage, access, and analysis, defines the
have an informed view on value era of ‘big data’ in which we are now living. PERFORMANCE MONITORING
for money. These developments are transforming all In conjunction with this strategic framework,
areas of our lives, including the public service, we will be developing a series of Key
At the same time, the UK HE sector is larger, policy, and funding contexts within which Performance Indicators and outcome metrics
more diverse, and more dynamic than it has HESA operates. HESA thus sits at the hub that will be used to assess our performance.
ever been. of transformative change both in data and in
higher education, and has the opportunity to These will cover areas such as:
There are more providers operating
XX
influence both.
within it, offering a wider range of Service delivery standards
XX
provision and activity. Reach and impact
XX
As the sector’s data and information
Providers’ finances are growing more
XX User satisfaction
XX
service, HESA will respond rapidly to these
complex, and institutions have more
developments, upgrading its systems and Financial performance
XX
connections with business and with
their local communities. services, and leading the transformation of the Operational efficiency
XX
HE sector’s data infrastructure. This requires
Providers also now operate on a global
XX
change and investment. However, this must be We will publish regular reports on our
stage, with international competitors
and collaborations. achieved against a background of continuing performance via our website, and will be
efficiency and austerity in public services, with open and transparent in communicating
ongoing downward pressure on finances. with our stakeholders.
3STRATEGIC AIMS AND ACTIVITIES We will pursue the following four aims and activities in support of our overall strategy
HESA: Corporate strategy 2016-2021
AIM 1:
UPGRADE THE UK HE
DATA INFRASTRUCTURE
1
1. Rationalise our data collection
DATA FUTURES
HESA’s Data Futures programme
aims to deliver a modernised and more
efficient approach to HE data. We are
We are currently focussing on developing
detailed implementation plans for the
programme and working towards an initial
systems and processes, and move aiming to create a data infrastructure pilot in 2017/18, followed by a full roll out
to in-year data collection through that will deliver more relevant, reliable, of the new system in 2019/20.
the Data Futures programme and timely information, and to do this
2. Establish sector-owned in efficient ways that reduce the burden More about the programme can be found
mechanisms for collective decision- on providers. at www.hesa.ac.uk/datafutures
making and scrutiny of UK HE data,
with a mandate to reduce burden We have been engaging with providers to
3. Improve the speed, timeliness, discuss Data Futures at conferences and
and efficiency of our data collections workshops around the UK and we received
and deliveries a healthy response rate for our sector
4. Move our technology platform and consultation, which indicated positive
data to the Cloud support for the Data Futures vision.
5. Plan for the future of data collection
and dissemination beyond 2019/20
5HESA: Corporate strategy 2016-2021
AIM 2:
INCREASE THE USEFULNESS
OF THE DATA WE COLLECT
2
1. Make as much of our core data as
OPEN DATA
HESA has long operated on principles
of transparency and accessibility in
data handling. We are now responding
such as this year’s Performance Indicators
publication. This approach will be extended
to other products over time, such as our
possible available as open data to the increasing focus on the value Statistical First Releases.
2. Improve data capability in the of open data in higher education, and
UK HE sector its benefits for providers and other Looking further ahead, we have developed
3. Develop common data specifications key users of data. a draft open data strategy. Emerging ideas
that can meet the needs of the in the strategy include:
widest group of users, while To help realise these benefits, HESA has
been collaborating with others in the Making all current HESA statistics
XX
minimising burden
sector to support the development of publications open and free of charge
4. Regularly review our data
open data practices: we have contributed to users over the next five years
collections to ensure proportionality
and usefulness to the Universities UK (UUK) open data Publishing key metadata in open
XX
5. Link HESA data with that of other workstream and associated events; we and linked data formats
HE sector and public sector data have also become a member of the Open Securing ODI certification
XX
collectors and suppliers Data Institute (ODI).
We are consulting on the detail of how
From this year we have commenced open best to implement our open data strategy
data licensing of statistics published via and look forward to working collaboratively
our website. We have also adopted open with the sector to help deliver the benefits
licensing for some of our data products, of open data.
6HESA: Corporate strategy 2016-2021
AIM 3:
ENHANCE INSIGHT THROUGH
ANALYSIS AND DISSEMINATION
3
1. Continuously develop and improve
HEIDI PLUS
Heidi Plus is our new, next generation
business intelligence tool. It aims to
support better business intelligence
and generate insights from the data in
a move that should significantly raise
analytical capability within universities and
our hosted analytics service, Heidi Plus across the sector and make data-driven save providers time and money by making
2. Develop new, bespoke products insights accessible to a wide range of it quick and easy for decision-makers to
and services which meet the needs staff, not just data professionals. access the information they need.
of users
3. Provide ‘policy-ready’ data, by We built the service using the most up- Heidi Plus is freely available to all of HESA’s
ensuring that our data is accessible to-date data exploration and analytics full subscribers, and on a subscription
and available to policy-makers and software in order to give users access to basis to other not-for-profit organisations.
decision-makers when they need it, extensive and detailed HESA data sets It is replacing our established heidi
in the form they need it and other sources of data about higher service and was created as part of a joint
4. Improve understanding, confidence, education. The interactive system gives business intelligence project between
and public trust in UK higher education providers the power to creatively analyse HESA and Jisc.
through commentary, analysis,
and visualisation
Heidi Plus can
create a range
of visualisations
to bring new
dimensions to
data analysis.
7HESA: Corporate strategy 2016-2021
AIM 4:
OPERATE EFFICIENTLY
4
1. Review our organisational structure
COLLABORATION WITH JISC AND QAA
HESA has announced plans to explore
increased collaboration and cost sharing
with two other sector agencies – Jisc
It is our intention that the tripartite
approach will provide a greater pool of
resources aimed at improving services.
and functioning with the aim of and the Quality Assurance Agency for We look forward to updating the sector
increasing efficiency Higher Education (QAA) – through a on the future of the partnership as we
2. Carry out due diligence on options new partnership to be known as the develop our plans.
to increase collaborations and ‘M5 Group’.
partnerships, and to share services
with other organisations We intend to explore options for working
3. Reduce internal bureaucracy more closely together to develop better
4. Further diversify our income solutions to some of the long-term issues
streams, to minimise the cost to that are being faced by the UK HE sector.
the sector of HESA’s core services
5. Develop a sustainable long-term
cost base and investment plan
6. Recruit and retain the staff with the
skills to deliver our strategic aims
Paul Clark, Paul Feldman, Chief Executive of Jisc, and Douglas Blackstock, Chief Executive of QAA.
Photo credit: Matt Lincoln
8STAY IN TOUCH To keep up-to-date with news from HESA please visit us at www.hesa.ac.uk @ukhesa HESA 95 Promenade Cheltenham GL50 1HZ +44 (0)1242 255577 Date published: April 2016 Higher Education Statistics Agency Ltd (HESA) is a company limited by guarantee, registered in England at 95 Promenade, Cheltenham, GL50 1HZ. Registered No. 2766993. Registered Charity No. 1039709. Certified to ISO 9001 and ISO 27001. The members are Universities UK and GuildHE. Designed and produced by Luminous www.luminous.co.uk.
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