Staff Briefing2nd April 2014

Staff Briefing2nd April 2014

Sarah JonesChief Finance Officer

Sector financial health Actual Forecast

2011-12 2012-13 2013-14

Total income £23,277M £24,319M £25,337M

Operating surplus £972M £956M £547

Operating surplus as % of total income 4.2% 3.9% 2.2%

Cash flow from operating activities as % of total income

8.1% 8.3% 6.6%

Net liquidity as number of days’ expenditure 118 123 98

External borrowings as % of total income 23.5% 25.8% 27.0%

Discretionary reserves excluding FRS17 as % of total income

56.0% 61.7% 62.9%

Surpluses Graph since 2007/08

Operating and historical cost surpluses as percentage of total income 2002-03 to 2012-13

Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAGHistorical cost surplus as a % of total income

0.60% 1.70% 5% after strategic investment

2009/10 2010/11 2011/12 2012/130

1

2

3

4

5

6

7

8 7.16

3.09

0.621.7

Perc

enta

ge (%

)

Historical cost surplus as % of total income

Salford

Plymouth

Bournemouth

Greenwich

Glasgow Caledonian

Nottingham Tre

nt

Linco

ln

Northumbria

at Newca

stle

Liverp

ool John M

oores

Bradford

Miss

ion average

Sheffield Hallam

UWE

Kingston

Oxford Bro

okes

Cardiff M

etropolit

an

Portsmouth

Hertford

shire

Teesside

Coventry

Manch

ester M

etropolit

an

Huddersfield

-10

-5

0

5

10

15

20

0.625.31

16.12

Mission group historical cost surplus as a % of total income 2011/12

Perc

enta

ge (%

)

0

2

4

6

8

0.62

3.02454545454545

6.94

Aspirational group historical cost surplus as a % of total income 2011/12

Perc

enta

ge (%

)

Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG

Net cash flow from operating activities as a % of total income

5.90% 1.50% 10-15%  

2009/10 2010/11 2011/12 2012/130

2

4

6

8

10

12

14

16

18

2017.53

14.01

5.89

1.5Perc

enta

ge (%

)Net cash flow as a % of total income

Salford

Glasgow Caledonian

Greenwich

Plymouth

Bournemouth

UW

E

Portsmouth

Sheffield Halla

m

Northumbria

at Newca

stle

Nottingham Tre

nt

Oxford

Brookes

Miss

ion average

Teesside

Hertford

shire

Liverp

ool John M

oores

Manch

ester M

etropolit

an

Linco

ln

Kingston

Bradfo

rd

Huddersfield

Cardiff

Metro

politan

Coventry

02468

101214161820

1.635.89

10.0395238095238

18.84

Mission group net cash flow from operat-ing activities as a % of total income

2011/12Pe

rcen

tage

(%)

Newcastl

e-upon-Tyne

Leice

ster

Aston

Plymouth

Liverp

ool

Aspira

tional ave

rage

Nottingh

am

Warw

ick

Lanca

ster

Surre

y

South

ampton

02468

101214

1.415.89 7.519

11.9

Aspirational group net cash flow from operating activities as a % of total income

2011/12Pe

rcen

tage

(%)

Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG

Staff costs as a % of total income

54.8% 55.5% ≤53%

2009/10 2010/11 2011/12 2012/1348

49

50

51

52

53

54

55

56

50.6

53.854.8

55.5

Perc

enta

ge (%

)

Staff costs as a % of total income

Hertford

shire

Bournemouth

Coventry

Greenwich

Huddersfield

Kingston

Oxford

Brookes

Linco

ln

Plymouth

Manch

ester M

etropolit

an

Miss

ion average

UWE

Cardiff

Metro

politan

Bradfo

rd

Teesside

Salford

Liverp

ool John M

oores

Nottingham Tre

nt

Portsmouth

Sheffield Halla

m

Northumbria

at Newca

stle

Glasgow Caledonian

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

48.054.8 55.1

62.4

Mission group staff costs as a % of total income 2011/12

Perc

enta

ge (%

)

Warw

ick

Liverp

ool

Surre

y

Aspira

tional ave

rage

South

ampton

Lanca

ster

Newcastl

e-upon-Tyne

Nottingh

am

Plymouth

Aston

Leice

ster

44.0

46.0

48.0

50.0

52.0

54.0

56.0

58.0

48.6

53.6 54.856.3

Aspirational group staff costs as a % of total income 2011/12

Perc

enta

ge (%

)

Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG

Discretionary reserves (excluding pension liability) as a % of total income

33.5% 36.6% Increase (35-40%)

2009/10 2010/11 2011/12 2012/130

5

10

15

20

25

30

35

40

28%31% 33%

36.6%

Perc

enta

ge (%

)Discretionary reserves as a % of total income

Salford

Plymouth

Liverp

ool John M

oores

Bournemouth

Greenwich

Nottingham Tre

nt

Cardiff

Metro

politan

Bradfo

rd

Hertford

shire

Northumbria

at Newca

stle

UWE

Miss

ion average

Sheffield Halla

m

Linco

ln

Portsmouth

Kingston

Oxford

Brookes

Coventry

Glasgow Caledonian

Teesside

Huddersfield

Manch

ester M

etropolit

an 0%

20%

40%

60%

80%

100%

120%

23%33%

60%

100%

Mission group discretionary reserves as a % of total income 2011/12

Perc

enta

ge (%

)

Leice

ster

Plymouth

Liverpool

Newcastl

e-upon-Tyne

Warw

ick

Aspira

tional av

erage

Nottingh

amAsto

n

Lanca

ster

Southam

ptonSu

rrey

0%

10%

20%

30%

40%

50%

60%

70%

27% 33%42%

58%

Aspirational group discretionary reserves as a % of total income 2011/12

Perc

enta

ge (%

)

Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAGExternal borrowing as a % of total income

33.6% 31.5% Decrease (<35%)

2009/10 2010/11 2011/1232.5

33

33.5

34

34.5

35

35.5

36

36.5

35.9%

35%

33.7%

Perc

enta

ge (%

)External borrowing as a % of total income

Glasgow Caledonian

Huddersfield

Teesside

Portsmouth

Manch

ester M

etropoli..

.

Bournemouth

Bradfo

rd

Greenwich

Salford

Kingston

Miss

ion average

Liverp

ool John M

oores

Sheffield Halla

m

Northumbria

at Newca

...

Plymouth

Hertford

shire

Cardiff

Metro

politan

UWE

Linco

ln

Nottingham Tre

nt

Coventry

Oxford

Brookes

0.0

10.0

20.0

30.0

40.0

50.0

60.0

26.2%33.7%

55.3%

Mission group external borrowing as a % of total income 2011/12

Perc

enta

ge (%

)

Newcastl

e-upon-Tyne

Nottingh

am

Leice

ster

Warw

ick

Liverpool

Southam

pton

Aspira

tional av

erage

Aston

Plymouth

Lanca

ster

Surre

y0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

4.3%

29.0% 33.7%

73.2%

Aspirational group external borrowing as a % of total income 2011/12

Perc

enta

ge (%

)

Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAGNet liquidity days

113 80 80-85

2009/10 2010/11 2011/12 2012/130

20

40

60

80

100

120

140

93

115 113

80

Num

ber o

f day

sNet liquidity days

Northumbria

at Newca

stle

Nottingham Tre

nt

Oxford

Brookes

Bradfo

rd

Salford

Hertford

shire

Linco

ln

Liverp

ool John M

oores

Plymouth

Glasgow Caledonian

Bournemouth

Miss

ion average

Cardiff

Metro

politan

UWE

Portsmouth

Kingston

Huddersfield

Greenwich

Teesside

Sheffield Halla

m

Manch

ester M

etropolit

an

Coventry

0

50

100

150

200

250

300

350

45

113145

318

Mission group net liquidity days 2011/12N

umbe

r of d

ays

Nottingh

am

Leice

ster

Liverpool

Warw

ick

Aspira

tional av

erage

Aston

Lanca

ster

Plymouth

Newcastl

e-upon-Tyne

Surre

y

Southam

pton0

20

40

60

80

100

120

140

160

14

96

113

140

Aspirational group net liquidity daysN

umbe

r of d

ays

Measure Baseline 2012 2013 update Target 2020 Trend RAGExpenditure on estate as a % of insurance replacement value (IRV)

7.34% 7.04% 7% of IRV

2009/10 2010/11 2011/12 2012/136.00%

6.20%

6.40%

6.60%

6.80%

7.00%

7.20%

7.40%

7.60%

6.56%

7.11%

7.34%

7.04%

Perc

enta

ge (%

)Expenditure on estate

Operating Surplus

(6,000)

(4,000)

(2,000)

0

2,000

4,000

6,000

8,000

Operating Surplus

£ 00

0

| | | | | | | | | | | | |

03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16

Financial Year

Funding breakdown of capital expenditure (2008-09 to 2013-14)

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

£mill

ion

s

Receipts fromsale of tangibleassets

Deferred capitalgrants received

Mortgages andloans acquired

Net capital to befinanced frominternal cash

Generate more cash

Increase income Reduce expenditure

Recruitment and retention

of students

Commercial income

Staff costs to 53% of income

Reduce non staff spend

Process efficiencies

Intelligent procurement

Cost control

Staff Briefing2nd April 2014

Staff Briefing2nd April 2014

John WrightChief Information Officer

BACKGROUNDStudent Expectations Needs of Colleagues

Changing IT Landscape Legacy Environment

PROJECTS TO BE COVERED

• Digital Learning Environment (DLE)

• Customer Relationship Management (CRM)

• University Website

DLE Project

Digital Learning Environment

Delivered so far: Framework and style design Building blocks of systems Early adopter accessGet involved: http://blogs.plymouth.ac.uk/dle/

What can you look forward to? More innovative & engaging learning experience Increased toolsets available e.g. quizzes, group tools, peer

learning options Integrated Assessment & eSubmission More online materials e.g. reading lists Lynda.com – online training portfolio Reduced sign on challenges

Support available Faculty focussed teams – 10 dedicated DLE

advocates to promote & support the Academic community

Fortnightly Show & Tell sessions Regular Drop-in support sessions Ongoing staff training programme

May – Dec 13 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

1/3 – 30/4eSubmission, eAssessment, systems integration (TalisAspire, Turnitin)

1/5 – 30/7 Further integrations (PebblePad, CampusM)Business Readiness (student forums)

5/9Read only Tulip & Emily

Completion Dec 14

5/10Access removed

Tulip, Emily & SCOLAR

8/12Decommission Tulip & Emily

22/5 – 01/12Initiation & Planning

2/12Begin Delivery

AE

EP

CRM title page

CRM Project

36

Customer Relationship ManagementIntroduction of a strategic CRM – the ‘soup to nuts’ student journey; and engagement with enterprise and the local community.

Student & Employee Social Networks

Listen & Analyze

Social Marketing

PartnersRecruiting

Service &Engage

EnrolmentandRegistration

ExternalEngagement

Student Portals

Collaboration Student Services

Career Services

Alumni Mgmt

Business Devel

Teaching & Learning

Events

Customer Relationship Management (CRM) – Phase 1

What can you look forward to? Greater coordination across all areas of the

University Improved management of the student lifecycle More detailed, timely and accurate performance

data; improved target setting and monitoring Strategic use of data to segment and target market

areas; improved and personalised communications

Future development: Extend CRM to encompass the whole student

journey and Alumni R&I, Academic partnerships Engagement with enterprise and the local

community

Get involved:Email the CRM Project Manager, Paul Westmore Paul.Westmore@plymouth.ac.uk

Jan – Dec 13 Jan 14 Feb March April May June July Aug Sep

2/4CRM goes live in Recruitment & Admissions

Apr 2014 onwardsDevelopment and implementation within Employability service area

2013Planning & Initiation

18/11Delivery begins

(R&A)

19/3 – 21/3User Acceptance

Testing (R&A)

24/3 – 28/3Training(R&A)

Phase 1 Closure

Jul 2014Development

/Configuration complete

Sep 2014 Completed Phase 1Deployment

SEAE

DT

EP

Website title page

University Website Project

University Website Project

Delivered so far: Collaborative design and build process School sites – e.g. School of Biology Selected course pages – e.g. BSc (Hons) Dietetics

Get involved: http://blogs.plymouth.ac.uk/website/

13/3 – 21/5 Our University

22/5 – 18/6Student Experience

19/6 – 13/8Research and Expertise

14/8 – 10/9Business and Partners

10/9Completion

Aug – Dec 13 Jan 14 Feb Mar Apr May Jun Jul Aug Sep

8/8 – 16/10Initial Setup

2/1 – 12/3Courses & Study

17/10 – 20/12

Our University

What can you look forward to? Mobile first – designed to adapt to all digital devices

Smart Search will be first & foremost Sophisticated & user-friendly content management

system Smart analytics embedded on all pages

Full social networking integration More personalised user experience Rigorous measurement tools Scalable to cope with peak demands

SOCM

Staff Briefing2nd April 2014