STRATEGIC PLANNING WORKSHOP

Low Wood Hotel, Ambleside13 – 15 January 2009

Professor Paul WellingsVice-Chancellor

SHAPE OF PRESENTATION

GLOBAL CONTEXT

NATIONAL CONTEXT

LANCASTER UNIVERSITY AGENDA

INITIATIVES FOR 2009-2014

CHALLENGES

GLOBAL CONTEXT

• Economic changes and perturbations

• International competition

• International sites for LU Degrees

• Relative market growth

• International League Tables

NATIONAL CONTEXT

• White paper 2009/10?

• Prospects for sector growth

• Fees review

• Skills and employability

• Volatility in R funds

• League Tables and Rankings

AN AMBITION FOR LANCASTER UNIVERSITY

Capitalise on strong teaching, research and financial position to secure our position.

By 2015:

Number 1 in the North-West

Top 10 in England

Top 100 in the World

COMPOSITE UK LEAGUE TABLE 20081) Oxford 159 21) Glasgow 772) Cambridge 157 22) Aston 663) LSE 150 23) Manchester 644) Imperial 149 24) Birmingham 615) St. Andrews 142 25) Sheffield 60

Warwick 26) Newcastle 537) UCL 136 27) RHC 498) Durham 128 28) Leeds 489) York 124 29) Aberdeen 4210) Loughborough 118 30) Sussex 4111) Bath 112 UEA12) Leicester 106 32) Cardiff 4013) Exeter 104 33) Surrey 3814) Lancaster 103 34) Dundee 2915) Edinburgh 101 35) Strathclyde 2816) KCL 100 36) Kent 24

Nottingham 37) Essex 2318) Bristol 91 Reading19) SOAS 90 39) Queen’s Belfast 19

Southampton 40) Liverpool 18

Based on positions in the Guardian, Independent, Sunday Times and Times League Tables (1st = 40pts, 40th = 1pt for each table)

EQUITY AND ACCESS - ISSUES

1) How is our widening participation work influencing outcomes on targets?

2) Is our work with schools aligned with government priorities?

3) Will increases to staff turnover rates create opportunities?

4) Have we improved our management of poor performance?

LANCASTER UNIVERSITY AGENDA

A) Equity and AccessB) Sustainable DevelopmentC) Quality of InstructionD) Quality of ResearchE) Engagement of Student ExperienceF) Use of TechnologyG) Transparent Management and

AdministrationH) Process Drivers

A) EQUITY AND ACCESSStudents

• Widening Participation Targets- Social Class- BME

• School Interactions

Staff

• Age-related retirement

• Women in SET

• Turn-Over Rates

SUSTAINABLE DEVELOPMENT - ISSUES

1) How do we collect and report data on environmental performance?

2) Can we reduce our footprint?

3) What new opportunities are there to improve the estate?

EQUAL OPPORTUNITY FOR WOMEN IN THE WORKPLACE

Number of Senior Staff by Level or Gender

LEVEL 2004 - 2005 2005 - 2006 2006 - 2007 2007 - 2008  F M %F F M %F F M %F F M %F Grade 7 208 256   45  214  276   44  218  263   45  202  237   46 Grade 8 131 220 37 148 228 39 168 237 41 167 231 42 Grade 9 52 147 26 57 156 27 65 170 28 68 181 27 Professorial & Equivalent 36 159   18   35  167   17   41  164   20   46  176   21TOTAL  427  782   35  454  827   35  492 834   37  483  825   37

B) SUSTAINABLE DEVELOPMENT

Environment

• Energy• Building Standards• Footprint

Capacity

• International Partnerships• Impact of Research

ENVIRONMENTAL PERFORMANCE

Water : 2006-07 - 466169 L x 103

2007-08 - 474690 L x 103

Electricity : 2006-07 - 127249 G Joules2007-08 - 122630 G Joules

Gas : 2006-07 - 195152 G Joules2007-08 - 248576 G Joules

Recycling : 2006-07 – 7.7%2007-08 - 27.8%

C) QUALITY OF INSTRUCTION

• NSS

• Assessment and Feedback

• Curriculum Reform

• Internationalisation of Curriculum

• Balance of Undergraduate and Masters provision

LEARNING AND TEACHING ISSUES

1. Have we improved our academic programme structures?

2. Have we achieved greater financial efficiency and sustainability in our courses?

3. Has teaching quality influenced student outcomes?

4. Have we optimised the use of IT in learning and teaching?

5. Are we attracting and retaining the highest quality students?

COURSE/DEGREE PORTFOLIO

We need to do this for both undergraduate and post-graduate taught courses/modules

Academic Reputation Builders

• Improve financial performance• Limit number in portfolio

Self Sustaining Academic Reputation Builders

• Grow

Loss Makers

• Delete unless clear strategic purpose

Income Generators

• Improve reputation

High

Low

Academic Output (R & T)

Net Financial Return

TECHNOLOGY TRENDS IN TEACHING AND LEARNING

• What are the trends for e-books and e-journals?

• What proportion of units of study have an associated web-site and tools?

D) QUALITY OF RESEARCH

• REF

• Pgr Volume

• External Funding

• Impact

DISTRIBUTION OF 4* RESEARCH OUTPUTS

RUSSELL GROUP 1994 GROUP

1) LSE 35% 6) YORK 23%2) CAMBRIDGE 32% 8) ESSEX 22%3) OXFORD 32% 8) GOLDSMITHS 22%4) UCL 27% 12) DURHAM 20%5) IMPERIAL 26% 12) SOAS 20%6) MANCHESTER 23% 14) BATH 19%8) EDINBURGH 22% 14) BIRKBECK 19%11) WARWICK 21% 14) LANCASTER 19%14) CARDIFF 19% 14) RHC 19%14) KCL 19% 14) QMC 19%14) SHEFFIELD 19%

U of A Top 5 Rank Corrected GPA

Cambridge 50 37 1Oxford 50 36 2Manchester 53 21 12KCL 37 17 23UCL 49 16 4Imperial 22 15 12Bristol 48 15 7Nottingham 47 12 16Sheffield 49 11 14Warwick 29 10 5LSE 14 8 2QMC 29 8 22Durham 30 8 10Leeds 46 8 11Bath 18 7 20St. Andrews 26 7 7Cardiff 34 7 25Edinburgh 39 7 6Birmingham 49 7 20Essex 14 6 18Reading 32 6 17Southampton 33 6 19Lancaster 22 5 9York 25 5 14Newcastle 38 5 24

UNITS OF ASSESSMENT IN TOP 5

U of A excellence v Institutional excellence

0.75

0.50

0.25

1.0 2.0 3.0

Dep

th/D

iver

sity

Intensity

Depth/Diversity : UofA in Top 5 as a proportion of UofA submittedIntensity : Corrected for Institution

QR IS LIKELY TO BE DRIVEN BY THE MARKET SHARE OF 4* RESEARCH OUTPUTS

1) Lancaster has 1.53% market share

2) Ranked 20th by volume

3) Expect this to be moderated by portfolio mix

THE SHORT TO MEDIUM TERM APPROACH TO ALLOCATING QR RESOURCES NEEDS TO ACHIEVE THREE THINGS :

1) Pre-adapt Lancaster for the REF - citations - impact

- PhD volume2) Maintain high quality U of A

3) Advance small number of units to increase Depth/Diversity score

RESEARCH AND INNOVATION ISSUES

1) Does it matter that our research productivity depends on a small number of star researchers?

2) Should we be increasing the number of HiCi researchers?

3) How do we foster internal emerging talent?

4) How do we manage staff who don’t meet expectations on research output?

5) How do we change the balance of our research in time for the REF?

RESEARCH OUTPUTS

1

0

Cumulative number of academic staff

Cumulative Research Outputs

What proportion of staff produce 80% of outputs?

Are there variations between faculties?

RESEARCH PORTFOLIO MANAGEMENT

Mature Research Areas/Performers

High Research Areas/Performers

Low Research Areas/Performers

New Research Areas/Performers

C B

D A

Current Research Outputs

Combination of publications, £ and PhD completions

Contracting Growing

A: Invest in promising new areasB: Continued investment for growthC: MaintainD: Identify and Exit

E) ENGAGEMENT WITH STUDENT EXPERIENCE

• Value added to all categories of student (ug/pg, home/international, full time/part time)

• Graduate destinations

• Role of Colleges and Departments

• Better Information for Students

ENGAGEMENT WITH STUDENT EXPERIENCE - ISSUES

1) How can we optimise the student experience from prospective student to alumni?

2) Have we done enough to improve student administrative services?

3) Have we addressed the social and economic pressures faced by students?

4) Have we balanced the needs and expectations of all types of students?

5) Have we done enough work at the College/Department interface?

UNDERSTANDING STUDENT NEEDS

SEGMENTS Understanding of needs

Implementation of requirement

Hm/eu u/g

Hm/eu pgt

pg research

International

Part-time

Poor Excellent

Is this view correct?

Services could be better integrated?

Variation in environment?

Inadequate support?

F) USE OF TECHNOLOGY

• Web tools

• Web academic content

• Management data

USE OF TECHNOLOGY - ISSUES

1) How will new generation web tools contribute to productivity and efficiency?

2) What steps need to be taken to create a consistent website with greater market impact?

3) Are we using new technologies most effectively for internal communications (with staff and students)?

4) What are the impediments to creating and sustaining consistent management data?

G) TRANSPARENT MANAGEMENT AND ADMINISTRATION

• Governance

• New Administrative Structure

• Staff turnover

• Faculty variations in staff attitude

TRANSPARENT MANAGEMENT AND ADMINISTRATION - ISSUES

1) Do Faculties have the appetite to continue reforming their T & R portfolios without changes to incentive structure?

2) Are we producing clear policies and consistently implementing all of them?

3) What is the scale of productivity and efficiency change flowing out of the Administrative review?

4) Have we established governance structures capable of managing the scale of risks now confronting the sector in the medium term?

H) PROCESS DRIVERS

• Next Generation KPIs

• Funding and fund raising

• Funding structures

• Funding strategy

PROCESS DRIVERS - ISSUES

1) Is our finance strategy resilient and capable of maintaining a sustainable position as growth slows?

2) Are we still focussed on new growth opportunities?

3) What changes are needed in funding incentives to deliver on our targets?

4) Are we sufficiently organised to deliver a campaign for our 50th anniversary?

5) What KPIs are at the core of our revised strategy?

DONATIONS

2004-2005 2005-2006 2006-2007 2007-2008

Secured philanthropic donations (includes confirmed pledges)

£420,000 £1,749,000 £2,011,000 £3,668,000

Philanthropic cash received

£582,000 £622,000 £1,318,000 £1,521,000

University-wide philanthropic income* secured and received

Data source: Lancaster University Ross-CASE Survey submission

*Philanthropic income defined according to the Ross-CASE survey guidelines. Data sets are not strictly comparable due to changes in defining industry standards. Please refer to Fiona Aiken for further information.

INCOME2003/04 2004/05 2005/06 2006/07 2007/08

Funding Council Grants 33 32 32 30 29

Tuition Fees 22 21 20 21 23

Research Grant and Contracts 17 17 15 15 15

O O I 26 28 31 30 30

Endowment Income 2 2 2 3 3

112304 125230 136589 148704 162640

EXPENDITURE2003/04 2004/05 2005/06 2006/07 2007/08

Staff Costs (Recurrent) 59 58 58 57 58

Staff Costs (Restructuring) 0 0 0 0 0

Depreciation 5 5 6 5 5

O O E 32 33 34 35 34

Interest Payable 3 3 3 2 2

107369 122044 131173 144961 156721

LANCASTER UNIVERSITY:INCOME & EXPENDITURE

LANCASTER UNIVERSITY : INCOME & EXPENDITURE

Over the past five years the budget has:

1) Grown at rates above the sector average and well above the long-term trend for Lancaster

2) Income components have been twice as variable as expenditure components

3) Controls on staff costs will be important if income growth slows in the next period

INCOME AND EXPENDITURE2008/09 2013/14 Comment

Income £'000 £'000

Funding Council Grants 47,616 54,296 Low inflation. Proportion declining.

Academic Fees 43,774 63,674 Home static, overseas increasing

Research Grants and Contracts 26,168 34,844 Growth ca. 6.6% pa

Other Operating Income 44,144 53,534 Growth ca. 4.5% pa

Endowment Income and Interest Receivable 4,122 3,371

Total Income 165,824 209,719

Expenditure  

Staff Costs (Recurrent) 98,330 116,554 Staff costs within target range

Staff Costs (Restructuring) 150 150

Depreciation 9,732 15,964 Based on capital programme

Other Operating Expenses 48,485 64,608 Rebalancing from staff costs

Interest Payable 3,359 3,124

Total Expenditure 160,056 200,400

Revaluation reserve transfer 685 685

Historical Cost Surplus/(Deficit) 6,453 10,004 Move to 5% surplus

 

4% 5%

INITIATIVES FOR 2009 - 2014

1) Step change sustained improvement in Feedback and Assessment2) Reform of course curriculum3) Graduate Characteristics and Destinations4) Deliver transition to REF5) New collaborations with industry for greater impact6) Improved data management systems and processes7) Improved staff attraction and retention8) Capital Programme delivered9) Pgr environment and investment transformed10) 50th Anniversary campaign delivered

CHALLENGES & TARGETS

1) Increase HiCi Staff by 50%

2) Deliver the Off-shore International Programme and increase International numbers (50% increase in income)

3) Sustain Financial Strategy and Surplus at 5%

4) Outstanding teaching and learning environment (Top 10 NSS)

5) Pgr volume up by 50%

A FINAL QUESTION

ARE THESE FIVE TARGETS

SUFFICIENT TO DELIVER

LANCASTER 1 : 10 : 100 ?