vision 2015: one year on where are we with the strategy? and what next? nigel thrift
TRANSCRIPT
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Vision 2015: One Year OnVision 2015: One Year On
Where are we with the strategy?Where are we with the strategy?And what next?And what next?
Nigel ThriftNigel Thrift
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FormatFormat
• How the Strategy is unfolding
• How do we get the rest of the way?
• Why? Warwick as a Demonstrator
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How the Strategy is UnfoldingHow the Strategy is Unfolding
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ResearchResearch• Highly cited up from 5 to 10• Additional 40 postgraduate
research students in 2008/2009• Wolfson Research Exchange• Appointment of new staff (55 new
professors in the last 15 months)• Institute of Advanced Study up and
running• Interdisciplinary collaborations (e.g.
Security, International Finance)• REF preparations (citations)
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Research IncomeResearch Income• Up 27% in one year
• Academic departments are more clearly articulating the benefits and incentives of enhanced research activity and income
• We will need better exploitation of our research
• Collaborative opportunities through international, national and regional initiatives e.g. Birmingham Science City
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TeachingTeaching• Quality Assurance Agency Audit –
positive initial response• New Learning, Teaching and
Assessment Enhancement Strategy• New pedagogical approaches -
delivery and use of space
• Response to National Student Survey
• Innovation Fund - Some funding available for 08/09 for projects relating to goals
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International LinksInternational Links• Pursuing deep links with overseas universities
• Link with Boston University launched in Boston by John Denham earlier this year
• Other links in progress: – Irvine (US)
– Monash (Australia)
– Nanyang Technological University (Singapore)
– Sciences Po (France)
– Jawaharlal Nehru University (India)
– Fudan (China)
• The next wave…..
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Growing International ProfileGrowing International Profile• Institute of Advanced Study
• IGGY launched:
– IGGY Summer U (Warwick)
– IGGY Winter U (Singapore)
• Warwick Prize for Writing• Warwick Commission 2 now
recruiting commissioners• Digital University Press
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New buildings are vitalNew buildings are vital• Clinical Trials Unit• Science Site• WBS Expansion• Digital Laboratory (phase 2)• Zeeman Building (phase 2)• Medical Building• Milburn House – ongoing development• SU South Rebuild• Arts Centre• Nursery• Indoor Tennis Centre
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Clinical Trials UnitClinical Trials Unit
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Proposed Science Proposed Science site,site,central campuscentral campus
Proposed boundary
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WBS – 3BWBS – 3B
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NurseryNursery
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Indoor Tennis CentreIndoor Tennis Centre
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Energy EfficiencyEnergy Efficiency• Campaign to reduce
unnecessary energy usage• ‘Green’ projects e.g. wind
turbines, thermal energy storage, more recycling facilities
• New buildings more energy efficient (BREEAM standard)
• Green procurement• Further introduction of metering
and LEDs
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Development IncomeDevelopment Income• New Director of Development being
appointed
• DARO being re-organised
• Collaborative PGR Scholarships
• Warwick Arts Centre
(Butterworth Hall Campaign)
• ‘Warwick Match’ Scheme
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Commercial IncomeCommercial Income• Complimentary commercial
ventures• New types of commercial
activities on campus to generate required income
• Examples:– Jobs.ac.uk in the US– Unitemps franchise– Restructuring catering
provision
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CultureCulture
• A more open, more supportive culture
• Food and drink
• New series of events aimed atsocial & intellectual integrationeg. Ideas Cafe
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EnvironmentEnvironment• A more integrated, less stark landscape
• New build at Students’ Union and Arts Centre will help (piazza as a cultural hub)
• Landscape features: public art, sequoias, maze, etc.
• Big campaign on Gibbet Hill
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How do we get the How do we get the rest of the way?rest of the way?
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The ChallengeThe Challenge• Forbidding financial climate
• Difficult times for the sector
• Past success has been based on diversity of income streams
• We need to be clear about our core activities – what is it that we must protect?
• We will no longer be able support activities which are not excellent
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PeoplePeople• Our people are a key
differentiator• Investments in staff
– Staff numbers up 1.3% in 12 months– Staff Pay - real terms increase (up
19%)
• Staff development and training:– Annual Review– Succession planning & talent
spotting– Improving safety & staff well-being
• PULSE 2
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Income GenerationIncome Generation• Further growth in research income
• Development income – crucial to continued growth
• More competitive approach to commercial income
• Maintaining diversity of income streams
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Your ideasYour ideas• Next stage of innovation to take the Strategy
forward• Innovation Awards – the big ideas for income
generation• Importance of everyday improvement and
opportunism• Vice-Chancellor’s Staff Surgeries –
opportunity for one-to-one dialogue
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University of Warwick TurnoverUniversity of Warwick Turnover((since foundation in 1964)since foundation in 1964)
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University of Warwick TurnoverUniversity of Warwick Turnover(including forecast growth from 2007)(including forecast growth from 2007)
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Why? Warwick as a Why? Warwick as a DemonstratorDemonstrator
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Warwick Warwick • An example of how to do something distinctive in
British HE
• Innovative/experimental
• Accelerated development
• Truly outward facing (global ambitions)
• Ultimate Point: A different funding model for Warwick
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Remember who the competition is!Remember who the competition is!California San Diego Duke
Johns Hopkins
UBC
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Thank YouThank You