About Warwick:Jon F Baldwin, Registrar

1. History2. Higher Education3. Position in the Sector4. Funding5. Aims & Values6. Students & Learning7. Management Structure

History

1965 – Warwick’s Origins

• Concept raised during WW2

• 1960 – University Promotion Committee

• 1961 – Government approval

• 1963 – Jack Butterworth appointed

• 1964 – First graduate students

• 1965 – First undergraduates

Now and ThenThen Now

Undergraduates 340 11,315

Postgraduates 96 7,047

Academic Staff 61 1,128

Applications for UG Places

Approx. 4,000 30,486

Size of campus 170 hectares 290 hectares

On campus accommodation

None Over 5700 rooms

Academic Departments 10 30

Research Centres 1 50

Income £43.7 million (at today’s prices)

£331 m

Development• 1967 Warwick Business School• 1974 Arts Centre• 1979 Coventry College of Education• 1980 Warwick Manufacturing Group• 1980 First Conference Centre - Arden• 1984 Science Park• 2000 Warwick Medical School• 2004 Warwick HRI• 2004 Birmingham Office• 2004 London Office• 2005 NHS Institute for Innovation & Improvement• 2007 launch of IGGY• 2007 Birmingham Science City• 2008 Digital Laboratory• 2008 Institute of Advanced Studies

Higher Education

• 168 HE Institutions

• Over 2 million students in higher education

• Growth in PG and part-time numbers greater than than UG and full-time numbers

• Attract significant and growing numbers of overseas students (43% growth since 1994/5)

UK Universities: The Sector

Chart shows the HEFCE figures on the millions of students in further education in the UK by year.

• Increased research selectivity • Variable Fees• Widening Participation• Flexible course provision• Increased collaboration with business &

industry• Effective leadership and management • Accountability

The Political Agenda

Position in the Sector

“In barely 40 years, Warwick has established itself as a leading alternative to Oxford and Cambridge. It recruits some of the brightest students who are taught by staff often working at the cutting edge of their subjects”

Sunday Times, September 2006

•Consistently ranked in the top 10 of UK university league tables•1st in the Midlands in the Guardian and the Independent•4th in the Guardian 2009 rankings•Ranked 7th in the Research Assessment Exercise 2008 for research excellence

Business & Industry

• Science Park has 58 companies and 1,250 staff

• 3 Training and Conference centres

• Warwick Ventures – over 30 spin outs

• Technology Transfer – WMG

• Research Centres – HRC, Centre for Involvement, CAPITAL Centre

Community Impact• Knowledge Transfer• Education

– Open Studies/ Lifelong Learning/ Hillfields Centre/One Word Week

• Social Support– Warwick Volunteers/ Outreach

work/ Canley Regeneration

• Social Facilities– Sports Centre/ Tennis Centre/

Arts Centre

Regional Impact

• One of the largest employers in Coventry and Warwickshire

• Devolved funding

• Birmingham Office

• Coventry Partnership

• Economic impact

• Skilled graduates

Development & Alumni

• Established Warwick Graduates’ Association in 1987

• Launched Telephone Campaign in 1997 and hit £3 million mark in 2008

• Have granted more than £2 million in scholarships to past and current students

• ‘Alumni Weekend’ for alumni and their families June 2009

International Impact

• 4,086 overseas students on campus

• 143 nationalities in the student body

• Teaching partnerships – WMG/WBS

• International Collaborations: Boston, JNU, Vanderbilt

• Increased student mobility: over 30 exchange agreements worldwide

• Globalisation of Higher Education

Funding

UK Universities: Funding

• The majority now receive less than 50% of income from the Funding Councils

• Public funding of research located in a small number of universities

• Unit of resource declined steadily over the last two decades

• Sector has seen a general decline in financial security

Students & Funding

Funding Council Grants, £86m

Academic Fees & Support Grants (excl

Overseas Fees), £60m

Overseas Fees, £40m

Research Grants & Contracts, £62m

Endowment Income, Investment Income &

Interest Receivable, £4m

Residences, Catering & Conferences, £28m

Other Services Rendered, £8m

Retail Operations, £27m

Post-Experience Centres, £12m

Other Income, £23m

University Income 2007/08: £350m

29.3%30.7%33.8% 28.6% 27.4% 27.0% 26.7% 26.4% 26.1% 25.1% 23.3% 24.8% 25.6% 24.4% 22.8% 21.6% 20.7% 19.8%

66.2% 69.3% 70.7%71.4%

72.6% 73.0% 73.3%73.6%

73.9%

74.9%

76.7%

75.2%74.4%

75.6%77.2%

78.4%79.3%

80.2%

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1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09(forecast)

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£m

Public Turnover Private Turnover

Comparison of Public & Private Turnover

Warwick response to economic downturn

• Maximising income• Savings and efficiencies• Look for new opportunities• Creative thinking and new ideas: ‘Innovation

Fund’• Commitment to strategic priorities• Support for local businesses• ‘Job-seeking in the recession’ guidance for

graduates

Our Aims & Values

“The Warwick Way”

• Ambitious

• Entrepreneurial flair

• Speedy decisions

• Risk taking

• Remedial action

• “tight but loose”

‘50 by 50’ - Delivering the Strategy• Become an undisputed world leader in research

and scholarship• Sustain an exceptional teaching and learning

environment• Build on reputation as an international portal• Enhance the University’s reputation with

stakeholders in the UK• Generate more income• Supporting our strategic goals –

– Improving the campus community– A fast, innovative culture– A socially responsible campus

Students & Learning

• Faculties of Art, Science,

Social Studies and Medicine• Dynamic and evolving curricula• URSS • Warwick Skills and Career

Management certificates• 64% of first degree graduates

went directly into work in 2006

directly into work, 35% into further study

Quality Education

Learning Environment

• One stop shop” at University House• Learning Grid• Award winning Careers Service• New residences• Warwick Blogs• Online enrolment and module registration• Award-winning Student Newspaper and

Radio Station• New Students’ Union building 2009/10

Response to Variable Fees• Continue to develop alternative forms of

income• Enhance the fundraising and development

capacity• Establish an endowment for the next

generation• Charge fees at allowable rates from 2006• Develop further financial aid possibilities• Improve retention

Management Structure• Management is holistic• “Can do” culture: dynamism becomes self-

fulfilling• Appointments – never settling for second best • Respect for colleagues • Increasing focus on relationship between

administration, academy and other university departments

• Never forget it’s about excelling in teaching and research

Any questions?