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The Modernisation Agenda of the UniversitiesStrathclyde University – A Case Study
Dr Peter W A West
Chief Operating Officer
University of Strathclyde
Anderson’s Institution
Founded in 1796 by John Anderson
Granted Royal Charter 1964
The University of Strathclyde
‘...a place of useful learning...’
3rd largest university in Scotland
One of largest providers of postgraduate education in UK
Cutting edge of education (Europe’s first interactive classroom 1997)
Annual income £200M
‘The Place of Useful Learning’ Strathclyde is ranked in the top 10 of Businesses’ favourite Universities in the UK, according to a report by Imperial College Business School (2009)
In excess of 160 patents and licence agreements which have generated more than £42m in royalty income over a 25 year period
Generated over 45 spin-out companies to date
Engaging with businesses through Knowledge Transfer Partnerships with 21 current projects. Strathclyde is top in Scotland for the uptake of KTPs, and 9th in the UK
The University has supported students and alumni to start 47 new companies in the last four years
Problems for the University
League table position Peaks of Excellence, troughs of under-performance Poor Infrastructure Research Assessment Exercise Weak Brand - problem of differentiation First choice Engineering/Business/Science/Law:
Second choice Arts, Social Sciences, Education
Excellence Agenda‘A Place where only the best are good
enough to work and study.’
2007-2009 Excellence Reviews closure merger investment
March 2009 Engineering Principal (Rector)
Education/Social Sciences Merger
Appointed Vice-Rectors and Deans
Early Retirement/voluntary severance - £12m saved
Restructuring of Professional Services
2008-2009 Holistic Reviews MarketingAppointmentsStudent RecruitmentPurchasing
2009 Professional Services ReviewPartnership WorkingHolistic approachChanged role of Vice-Rectors13 Directors down to 8
2009/10 New Directors’ BriefRestructuring, save 10%
Decision Making
Executive Team established
Strategic Committees – Staff; Estates; Information Strategy; Research & Knowledge Exchange
Professional Officers Empowered
Executive/Non Executive distinction clarified
Progress
Investment in new research lectureship Rapidly rising research income Estates investment of £300m agreed AFRC and Scottish & Southern Energy Partnerships National Research Centre for Sustainable Energy Rebranded as ‘Modern Technological University’
A Technological University: Scotland’s ‘MIT’