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UNIVERSITY OF CENTRAL LANCASHIRE STRATEGY 2015 – 2020
UNIVERSITY OF CENTRAL LANCASHIRESTRATEGY 2015 – 2020
Strategy 2015 - 2020
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The University of Central Lancashire (UCLan) began life back in 1828 as the Institution for the Diffusion of Knowledge, and ‘Ex solo ad solem’ or in translation ‘From the Earth to the Sun’ has been our motto since the very beginning. That’s because, whilst our name may have changed, our mission has not. Helping people with talent and a thirst for learning to make the most of their potential by benefiting from excellent higher education – whatever their background – is what UCLan is all about.
True to our mission, UCLan is amongst the leading universities for supporting people from under-represented groups to access higher education. In 2014, UCLan introduced a comprehensive range of Foundation Year entry programmes to further strengthen our commitment to being an accessible university.
UCLan is driven by its commitment to academic excellence, striving to ensure that our teaching and learning, research and knowledge exchange activities are all recognised as being of exceptional quality. The impact is perhaps best seen in the results of the independent audit into our research, carried out in 2014: all 16 subject areas in which our research was assessed were judged to contain ‘world leading’ quality.
UCLan has been a significant player in international higher education for many years. We have extensive franchise arrangements across
the world; our student body comprises of people from 120 different countries – all benefiting from our multi-cultural learning environment and opportunities to study in a different country; our staff actively collaborate with academic institutions overseas to further enhance their teaching and research; and we have an increasingly thriving campus in Cyprus delivering UCLan programmes and original research in a UCLan environment.
Whilst international in reach and outlook, UCLan proudly retains its roots in the City of Preston and the region. Looking forward to 2020, we will continue to be a large, financially stable university, powered by highly skilled and motivated staff; the first fruits of our £200million investment in the Preston campus will transform the University as a place to learn, work and do business; whilst UCLan’s commitment to high quality academic provision will be further strengthened by our prestigious undergraduate medical degree and expansion of our engineering delivery to help meet the growing demands of regional employers.
These are exciting times for a truly ambitious, entrepreneurial University to further develop and thrive. This brief document charts a pathway by which UCLan will climb into the top 50 universities in the UK by 2020.
UNIVERSITY OF CENTRAL LANCASHIRE –
STRATEGY 2015-2020
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OUR MISSION
We create positive change in our students, staff, business partners and wider communities, enabling them to develop their full potential by providing excellent higher education, innovation and research.
OUR STRATEGIC AIMS
The University will create an inspirational student experience, enabling people, irrespective of their backgrounds, to fulfil their potential, develop as global citizens and meet their life and career goals.
The University will be innovative and entrepreneurial in our approach to research and knowledge exchange in order to maximise our positive social, environmental and economic impact locally, nationally and globally.
The University operates in a global market place. Our activities, from our internationally focused research to our curriculum and study opportunities will be international in their outlook.
The University will continue to inspire positive change in organisations and people from all walks of life, enabling them to achieve their full potential.
We will further strengthen our financial stability, growing income from a diverse range of sources, so enabling continual reinvestment in our people and infrastructure.
OUR VALUES
• The pursuit of excellence in all that we do
• Equality of opportunity for all, supporting the rights and freedoms of our diverse community
• The advancement and protection of knowledge, freedom of speech and enquiry
• Supporting the health, safety and wellbeing of all
Strategy 2015 - 2020
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KEY
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TEN FACTS YOU NEED TO KNOW ABOUT UCLAN
1. With a student population of around 30,000, UCLan is consistently one of the top ten largest universities in England.
2. UCLan has the largest undergraduate research internship scheme of any university in the UK and was a founder member of the British Conference of Undergraduate Research.
3. In 2013/14, UCLan’s sector-leading International Travel Bursary enabled over 1,600 undergraduate students to add a global experience to their UCLan education.
4. UCLan is the UK’s top university for incubating start-up businesses that are still thriving after three years of trading. In the last five years we have helped over 1,000 students or graduates start a business or become self-employed.
5. UCLan is the UK’s leading provider of British Sign Language education. Over 60% of British Sign Language interpreters working in the UK have been taught on UCLan courses.
6. UCLan is the largest higher education provider of forensic science, policing and related subjects, in the world.
7. When UCLan launched its School of Dentistry in 2007, it was the UK’s first new dentistry school to be unveiled in more than a century.
8. UCLan is the only UK university to be working in partnership with NASA to capture the highest resolution images ever achieved of the Sun’s outer atmosphere.
9. A revolutionary technique developed by UCLan uses a 3-D printer to ‘print’ medicinal tablets, enabling medicines to be tailored to an individual patient’s needs.
10. In 2010, UCLan was one of the first universities in the UK to successfully enter the QS World University Rankings. QS awarded UCLan a 4-star rating in its 2015 audit.
Strategy 2015 - 2020
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Strategy 2015 - 2020
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STRATEGIC AIMThe University will create an inspirational student experience, enabling people, irrespective of their backgrounds, to fulfil their potential, develop as global citizens and meet their life and career goals.
WE WILL ACHIEVE:
• The highest quality, research-informed teaching and learning, across the full range of our portfolio
• An enhanced reputation for producing high-calibre graduates, with the right blend of skills and attitudes to succeed in their future careers
• A sustainable Foundation Year, offering a wide range of people access to life-changing opportunities across the full breadth of our subject areas
• A dynamic approach to ensuring our portfolio of courses and qualifications continues to reflect the changing needs of employers and market demands
• Best practice in our approach to student engagement, enabling us to exceed their expectations
WE WILL ACHIEVE THIS BY:
• Investing in all our staff to inspire and support our students using cutting-edge techniques and technologies in a first-class environment
• Engaging with employers to ensure that practical experience, skills and professional accreditation are embedded across all our programmes to help ensure our graduates secure high calibre jobs or set up their own successful businesses
• Continuing to listen to and engage with our Students’ Union and student body, adapting to meet their changing needs
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Strategy 2015 - 2020
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KPI 2020
Student satisfaction (National Student Survey) 86% (top quartile)
Retention 90% (top quartile)
Graduate level employment 75% (top quartile)
Total tariff points on entry (excluding Foundation Year ) 340
HOW WE WILL MEASURE PROGRESS:
Strategy 2015 - 2020
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STRATEGIC AIMThe University will be innovative and entrepreneurial in our approach to research and knowledge exchange in order to maximise our positive social, environmental and economic impact locally, nationally and globally.
WE WILL ACHIEVE:
• Enhanced recognition for the quality of our international and world-leading research, innovation and enterprise across an expanded range of disciplines
• A growing and vibrant community of academic innovators, nurturing postgraduate students and early-career researchers
• An increased number of high quality, results-driven relationships with public, private and third sector organisations
• Substantial funding from external sources to broaden and deepen our research and innovation and enterprise activities, maximising the resulting economic and social impact
• A dynamic, supportive and enterprising environment in which our students, graduates and staff can establish resilient businesses – an area in which we will continue to be sector-leaders
WE WILL ACHIEVE THIS BY:
• Strategically targeting investment to support our ambitious focus on high quality research and knowledge exchange
• Creating a culture and environment that attracts and retains excellent academic leaders, and in which high quality international collaborations can thrive
• Supporting and enabling our academic community to maximise the real-world impact of their activities
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Strategy 2015 - 2020
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KPI 2020
REF 2020, proportion of 3/4 * and submitted FTE 70% / 330 FTE
Postgraduate research students 1000
External research income £15 million
Engagement with business, public and third sectors £40 million
HOW WE WILL MEASURE PROGRESS:
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STRATEGIC AIM
The University operates in a global market place. Our activities, from our internationally focused research to our curriculum and study opportunities will be international in their outlook.
WE WILL ACHIEVE:• Increased numbers of international students at UCLan campuses,
experiencing excellent teaching and learning in a supportive environment designed to enable their success
• Strategic, high quality partnerships in targeted overseas locations, providing international students with access to cutting-edge UK higher education
• A reputation for graduates with an international outlook, wherever they study in their time with us, well equipped to succeed in the global job market
• Staff engagement with high quality organisations and institutions overseas to support our research and academic strategies
• An enhanced global reputation
WE WILL ACHIEVE THIS BY:• Delivering a range of attractive, accredited, competitive programmes
• Investing in the development of international partnerships and collaborations at both an individual and institutional level
• Enabling all UCLan students, wherever they are based, to have an international experience as part of their degree
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KPI 2020
International students in Preston 3000
Student enrolments overseas 5000
HOW WE WILL MEASURE PROGRESS:
Strategy 2015 - 2020
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STRATEGIC AIMThe University will continue to inspire positive change in organisations and people from all walks of life, to enable them to achieve their full potential.
WE WILL ACHIEVE:• A reputation for attracting and retaining talented students, whatever
their background, to embrace a life-changing university experience in a supportive environment - whether that’s at a UCLan campus or studying a UCLan programme with one of our partners
• Deep-rooted engagement between our University and the wider communities of Preston, Lancashire and the North West, encouraging the sharing of ideas, knowledge and the spark of learning
• A vibrant and integrated community based on mutual respect and inclusivity where all staff, students and those with whom we engage feel empowered to succeed
• A reputation for socially responsible graduates who become valued members and leaders of their communities
• A universal sense of pride in our University amongst our students, staff and alumni
WE WILL ACHIEVE THIS BY:• Continuing our extensive outreach programme, from engagement
with schools and colleges about educational opportunity to community events where we celebrate knowledge and learning
• Providing a flexible, supportive environment, enabling students and staff from all backgrounds to thrive
• Being an open and accessible University, embracing the world beyond our campus
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KPI 2020
Brand recognition – spontaneous awareness Greater than 30%
Increased engagement with University events 30% increase in attendance figures
HOW WE WILL MEASURE PROGRESS:
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STRATEGIC AIM
We will further strengthen our financial stability, growing income from a diverse range of sources, so enabling continual reinvestment in our people and infrastructure.
WE WILL ACHIEVE:
• Continued long-term financial stability
• Transformational change of the Preston campus to provide an enhanced environment for the highest quality teaching, learning, research and knowledge exchange underpinned by a commitment to environmental sustainability
• A highly skilled, motivated and valued staffing base, working together to achieve the University’s strategic aims
• A technologically advanced learning and working environment, designed to enhance student success and staff effectiveness
• A healthy university committed to the physical and mental wellbeing of its students and staff
WE WILL ACHIEVE THIS BY:
• Demanding efficiency and effectiveness across our operations, underpinned by robust governance that is at every level robust, transparent and accountable and an appropriately managed approach to risk
• Delivering the first phase of our £200m+ investment in the Preston campus, including buildings, green spaces, class-leading technologies and infrastructure
• A transformative people plan, enhancing existing skills, recruiting new staff and creating a culture of success
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KPI 2020
Financial operating surplus Greater or equal to 5% of teaching related income
Estates Master Plan Stage 1 completion
Staff engagement (I feel proud to work for UCLan) Target 85%
HOW WE WILL MEASURE PROGRESS:
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KEY PERFORMANCE INDICATORS AND TARGETS
KPI 2020
Student satisfaction (National Student Survey) 86% (top quartile)
Retention 90% (top quartile)
Graduate level employment 75% (top quartile)
Total tariff points on entry (excluding Foundation Year) 340
REF 2020, proportion of 3/4 * and submitted FTE 70% / 330 FTE
Postgraduate research students 1000
External research income £15 million
Engagement with business, public and third sectors £40 million
International students in Preston 3000
Student enrolments overseas 5000
Brand recognition - spontaneous awareness Greater than 30%
Increased engagement with University events 30% increase in attendance figures
Financial operating surplus Greater or equal to 5% of teaching related income
Estates Master Plan Stage 1 completion
Staff engagement (I feel proud to work for UCLan) Target 85%
The KPIs and targets are subject to annual review and when benchmarks change or other factors impact on the University the targets will be adapted appropriately.
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Strategy 2015 - 2020
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University of Central Lancashire
Preston
PR1 2HE
01772 [email protected]
uclan.ac.uk
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