New Strategic Plan for 2009-2015:
Presentation by the Vice-Chancellor
24th July 2009
Background to Strategic Planning
Process
Strategic Planning Framework
The financial and political background has changed radically Whatever the outcome of the next election we can expect a
squeeze on Government spending and an increased emphasis on the economic and social impact of higher education
Higher Education has become increasingly globalised Impending introduction of Research Excellence Framework
and likelihood that research funding will become more concentrated in centres of excellence
New challenges posed by climate change and increased energy costs
Although Lancaster’s financial position is strong, we will need to look to non-government sources of funding if we are to continue achieving growth
Why produce a new Strategic Plan now?
July 2008 – Presentation by Professor David Eastwood (the then head of HEFCE) to Council members on strategic issues in the UK H.E. sector
January 2009 - Three day strategic planning workshop attended by members of the Academic Planning Committee and a range of other members of the University from key areas. Presentations available to all staff: Governance and Planning website
March 2009 – APC considers initial draft plan (produced by small group chaired by the VC)
April/May 2009 – Amended draft plan considered by the Senate and the Council
June 2009 – Final proposed version approved by the Council September 2009 – Published version ready for circulation
Timeline for production of new Strategic Plan
There should be a focus on identifying the University’s strategic objectives rather than describing its organisational and governance structures
The promotion and external identity of the University has an important role to play in the achievement of its strategic objectives
There should be clearer and more effective processes for implementing agreed policies
Guiding principles
Improved data management systems and processes are required to support strategic decision making
Effective performance management and staff development is essential
The key driver for the content of the plan should be an ambition for Lancaster to be recognised as one of the top 100 universities in the world
Guiding principles (cont)
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
Belfast19
Southampton 40) Liverpool 18Based on positions in the Guardian, Independent, Sunday Times and Times League Tables (1st = 40pts, 40th = 1pt for each table)
Structure of Plan
ForewordCatalysts and DriversLancaster 2015Mission / Beliefs and Values / Our Graduates
Strategic Planning Framework
Introduction
International Research and Impact Teaching People Lancaster Experience Income Generation, Productivity and
Financial Sustainability Responsive Services and Integrated
Processes
Strategic objectives
Key Challenges Key Performance Indicators Turning Ideas into Action
Measurement of success
Summary of strategic objectives
International:
◦ To be seen as a world player in terms of the research we do, the students we teach, and the global problems to which we contribute ideas and solutions
Research and Impact:
◦ Continue to perform research that is highly respected by peers and has a significant impact on society through benefits to business and influence on public policy
◦ Maintain a thriving research community that recognises the importance of developing new researchers and provides the support to allow our staff to achieve their maximum research potential
Teaching:
◦ Maintain stimulating programmes delivered to the highest standards, and improve the employability of our students in national and international job markets
People:
◦ Increased emphasis on the employability of our students and on the professional development of our staff
◦ Foster a culture of continuous improvement and respect for all, rewarding initiative, performance and creativity
The Lancaster Experience:
◦ Develop further an open and sustainable campus with contemporary design that meets the highest environmental standards
◦ Provide highly appealing and sociable places for living and working and promote a strong sense of community, taking full advantage of our distinctive collegiate structure
Income generation, productivity and financial sustainabilility:
◦ Build on our successful financial management and meet the challenges posed by a more difficult economic environment through integrated financial and academic planning and by achieving gains in productivity
Responsive Services and Integrated Processes:
◦ As a result of the growth of the University, the current economic environment and the ever-increasing expectations of staff and students we need to redouble our efforts to deliver fully integrated administrative processes that are recognised for quality, innovation, responsiveness and efficiency
Key Challenges
Commit to Sustainable Internationalisation
Indicator
Enhance our reputation and esteem Top 100 in the worldIncrease the number of international students at Lancaster
50% increase
Implement new off-shore programmes
A third of the Lancaster’s total student population registered overseas
Increase Research Excellence Indicator
Increase research income 20% increase in income from research grants
Demonstrate research impact Lancaster in the world top 100 for citation rate
Increase post-graduate research student numbers and the quality of the graduate school experience
PGRs 10% of Lancaster’s total student population
Engagement with Students Indicator
Maintain a high level of satisfaction with teaching and the teaching environment
Top 10 NSS
Inform priorities through understanding the diversity of needs from all categories of student
Lancaster surveys of post-graduates and undergraduates
Improve our ranking for students in graduate track jobs
Top 40 in England
Engagement with Staff Indicator
Attract and retain high quality staff
Increase the number of world-leading researchers
100% increase in highly cited and recognised researchers
Offer modern and flexible working conditions and practices
Leading edge policies in place
Financial Sustainability Indicator
Deliver consistent financial targets as per strategy
5% surplus
Enhance the effective use of assets Space Utilisation rate at 40%
Improve the balance of resources set aside for repairs and maintenance and capital expenditure
Maintenance spending at 1.8% of insured value
Improved Systems Indicator
Invest in quality communication
Improve data management systems and their uptake
Stakeholder feedback
Execute a successful campaign for Lancaster’s Jubile
£40m raised
02/03 03/04 04/05 05/06 06/07 07/08 2015 target0
500
1000
1500
2000
2500
3000
3500
Total Overseas Student ftes
All Universities (median)Lancaster94 Group (median)Russell Group (median)
02/03 03/04 04/05 05/06 06/07 07/08 14/15 target
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
Total Income from research grants & contracts (000)
All Universities (median)Lancaster94 Group (median)Russell Group (median)
02/03 03/04 04/05 05/06 06/07 07/08 2015 target0%
2%
4%
6%
8%
10%
12%
Proportion of PGR students
All UniversitiesLancaster94 GroupRussell Group
2006 2007 2008 2015 target0
20
40
60
80
100
120
Employment Ranking
Lancaster94 Group (median)Russell Group (median)
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
INCOME AND EXPENDITURE
2008/09 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%