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%