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FASS Strategy 2010-2015
Tony McEnery
The Principal Challenge
Centre
Small Central Admin
Validation
Finance, UG
admissions, PG
admissions
ASS, DELC, E&CW, Educational Research, History, IAS, Law, LICA,
Linguistics, MFCS, Philosophy, Politics, Public Arts, Religious Studies, Ruskin
Centre, Sociology (16 Operating Units)
Problems
• Getting processes right n times rather than
once
• Enormous data collection and
management overhead
• Unproductive boundary disputes/overlaps
The Changing Face of FASS
Centre
Larger Central Admin
Validation
Finance, PG
admissions
UG admissions
ASS, DELC, E&CW, Educational Research, History, IAS, Law, LICA,
Linguistics, MFCS, Philosophy, Politics, Public Arts, Religious Studies, Ruskin
Centre, PPR, Sociology (11 Operating Units)
A Possible Major Obstacle –
Departmental Strategies
• Our overall approach – matrix based
delivery
• But what if Departments do not wish to
follow the plan?
• We undertook a compatibility check.
• Departments asked for their strategy in
light of the University SP.
• Our goal in doing this, either to i.) identify
gaps to close or ii.) gain a certain degree
of comfort!
Total
Sum
Depts
1 INTERNATIONAL
a We will continue to develop an international mindset as the cultural norm at Lancaster. 1
b We will continue to develop research partnerships with top-ranked global institutions. 3
c We will continue to develop teaching partnerships. 1
d We will develop closer partnerships with government and business both at home and overseas. 2 15
e We will enhance the international intellectual environment of Lancaster. 4
We will, drawing on our expertise, enhance our contribution to the discussion and resolution of
f global issues. 4
2 RESEARCH AND IMPACT
a We will ensure that our research portfolio is world class and sustainable across all our disciplines. 12
b We will maximize the impact of the research. 12
c We will encourage interdisciplinary approaches to major global issues. 8
d We aim to be a University of choice for early career staff and postgraduate research students. 10 58
e We will provide a world class research environment. 8
We aim to be productive partners in research for other universities, research based institutions
f and business. 8
3 TEACHING
a We will recruit students with increasingly higher levels of entry qualifications. 7
b We will provide innovative and challenging programmes. 12
c We will provide our students with highly enthusiastic and knowledgeable staff. 4
d We will continue to develop an outstanding learning environment. 8 47
e We will broaden the horizons of our students. 8
We will produce graduates whose skills and knowledge are sought after in the national and
f international job markets. 8
4 PEOPLE
a We will enhance the employability of our students. 8
b We will promote personal and professional development of our staff. 6
c We will create a performance-based culture. 3
31
d We will provide an ethical environment. 8
e We will sustain a healthy and safe place to study or work. 4
f We will support a life-long association with the University for graduates and staff. 2
5 LANCASTER EXPERIENCE
a We will develop our attractive, open, green and sustainable campus. 1
b We will provide highly appealing and sociable living and working spaces. 2
c We will maintain and promote a strong sense of community. 5
18
d We will promote multi-culturalism and internationalism. 1
e We will foster an innovative culture. 5
f We aim to provide a stimulating and challenging intellectual environment. 4
6 INCOME GENERATION, PRODUCTIVITY AND FINANCIAL SUSTAINABILITY
a We will continue to deliver income growth ahead of inflation. 10
b We will ensure that growth is sustainable. 5
c We will deliver greater productivity gains. 3
18
d We will integrate financial and non-financial objectives. 0
e We will generate the cash required to support our growth plans and our capital expenditure programme. 0
f We will improve our underlying credit strength. 0
7 RESPONSIVE SERVICES AND INTEGRATED PROCESSES
a We will ensure that we have a good understanding of the needs of both staff and students. 3
b We will establish clear priorities for improvements to services and processes. 3
c We will implement integrated, effective and efficient services that meet the needs of staff and students. 2
17
d We will ensure that processes are supported by effective deployment of technology. 2
e We will continue to develop organisational structures that help promote joined up thinking in delivery of services and processes. 3
f We will establish clear service standards and monitor our progress against them. 4
What Issues did this Process Raise That Needed
Action above the Departmental Level?
• International – a general problem
• Research – uneven distribution of expertise in grant capture
• PG – uneven distribution of expertise in the recruitment of
PGs
• Employability – uneven distribution of expertise in
encouraging the development of graduates well prepared for
the job market
• Marketing – while some of the hopes for marketing may be
ill-founded, there are certainly some issues that need
resolving, but the resolution is unlikely to be cheap
• These have informed the new faculty strategic plan which
comes into effect this month and will run until the end of
2014/15
Faculty Cross-Cutting
Supporting Actions
• Internationalisation – to develop an international strategy that
enhances the role that FASS has to play in the University’s
internationalisation strategy and to progressively increase
international activities at all levels in the Faculty.
• Research – to enhance our research performance and improve our
grant capture performance.
• Postgraduate – to develop structures and policies that will lead to a
significant and sustained uplift in Faculty PG numbers.
• Employability – to ensure that graduate employability in the
institution as a whole and in FASS in particular is improved by the
services provided by and the policies pursued by the Faculty.
• Marketing – to ensure that the external promotion of the Faculty and
its activities ensure that the supporting actions above are enabled.
Rest of Talk
• Focus on main objectives 1 – 4
• Within each show the action arising from
the Faculty Strategic Plan
• Focus in on one of those actions and
discuss its associated KPIs
• Focus in further on one KPI and explore
the background to it and the issues
associated with it in some detail
• I will finish with three wishes
University Objectives: International
We will increase the number of overseas students to the Faculty by:
– Continuing to develop innovative course and degree scheme delivery to ensure that we
access as wide a pool of potential postgraduates as possible.
– Enhancing the employment prospects of FASS postgraduates (see objectives 4a i and ii
for details).
We will develop a sustainable number of strategic teaching and research
partnerships with selected international institutions by:
– Developing funded research collaborations with comparable excellent institutions.
– Maintaining a research strategy that emphasises the engagement of international teams
of researchers with globally significant issues.
We will continue to provide an international experience for our students by:
– Providing more students with innovative modes of delivery, e.g. short-stay study-abroad
visits.
– Enhancing the international ambience of the Lancaster campus by inviting and hosting
foreign scholars and students.
– Providing extra-mural language training across campus.
KPIs
• Key Performance Indicator 1: Increase in the
number of study-abroad placements for undergraduate
and postgraduate students (Measures progress
against i).
• Key Performance Indicator2: Increase the number
of academic visitors to the Faculty from partner
institutions (Measures progress against ii).
• Key Performance Indicator 3: A 400% increase in
the annual number of students enrolled on extra-mural
language courses by the end of the plan, measured
relative to the last year in which ‘Languages for All’
ran.
Where do we start from?
600
500
400
2006-07
300
2007-08
2008-09
200
100 2008-09
2007-08
0
Total 2006-07
In
Out
How do we Improve?
• Deputy VC chairing a group to consider
this
• Flexible offers
• Short courses
• Courses with relevance to degree scheme
• Low cost/reasonable cost offers
Issues
• Our students
• The likelihood that students will have to
pay for this
• The likelihood that doing this may interfere
with students taking jobs
• Our main overseas partners that we work
with
University Objectives: Research
and Impact
We will continue to produce published work of the highest academic standards and maximum impact by:
• Increasing the proportion of our research that is of the highest level of excellence.
• Seeking to ensure that research-active staff have sufficient time to effectively pursue their research goals.
• Achieving the highest-possible profile with stakeholder groups not only through publication but also through, for
example, working within learned societies, media appearances, increased web-presence, engagement with policy
makers as well as engagement with the local business community.
• Maximising the impact of our research through the transfer of knowledge to relevant academic and non-academic
stakeholders.
We will continue to pursue opportunities for external research grant funding by:
• Working closely with all Faculties, the University and external partners to identify new opportunities for research funding.
• Identifying and encouraging new mechanisms of research activity across FASS which will help us respond quickly to
funding initiatives.
• Supporting and facilitating academic staff to submit carefully prepared and peer-reviewed research proposals for funding
from as wide a range of sources as possible.
• Encouraging applications for research council funded research projects.
We will maximise the number of postgraduate research students of the highest quality and supervise their studies
through to prompt submission and completion by:
• Attracting larger numbers of high-quality PGR students.
• Encouraging and supporting participation in the Faculty’s Research Training Programme by all PGR students.
• A relative increase in opportunities to undertake part or wholly funded postgraduate research.
• Developing a timely completion culture across the Faculty.
KPIs
• Key Performance Indicator 1: To increase the
number of cross-disciplinary and cross-
institutional external grant bids (Measures
progress against i).
• Key Performance Indicator 2: improvement in
University ranking in ESRC and AHRC award
tables (Measures progress against ii and iv).
• Key Performance Indicator3: Increase in the
number of external grant applications by
department as shown from pFACT (Measures
progress against iii).
Where do we Start From?
Submissions by month 2007-08 Submissions by month 2008-09
2007-08 No. submissions Amount requested 2008-09 No. submissions Amount requested Variance
August 8 £ 382,999.00 August 6 £ 1,161,452.00 £ 778,453.00
September 6 £ 602,701.00 September 13 £ 2,299,482.00 £ 1,696,781.00
October 13 £ 757,724.00 October 20 £ 347,522.00 £ 410,202.00
November 10 £ 1,517,859.00 November 16 £ 2,750,235.00 £ 1,232,376.00
December 7 £ 363,799.00 December 15 £ 1,933,274.00 £ 1,569,475.00
January 13 £ 990,953.00 January 14 £ 2,919,121.00 £ 1,928,168.00
February 12 £ 1,271,940.00 February 12 £ 2,175,443.00 £ 903,503.00
March^ 13 £ 1,540,169.00 March 23 £ 3,814,340.00 £ 2,274,171.00
April~ 27 £ 1,991,302.00 April 13 £ 1,383,162.00 -£ 608,140.00
May 12 £ 2,068,049.00 May 12 £ 956,665.00 -£ 1,111,384.00
June 9 £ 2,623,470.00 June 13 £ 1,518,096.00 -£ 1,105,374.00
July 9 £ 977,806.00 July 11 £ 900,067.00 -£ 77,739.00
FASS Total 139 £ 15,088,771.00 FASS Total 168 £ 22,158,859.00 £ 7,070,088.00
How do we Improve?
• Grant writing training
• Internal peer review
• Better information dissemination
• Removing disincentives to applying
Issues
• Research council budgets
• The arms race – we have played catch up
to this point, we need to shift into playing
get ahead
• This will be a long haul
University Objectives: Teaching
We will increase the quality of the undergraduate intake within the Faculty by:
• Continuously improving the quality of the UG intake.
We will continue to provide innovative and intellectually stimulating teaching programmes at the
undergraduate and postgraduate level by:
• The recruitment of excellent teachers and world-class researchers.
• Ensuring that all modules are attractive and taught to the highest standard.
• Continuing to support the close association between current research interests and curriculum design, so that
learning and teaching remain innovative, topical and exciting for both students and staff.
We will continue to develop an outstanding learning environment by:
• Maximising the appropriate use of up-to-date IT resources to encourage students’ independent learning.
• Making use of a range of different teaching and learning methods drawing on group work, evaluation of
students' own practice, self-directed study units and variety in assessment practices.
We will further enhance the promotion of postgraduate taught programmes and attract increasing numbers of
postgraduate taught students by:
• Undertaking reviews of postgraduate taught programmes in all FASS departments to ensure that our
postgraduate taught courses are attracting as wide a range of high quality candidates as possible.
• Producing effective marketing materials.
• Working to access and provide scholarship and studentship opportunities for PGT students.
KPIs
• Key Performance Indicator: year on year
increase in Faculty mean A-level
Score/UCAS Tariff score to 2015 when
final goals should be met, by the end of
this strategic plan, of i.) 80%+ of FASS
students being recruited at ABB+; ii.)
60%+ of FASS students being recruited at
AAB+ and iii.) 30%+ of FASS students
being recruited at AAA+ (Measures
progress against i).
Where do we Start From?
Average A level
Rank Department points
1 Management Science 28.67
2 Accounting and Finance 26.68
3 Management School UG Office 26.61
4 English and Creative Writing 26.55
5 Marketing 26.39
6 Law 26.23
7 Psychology 26.22
8 Mathematics and Statistics 26.05
9 Economics 25.85
10 Organisation, Work and Technology 25.50
11 Linguistics and English Language 25.42
12 History 25.08
13 Geography 24.88
University 24.88
Average A level
Rank Department points
1 (+3) English and Creative Writing 27.73
2 (+6) Mathematics and Statistics 26.94
3 (+6) Economics 26.24
4 (+7) Linguistics and English Language 26.16
5 (--) Marketing 26.14
6 (-3) Management School UG Office 26.11
7 (+9) Physics 25.94
8 (-1) Psychology 25.83
9 (-3) Law 25.30
10 (+2) History 25.29
11 (+4) European Languages and Cultures 25.11
University 25.18
Departmental distribution of 2009-10 full time undergraduate entrants with AAA –AAB
6
5
4
FASS
3 FAST
LUMS
2
1
0
2007 2008 2009
Issues
• A long haul – stability in planning a key
• Departments need reassurance that they
will not be penalised irrationally for taking
risks
• Shifting up the A-level score table takes
time, commitment and planning
• We need to be realistic about who can
recruit at what levels, both in terms of
volume and quality
Three Wishes
• Fee Waivers – let’s set up a system to
licence and regulate forgoing income.
Paying ourselves is a self defeating action.
• The free market in UG courses – is it the
best idea?
• Cross University research initiatives – why
don’t we plan and fund these?
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