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					   Welcome to
Newcastle University
Welcome and Introduction
   to the Programme
            Helen Doyle
    Staff Development Manager
Programme

•   Welcome and Introduction
•   Vision and Mission
•   Where are we now
•   Coffee
•   Organisation, Structure and Governance or Who Runs
    Your University?
•   Who‟s Who at Newcastle University
•   Human Resources at Newcastle University
•   Staff Development Opportunities
•   Professional Association/Trade Union Representation
•   Lunch – Close
•   Tour of campus (optional)
Questions to answer


1 What is the University‟s core business?
2 Who are its key senior people?
3 How is the University organised and governed?
4 What are the University‟s policies on
  employment-related matters?
5 What opportunities will be available to you for
  development and training?
  Vision 2021
and the way ahead


      Professor Chris Brink
         Vice-Chancellor
               27.07.2011


http://www.ncl.ac.uk/documents/vision2021.pdf




                                                5
Vision


Our vision is of Newcastle as a civic university with
 a global reputation for academic excellence




                                                    6
Mission


• To be a world-class research-intensive
  university
• To deliver teaching and facilitate learning   Core Functions
  of the highest quality                        • Research
                                                • Teaching
• To play a leading role in the economic,       • Engagement

  social and cultural development of the
  North East of England




                                                               7
Institutional Objectives


• Top 20 in the UK for research quality and power
• Student satisfaction ratings of 90% or better in all subject
  areas
• Focus on selected societal challenge themes
• A significant international profile
• Financial and environmental sustainability




                                                             8
   A World-class Civic University
                           Science,      Humanities
              Medical    Agriculture &    & Social
Blue Skies    Sciences   Engineering      Sciences

(Faculties)

                                                       Ageing & Health




                                                       Sustainability




                                                       Social Renewal




                            Real World (Societal Challenge Themes )
                                                                        9
The new world: From Sept 2012

• Students pay for practically the entirety of their teaching.
  The state may, in some areas, contribute a top-up
• (New) 65,000 places for students with A-levels at AAB or
  better, and 20,000 places for widening participation
  students, are off-quota
• “Flat-cash” settlement on research masks real-term,
  infrastructural and other cutbacks
• Funding:
   – Our HEFCE direct grant will decline from ±33% of income to ±20% of
     income
   – Our overall state funding will decline from ±46% of income to ±34%
     of income
   – Student tuition fees will rise from ±27% of income to ±40% of income
So…



• 40% of the salary of every staff member will be
  paid directly by the students‟ tuition fees
• In an increasingly competitive free-market HE
  system
3 Questions


 • What is our fee-charging structure?
    – Decided on a flat fee of £9K p.a.
 • What does Newcastle University offer
   prospective students for that fee? (I.e: What is   Project
   the deal?)                                         2012
 • How do we deliver on what we promised?
Starting Point: Reiterate what we believe in

• NU as a world-class civic university
    – Research-intensive
    – Deliver teaching and facilitate learning of the highest quality
    – Engaged with civil society
•   One University
•   Broad academic base
•   Parity of esteem between research and teaching
•   Education for life
  Conclusion

We start from a good base:

   –   Healthy financial position
   –   Still recruiting staff
   –   Strong academic reputation
   –   Great student experience in a great city
   –   Good employability record
   –   International footprint


But there is a lot of work to do!
 Thank you,
and welcome
Newcastle University


  Where are we?

 Rebecca Walker
 Planning Office
Newcastle University
        Growth of Student Population

20000




15000




10000




5000




   0
Newcastle University Population 2010/11


         Science,
       Agriculture &
       Engineering -
          6,055




                              Humanities, Arts
                                 & Social
                                Sciences -
                                 10,282




          Medical
      Sciences - 4,119
                   Student Population (2010/11)

Student Population Total 20,456




                                            International/Non EU,
                                                  3946, 19%




       Home/EU,
      16510, 81%
                    Student Population (2010/11)

Student Population Total 20,456




                                               Part Time, 1602, 8%


Full Time, 18854,
       92%
               Student Population (2010/11)
Student Population Total 20,456



                                               Post Graduate -
                                              Taught, 3916, 19%




                                               Post Graduate -
                                              Research, 1828, 9%
      Under Graduate,
        14712, 72%
         Regional Origin



                      Full Time UK Undergraduates,

                      Regional Recruitment
Fewest




Most                  Approx 25% local

                      75% reflect national
                      demographic distribution


                            At the moment!
                   International Students
In 2010/11, students have come to Newcastle University from 135
Countries.

The top twenty countries account for 74% of the non UK total :
                        Nationality       Count           %
                   Chinese                        1,552    25%
                   Malaysian                        338     6%
                   Indian                           315     5%
                   Nigerian                         264     4%
                   Greek                            234     4%
                   Irish                            215     4%
                   Singaporean                      202     3%
                   Saudi Arabian                    175     3%
                   German                           167     3%
                   Cypriot                          148     2%
                   American                         122     2%
                   French                           118     2%
                   Spanish                           87     1%
                   Libyan                            87     1%
                   Taiwanese                         86     1%
                   Hong Kong                         83     1%
                   Lithuanian                        81     1%
                   Iranian                           75     1%
                   Thai                              75     1%
                   Polish                            72     1%
     To be a
   World Class
Research Intensive
    University
To be a World Class Research Intensive University

  Objective - Top 20 in the UK for research quality and power


                   Target                    Current Position

                   Top 20                             Research Power =
   17
                                                      Research Quality =
   27

                   >£44k Research income              £42.1k in 2009-10
            Per Academic

                    85% of Staff to be submittable    78.5% in 2008
            to REF
           (Research Excellence Framework)


                   8 Patents awarded per year         3 patents granted
                                            and 22 filed in 2009-10
To be a World Class Research Intensive University

                                 Newcastle - % 3*+4*

                   100


                   90


                   80


                   70
  % 3* plus % 4*




                   60


                   50


                   40


                   30


                   20


                   10


                    0
                                        Various UoAs



We submitted in 38 UoAs. In 26 of these 50% or more of the research rated
internationally excellent or world leading
To be a World Class Research Intensive University
We have 5 UoAs in the top 5 for that UoA in the UK:
  UoA 2 – Cancer Studies
           UoA 5 – Other Lab. Based Clinical Studies
                      UoA 27 – Civil Engineering
                                  UoA 31 – Town and Country Planning
                                              UoA 63 – Art and Design
Other Strong Performers
  UoA 4 - Other Hospital Based Clinical Subjects
           UoA 14 - Biological Sciences
                      UoA 23 - Computer Science
                                  UoA 57 – English
                                               UoA 67 - Music

Ageing and Health       The Fusion of Arts, Science, Culture and Heritage Cancer   Cell and Molecular
                                                                                         Biology
Computing and Software Reliability/Dependability     Digital Media   Energy   Engineering Biology,
                                                                              System Biology and
                                                                              Molecular Agriculture
Engineering Design    The Environment, Sustainability and Earth Systems       Ethics, Life Sciences
                                                                                 Technology
Gender and Woman‟s Studies      Health Services Research    Human Genetics    Informatics Chemical
                                                                                            Processing
Language and Linguistics   Marine Engineering      Medical Imaging   Music    Nanotechnology

Neurosciences –Psychology, Brain and Behaviour   Public Policy The Rural Economy Sensors,
                                                                          Biosensors and Electronics
Stem Cells            Urban and Regional Development        Water
        Research Grants & Contracts Income (£k)


90000

80000

70000

60000
                                                                                                          NCL
50000

40000

30000

20000

10000

    0
        2002/03       2003/04     2004/05   2005/06         2006/07        2007/08   2008/09    2009/10


                  Durham        Newcastle     Northumbria             Sunderland     Teesside
 To Deliver Teaching
and Facilitate Learning
of the Highest Quality
  Newcastle University Teaching & Learning


Programmes of Study

• Over 220 undergraduate degrees

• Almost 300 taught postgraduate degrees

• Over 2,800 modules
                     Deliver Teaching of the highest quality
                      National Student Satisfaction Survey
• 22 Questions in 7 areas
     • Teaching on my course
     • Assessment and feedback
     • Academic support
     • Organisation and management
     • Learning Resources
     • Personal Development
     • Overall Satisfaction
• 2010       Overall student satisfaction 87% (Sector 82%)
             6th out of 20 in Russell Group (5th in 2009, but without Oxford). (RG Average 86%)
             25th out of 146 in HE (29th in 2009)
• Issues ?
     • 90% Objective. 20 subjects, out of 48, achieved 90%. (16 of the 43 subjects published)
     • Assessment and feedback (63%. Below sector average of 66%)
     • Ability to access general IT resources (dropped from 88% to 83%)
          Deliver Teaching of the highest quality
           National Student Satisfaction Survey

                       Overall Satisfaction (%)
    100

    90

    80

%   70

    60

    50

    40
  To Play a leading Role in the
 Economic, Social and cultural
development of the North East of
            England
                             Regional Engagement
Objectives

•   Attract top talent to settle in the North East

•   Contribute facilities, knowledge and skills to support healthy growth of civic
    and regional culture

•   Develop and implement the concept of Science City

•   Use our global standing and intellectual capital to influence national and
    international debate

•   Implement strategic partnerships to address major global challenges relating
    especially to health, wellbeing and sustainable development
                         Regional Engagement

Cultural Quarter
   Museums
   Public Lectures & Concerts
   New Writing North
   Northern Stage.

External engagement
   City Council, Newcastle/Gateshead Initiative, ONE, Universities for North East
   Beacon for Public Engagement,
   City & regionally based organisations (e.g. Lit. & Phil, faith communities)
   Sage Gateshead

Social Responsibility: environment, sustainability, regeneration.
Financial Sustainability
     Where does our Income come from?
£m
                                2009/10 Total Income £373m




          Research Grants,
            £85m, 23%
                                      Other Sources, £72m,
                                              19%

                                           Interest on Cash &
                                         Investments, £2m, 1%




                                             UK Government,
                                              £121m, 32%



     Student Fees, £93m,
             25%
               How do we spend our money?
                                                                     Total Expenditure 2009/10 £353m
£m                                            Depreciation, £8.3m,
                                                      2%




 Other operating costs,
    £144.1m, 41%



                                                                                Staff Costs, £198.5m,
                                                                                        56%




                          Interest Payable,
                             £1.7m, 1%


• Staff costs: Absorb 53% of all income

• Interest payable is due on existing loan funding
          Challenges to Financial Sustainability
We are well placed

But

•     Reduced Government Funding to HE and the Region

•     Changes in UK student preferences and demands as a result of increased
      fees

•     Increased competition – Post Graduate, International. All Markets from 2012

•     Staff costs. Management of recruitment

•     Interest rates - impact on earnings from cash deposits

•     Exposure to increases in employer‟s pension contributions

•     Better utilisation of the estate
Environmental Sustainability
          Operational Environmental Sustainability

• This objective which affects us all - whatever our role

• Challenging Government targets on carbon reduction
            43% by 2020; 90 % by 2050 (against 2005 baseline)

•What are we doing?
     • Research and educational function
     • Established the Newcastle Institute for Research on Sustainability (NIReS)

Recent achievements include;

• Recycling rate now over 90%.

• 18% reduction in car usage, 14% increase in public transport usage to travel to work,
  (2004-10).

• trial of electric cars and charging points on campus.

• Biodiversity projects, including reduction of pesticide / herbicide use and creation of
  allotments, woodland corridors and wildlife friendly areas.

• Bronze and Silver awards EcoCampus (environmental management system) – soon to
  be audited for the Gold award.

• Extensive staff, student and community engagement

       Find out more - Get Involved - Become an Environmental Coordinator www.ncl.ac.uk/saveit
     Research Environmental Sustainability
           Newcastle University‟s second societal challenge theme is sustainability.

            The Newcastle Institute for Research on Sustainability showcases the
                    University‟s research efforts in this important field.

  NIReS aims to bring people together from throughout Newcastle University and the wider
     community to develop sustainable responses to the great challenges of our age:
  ensuring that everyone has access to a fair share of the world‟s resources in perpetuity.

The focus of this Institute is on delivering solutions to major challenges in areas including:
•   urban living
•   low-carbon energy and transport
•   food security
•   water management
•   clean manufacturing.


For more information, please visit;
www.ncl.ac.uk/sustainability
    Summary

•   Large employer (3rd largest on Tyneside ?)

•   Large and growing student population

•   Income as big as Manchester United, and growing

•   Offer a very broad range of educational opportunities

•   Research income almost twice as much as the other 4 universities in the
    North East combined

•   Makes a major contribution to the economic, social and cultural life of the
    city and the region

•   National Significance

•   Doing well against Strategic Objectives,
         … but will do better
  Newcastle University,
Organisation, Structure and
       Governance
            or
Who Runs Your University?
       Dr John Hogan
           Registrar
Governance structures at the
Newcastle University
•   1963 Act of Parliament
•   Court – large body, external facing, lay
    majority
•   Council – the supreme governing body
•   Senate – the supreme governing and
    executive body in all academic matters
•   Academic Board – all academic and
    equivalent staff
•   Convocation – all graduates
•   Faculties – schools/institutes
Academic Structure

3 Faculties   Humanities & Social Sciences
              Medical Sciences
              Science, Agriculture & Engineering

Schools, Research Institutes and Centres

Pro-Vice-Chancellors for Faculties

Deans – Postgraduate, Undergraduate, Research
(and Business Development, Clinical Medicine)

Heads of Schools/Institutes
Professional Support Services
•   Accommodation, Hospitality Services and Sport
•   Development and Alumni Relations Office
•   Estate Support Service
•   Executive Office
•   Finance and Planning
•   Human Resources
•   Humanities and Social Sciences Faculty Support Team
•   Information Systems and Services
•   Internal Audit
•   Library
•   Marketing and Communications Directorate
•   Medical Sciences Faculty Support Team
•   Research and Enterprise Services
•   Science, Agriculture and Engineering Faculty Support Team
•   Student and Academic Services
Council

• Governing body of the University
• Responsible for University finances
• Formally accountable for all aspects of
    the University including its overall
    performance and the propriety of its
    operations
•   Up to 25 members
•   Lay majority
•   Chair - a lay member
Senate

• Supreme authority on academic matters
• Responsible for regulating and directing
    the academic work of the University
•   Up to 37 members – majority elected
•   Chair - Vice-Chancellor
Lay Officers
• Chancellor – Sir Liam Donaldson
• Chair of Council and Pro-Chancellor– Olivia
    Grant
•   Deputy Chairs of Council – Mark I‟Anson
    (Chair wef 1 August 2011) and Jacqui
    Henderson
•   Honorary Treasurer – Peter Johnson
Senior Management Team
•   Vice-Chancellor – Professor Chris Brink
•   Deputy Vice-Chancellor – Professor Ella Ritchie
•   Pro-Vice-Chancellor Planning & Resources – Professor Tony
    Stevenson
•   Pro-Vice-Chancellor Teaching & Learning – Professor Suzanne
    Cholerton
•   Pro-Vice-Chancellor Research & Innovation – Professor Nick
    Wright
•   Pro-Vice-Chancellor Humanities and Social Sciences –
    Professor Charles Harvey
•   Pro-Vice-Chancellor Medical Sciences – Professor Chris Day
•   Pro-Vice-Chancellor Science, Agriculture & Engineering –
    Professor Oliver Hinton
•   Registrar – Dr John Hogan
•   Executive Director of Finance – Mr Richard Dale
•   Executive Director of Human Resources - Mrs Veryan Johnston
Executive Board
• Overseeing management of the University‟s
    business and the communication and
    implementation of its strategies.
•   Monitoring the academic and financial
    performance of all budgetary units and the
    University as a whole.
•   Evaluation of academic and business
    opportunities and proposals for major new
    initiatives.
•   Determining the University‟s annual budgetary
    allocations.
Executive Board
Agenda, 12 July 2011

1.   Health and Safety
2.   Project 2012 Business Cases
3.   RCUK research grants
4.   Recognition of Fellowship of Academies/
     Societies
5.   Accommodation Strategy 2021. Enhancing the
     student experience.
6.   Fair pay in the Public Sector
7.   Project 2012 scorecard, June 2011
8.   Teaching Times in the Business School
Who’s Who at Newcastle University?



               Helen Doyle
       Staff Development Manager
Chancellor – Sir Liam Donaldson

                     Ceremonial figurehead
                     of University
                     The fourth Chancellor
                     of the University
                     Confers degrees
                     Presides over
                     meetings of Court
Chairman of Council – Mark I’Anson
                   A key figure in the North East of England for nearly 30
                   years, Mrs Grant has been influential in the regeneration of
                   the North East through her involvement in the strategic
                   development of education, training and skills provision for
                   the region.

                   Presides over meetings of Council
                   (the University‟s supreme governing
                   body).
                   Responsible for the leadership of
                   the governing body and for ensuring
                   that the institution is well connected
                   with its stakeholders.
                   Has delegated authority to take
                   decisions on behalf of Council
                   following procedures set out in the
                   Standing Orders.
Vice-Chancellor - Professor Chris Brink


                      Chief Executive Officer
                      Chief Accountable
                      Officer
                      Chief Academic Officer
                      Strategic Planning
                      Executive Board
Deputy Vice Chancellor - Ella Ritchie

                  - Internationalisation
                  - Strategic Developments
                  - Partnerships
                  - Internationalisation 'at home„
                  - Engagement with City/Region
                  - International Engagement
                  - GNM & Cultural Quarter
                  - Corporate Social Responsibility
                  - Alumni
                  - Beacons for Public Engagement
Pro-Vice Chancellor - Suzanne
Cholerton

                  Learning and Teaching
                  Student Experience
                  Widening participation
                  Quality Assurance
                  Student Recruitment
Pro-Vice Chancellor - Tony Stevenson

                 Planning and Resources

                 Institutional Data

                 Environmental sustainability

                 Special Projects

                 Ethics

                 Estate Strategy


                 INTO
Pro-Vice Chancellor - Nick Wright

                  Research & Innovation
                  Science City/Science Central
                  Commercialisation
                  Liaison with Durham University
                  N8
                  HEIF
Faculty PVCs
      PVC in Faculty of
      Medical Sciences
                                   Member of University Executive Board
      Chris Day
      (University responsibility   Provide leadership to Faculty ensuring a
      for relationships with the   shared vision that contributes to the
      NHS)                         achievement of University goals
                                   Monitor progress against Faculty goals

      PVC in Faculty of            Management of Faculty resources,
      Humanities and Social        human, financial and physical
      Sciences                     Development ownership and
      Charles Harvey               implementation of University policies
      (University responsibility
                                   and strategies
      for implementation of the
      Strategy for Sport)          Responsibility for staff recruitment and
                                   development at senior levels in
      PVC in Faculty of            succession planning
      Science, Agriculture
                                   Creating an entrepreneurial culture
      and Engineering
      Oliver Hinton (University    Managing and developing the
      responsibility for Farms     performance of Senior Managers in
      and Military                 Faculty
      Relationships)
Registrar - John Hogan

                     Chief Operations
                     University
                     Governance
                     Risk Management
                     Emergency Planning
                     and Business
                     Continuity
                     University
                     Professional Services
Executive Director of Finance -
Richard Dale


                       Chief Financial Officer
                       Financial Strategy
                       Management of Financial
                       Services and Operations
                       Payroll and Pensions
                       Investment
                       Procurement
                       Insurance
Executive Director of Human Resources -
Veryan Johnston

                    Human Resources Strategy and
                    Policies
                    Remuneration & Pensions
                    Staff Relations & Development
                    Diversity & Equal Opportunities
                    Health and Safety
      Human Resources


           Veryan Johnston
Executive Director of Human Resources



                                        67
HR Strategic Objectives
1.   Be a great place to work with employees
     committed to University objectives and valued
     for their contribution
        –    Reward and Recognition
        –    Communication
2.   Improve the profile and performance of the
     University by recruiting and developing high
     calibre employees with appropriate external
     recognition
        –    Recruitment and Selection
        –    Induction
                                                    68
HR Strategic Objectives
3. Develop a high performance culture in
   which delivery to agreed standards and
   objectives is the norm
      – Performance and Development Review
      – Training and Development
4. Develop an efficient, effective and
   sustainable employment environment
      – Competitive cost effective employment
        package
      – Flexible working practices
                                                69
HR Strategic Objectives
5. Promote diversity, flexibility and innovation
   by developing organisational capability and
   culture
        − Culture of dignity and respect
        − Leadership Development
6. Promote a safe and healthy environment in
   which students and staff take a proactive
   approach to their own health and safety
        − Workplace Wellbeing
        − Safety first

                                             70
What can you expect from us?
•   Contract
•   Communication
•   Development and Career Progression
•   Safe and healthy environment
•   Benefits
      • Pensions
      • Facilities, e.g. Library, sports
      • NU Options


                                           71
What do we need from you?
• Tell us what you think and what you
  need
• Be an ambassador
• Share your skills, knowledge,
  experience
• Be positive and constructive


                                        72
Staff Development Opportunities



            Helen Doyle
    Staff Development Manager
Staff Development Unit


•   University-wide role
•   Staff development opportunities
•   How do we do this?
•   Learning Resource Centre
•   Future plans
•   Staffing
•   Location
University Business Plan


   One of the University’s main aims is to
   attract, reward, develop and retain staff of
   the highest calibre.


   This is supported by the following:-
   To support, develop and retain committed,
   efficient and world-class staff.
The Staff Development Unit’s Mission


       “The SDU is here to anticipate,
      identify and fulfil the development
        potential of our University. We
           work collaboratively at an
      individual and organisational level
      to enable continuing achievement
         of the University’s Mission.”
University-wide Role
• Development opportunities for all staff
• Advisory service for Managers
• Personal and Management Development
• IT Training
• Academic staff development
• Collaboration with QuILT
• Leadership & Management Development
  Opportunities
• Collaborate with Faculty Research Staff
  Developers

www.ncl.ac.uk/staffdev
    How do we do this?
•   Tailor-made development activities for individuals, Faculties,
    academic units and service units

•   Open programme of short workshops

•   In-house facilitators

•   External facilitators

•   External workshops

•   One to one coaching/mentoring

•   Accredited Programmes

•   Vocational Qualifications – ECDL

•   Working in partnership with other University services e.g. ISS, HR,
    Accommodation & Hospitality Services

•   CASAP
Personal Development

• Managing your            • The Essentials of
  Personal                   Project Management
  Development              • Presentation Skills
• Performance &            • Moving Mountains –
                             (Influencing &
  Development Review         Persuading)
  (PDR)                    • Building Personal
• Influencing                Impact
  communicators using      • Time Management
  NLP                      • Women’s Development
• Understanding            • Motivate to Reach
                             Potential
  Emotional Intelligence
Learning Resource Centre

• Based in the Staff Development Unit
• Over 600 Resources available to staff
• Web based learning materials
   – IT
   – Personal development


            http://www.ncl.ac.uk/staffdev/lrc/
Current and planned projects
• Annual Teaching & Learning conference working with
  Quality in Teaching & Learning (QUILT)
• Leadership Succession Planning
• Development Centres
• Peer observation (Teaching Dialogue) process for
  academic staff CPD
• New Professors Programme
• Principal Investigator (PI) development programme
• Microsoft Certificated Application Specialist (MCAS)
  qualifications – pilot programme
• Mentoring Scheme
• PDR DVD
Research Staff Support
Current and planned projects

• Implementation of the Concordat -
  http://www.ncl.ac.uk/hr/concordat
• Implementation of the Athena SWAN action plan
  http://www.ncl.ac.uk/diversity/info/gender/athenaswan
• Training programme for research staff:
   http://researchstaff.ncl.ac.uk/training
• Transitions programme –
   http://researchstaff.ncl.ac.uk/careers
• Coaching for Commerce -
  http://researchstaff.ncl.ac.uk/development
• Mentoring for research staff and 3rd year postgraduates
• Regional training programme for academics
QuILT
Current and planned projects and services
•   Support for learning & teaching development
     Including funding for innovation in learning and teaching, dissemination events such as
         conferences and seminars, and themed initiatives to support development work on student
         transition, internationalisation and assessment and feedback

•   Support for e-learning
     Including the Blackboard VLE, ReCap lecture capture, student response system, online
         assessment and feedback

•   Support for reward and recognition of excellence in learning & teaching
     Including Vice-Chancellor‟s Teaching Awards and National Teaching Fellowships

•   Development of policy on learning & teaching and quality management, and
    provision of advice and guidance on implementation
     Including responsibility for the institutional Quality and Standards Handbook

•   Co-ordinating institutional gathering of and response to student opinion
     Including National Student Survey, Postgraduate Research Evaluation Survey, You Said, We
         Did webpages, and implementation of a new policy on student representation
How to find us
   Staff Development Unit, Ground Floor, King George VI
   Building, Newcastle upon Tyne Telephone enquiries to
   Christine Tait on extension 6119


                     RVI Hospital

                            Queen Victoria Road
                  St
                  Thomas     *      Staff Development Unit
                  Street
                             Kings Road

          Oxfam                       Hotspur
          Shop                        Public House
                             Percy Street

             Marks and Spencer

				
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