In July 2002, the University produced its Strategic Plan for
the period 2002 to 2007 and an Operational Plan for 2002/03 with specific targets
linked to the overall strategic objectives.
This update of our corporate plan outlines the major changes that have
occurred since July 2002, progress that we have made in achieving targets set
for 2002/03 and our major targets for 2003/04. The Corporate Planning Statement
is structured on the same basis as the Strategic Plan, focussing on the
University’s three core academic activities.
2. Major Developments since July 2002
The acquisition of Holywell Park in April 2003 represented a
significant advance for the University.
It will provide the potential to build and expand research especially
through collaborative partnerships with industry. It will also provide purpose-built high quality research
facilities for existing University research groups. External funding has already been provided by BAE Systems and
emda. The challenge for the University
will be to develop the site to its full potential and to ensure that the
capital investment generates increased research activity, improved links with
industry and new activities aligned with regional priorities.
Holywell Park has also provided the stimulus for the
formation of IMAGO, a new University company that will bring together all the
University’s commercial conference activities.
The aim of consolidating these activities within one company will be to
maximise revenue generation. The
success of IMAGO is an important factor in the business plans for Holywell
Park.
The University also took the decision early in 2002/03 to
not proceed with developments in Peterborough.
Arrangements are in hand to wind up the University’s activities in the
region. These are fully described in
Section 4.
3. Research (Table 1)
The Research Assessment Exercise (RAE) is currently under
review and a consultation document has been issued. This recommends a new RAE exercise in 2007 and dispensing with
the 1 to 5* gradings. Although the
final details will not be known until 2004 it is clear the University must
aspire to internationally leading research in all its areas of activities. Depending upon individual funding council
decisions, research below a national level is unlikely to receive funding. In planning terms the University strategic
aim to be more research intensive remains in place.
A benchmarking exercise has been completed in each area of
University research and, where appropriate, targets for 2003/4 have been
modified to those which are commensurate with internationally leading
activity. Performance targets for PhD
student numbers and external research spend for the University and each Faculty
are given in Table 1. These targets
will be reviewed annually. Further
planning work will provide targets commensurate with internationally leading
activity on a departmental basis where this is appropriate.
Personal Research Plans (PRPs) have been introduced whereby
staff agree annual targets with their Heads of Department. A new committee, the Research Performance
Monitoring Group (RPMG) has been formed as a sub-committee of Resources and
Planning Committee. RPMG is responsible
for monitoring the research strategy and performance of Departments in the lead
up to the next RAE. In this way
research at the University is now managed with a higher profile than was
formerly the case.
The Research Office continues to be pro-active in supporting
Departments in achieving their targets by facilitating applications to existing
and new sources of funding e.g. the appointment of an EU Funding Projects Officer. Assistance continues to be provided in order
to help improve the quality of applications, via the provision of staff
development courses, mock peer review panels and of useful management
information, such as application and success rate data. LU is on target for achieving its planned
spend level for externally funded research for 2002/03.
Building on the opportunities provided by Holywell Park,
there will be a drive to increase interdisciplinary research to take advantage
of new funding opportunities in areas such as renewable energy and
health-related research. In line with
the White Paper, opportunities for regional collaboration on research will be
exploited where appropriate.
4. Learning and Teaching (Table 2)
4.1 Progress Against Targets 2002/03
The 2006/07 target, ‘to extend and enrich the quality of
links with existing FE partners’ has to be set against a revised policy on
collaborative programmes approved by Senate in the course of this session. This includes a normal requirement for the
active and willing engagement of a University department in a cognate subject
area in the case of every programme, as a means of strengthening University
support for the collaboration and ensuring the equivalence between
Loughborough-based and externally-delivered awards. Collaborative programmes will normally therefore be considered
only in disciplines in which the University has subject expertise, unless other
means can be found of building subject expertise into the partnership
arrangements. Consequently, the
University has declined involvement as validating institution in a number of
new programme developments proposed by our existing FE partners, Loughborough
College and New College Nottingham, in areas in which subject expertise within
the University is limited. Whilst we
are actively exploiting a range of opportunities for collaboration especially
with Loughborough College, the links with these College partners are unlikely
therefore to expand in terms of student numbers, or diversity of provision, on
the scale in prospect at the end of 2001/02.
Early in 2002/03, a decision was taken not to proceed with
developments at Peterborough and arrangements for the winding up of the
University’s activities in the region have been put in place with Peterborough
Regional College and Stamford College currently negotiating with a new partner.
The 2002/03 intake to the BSc in Business Studies was the final cohort but the
University is committed to supporting existing students through to completion
in 2004/05. Arrangements for new premises and the appointment of a Loughborough
Programme Co-ordinator for the final year have been successful in reassuring
students of the University’s commitment.
One-year Honours ‘top-up’ programmes will continue to be
offered in 2003/04 to provide progression routes for Peterborough Regional
College and Stamford College students completing DipHEs. However, proposals have been submitted to
HEFCE to transfer the places currently held in the Consortium directly to the
two Colleges.
Success in widening use of Computer Assisted Assessment(CAA)
has necessitated a review of the capacity of the servers. A three-year upgrade strategy has been
devised and is being implemented to overcome this problem. More staff have been seconded to develop
on-line materials using Learn; manuals have been updated and a Web Tutor’s
Toolkit has been developed. Distance Learning versions of five programmes have
also been approved during 2002/03.
Departmental action plans have been developed and staff
training sessions held to embed widening participation within academic
departments. Student support areas,
such as Counselling and Mathematics Education Centre, have been funded to
ensure we have the capacity to offer students from non-traditional backgrounds
appropriate support and guidance. Links with schools have been expanded and
partnerships within the region developed further through Partnerships for
Progression.
Work with five departments has been undertaken and
integration into departmental development plans is under consideration.
4.2 Targets 2003/04
5. Business Partnerships & Knowledge Transfer ( Table 3)
Progress against targets for 2002/03 has been satisfactory
in some areas and has exceeded targets in others. The only variation is that we have not yet succeeded in
expanding our strategic partnerships beyond those of BAE SYSTEMS, Ford, etc,
due to the need to concentrate on SEIC and NTI Dagenham/CEME more than we had
intended. We have succeeded in
deepening both these partnerships but have not yet extended the range of
industrial partners. Discussions are
underway with potential new partners but these have yet to bear fruit. The Division has spun out 8 spin out
companies so far, which exceeds the targeted 6, and the Innovation Centre was
fully occupied within 5 months of opening (a year ahead of schedule). Additional funding has also been secured
from the Gatsby Foundation to develop an entrepreneurship programme with the
University of North Carolina, as a pilot for a much larger programme which
Loughborough will roll out across the UK.
Targets for 2004 will include both the implementation and
consolidation of recent achievements, but will also aim to continue the recent
growth in activity. Particular targets
will include the raising of a further £650k to complete Phase 2 of the
Innovation Centre; to co-ordinate and submit the Loughborough bid(s) to the
next round of the Higher Education Innovation Fund; to spin out 6-8 new
companies, and to fully establish the SEIC in Holywell Park, with the further
development of Holywell Park attracting other corporates to work with the
University. We also see the opportunity
to extend the Lachesis Fund, with the support of emda, with Loughborough
taking the lead on behalf of the East Midlands Universities.
New opportunities include the development of the Science
Park Strategy in conjunction with the Borough and County Councils, with the
University as a key player in this initiative, and the growth of the
consultancy activity at Loughborough in line with the recent White Paper. We
will compile a bid for the Collaborative Training Accounts initiative by
September 2003, which, if successful, will generate £6.6m from EPSRC and £6m
from industry.
The Division is developing it’s approach to aligning the
University’s Strategic and Operational Plans with HEFCE’s and emda’s priorities for third stream and
regional activities respectively. The
relationships with emda are constantly being built and reinforced on all
levels, and we believe that Loughborough is well placed to become emda’s most
‘user friendly’ HEI in the region.
6 Sport
2002/03 saw the completion of most of the major capital
projects and the new facilities are expected to be fully operational during
2003/04. Initial revenue projections
for 2003/04 are encouraging with increased usage by the local community of
facilities, such as the Swimming Pool, that opened during 2002/03. A new
staffing structure is under consideration and management of the facilities has been
re-organised into units allowing greater financial and management
accountability.
During 2003/04, the aim will be to complete the
re-structuring of staff in the Sports Development Centre and realise the
potential of the new facilities. Links
with IMAGO and External Relations will be developed and commercial partners
will be sought.
7. Local Community
A comprehensive communications strategy was introduced
during 2002/03. This included the introduction of local newsletters and the appointment
of a Community Relations Officer. A
Community Sports Manager, with the role of expanding community use of sports
facilities, was also appointed. During
2003/04, the University will aim to build on these developments, utilising new
sports facilities and the recently refurbished Cope Auditorium, to encourage
involvement by the local community. The
provision of a strong programme of Arts events - notably musical and
dramatic-continues.
8. Human Resources
During 2002/03 significant progress has been made in
implementing the Human Resources Strategy.
A new Human Resources system was
introduced on schedule. The Job Evaluation Project Team is producing its final
recommendations and an Equal Pay Policy has been approved by Council. Progress has also been made in moving staff
in Research Institutes from fixed-term contracts.
The aim in 2003/04 will be to continue implementing the HR
Strategy. This will include the
introduction of Performance Review processes, Stage 2 of the H R System, a
review of staff on fixed-term contracts in the light of recent legislation and
progression of the recommendations on job evaluation.
The expansion in student numbers over recent years has not been
matched by an equivalent increase in residential accommodation but during
2002/03, significant progress was made with the development of the residential
strategy. This has identified the need
for between 1500 and 2000 additional residential places. Its implementation would also shift the
provision from town towards on-campus (with particular regard to undergraduate
students). These additional places are likely to be provided in partnership
with commercial providers but detailed plans will be subject to strategic
discussions with Charnwood Borough Council and the local community. This
residential strategy will be developed during 2003/04. The other major target is to complete the
development of the new sports facilities.
10. Finance
The financial health of the University remained strong in
2002/03 particularly with the increased recruitment of international students
and steps taken to reduce costs in areas where income had reduced. Changes in the funding formula mean that the
University will be subject to moderation funding in 2003/04. The main challenge for 2003/04 will be the
need to adjust to a lower cost base.
|
|
Current
Performance |
Targets |
||||||||||
|
|
2002/3 |
2003/4 |
2006/7 |
|||||||||
|
|
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
|
FTE PhD Population |
756 |
338 |
234 |
184 |
832 |
342 |
266 |
224 |
984 |
351 |
330 |
303 |
|
Annual Recruitment |
- |
- |
- |
- |
328 |
117 |
110 |
101 |
- |
- |
- |
- |
|
Actual to 30/4/03 |
- |
- |
- |
- |
277 |
114 |
80 |
83 |
- |
- |
- |
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2002/3 |
2003/4 |
2006/7 |
|||||||||
|
|
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
|
Research Spend(Ext.) |
24,596 |
13,081 |
£5,803 |
£6,072* |
25,139 |
13,692 |
6,209 |
5,238 |
33,597 |
15,000 |
10,500 |
8,097 |
£000’s
(*includes exceptional CRSP expenditure)
Table 2. Learning
and Teaching
|
Aspects/Indicators |
Target 2006/7 |
Target 2002/03 |
Progress 2002/03 |
Target 2003/04 |
|
Widening Participation Young FT First Degree Entrants
(1999/00) % from State
Schools % from Social Class
IIIM,IV,V % from Low Participation
Neighbourhoods |
) ) Exceed ) Benchmark ) |
86% 24% 12% |
2000/01HEFCE
Performance Indicators (Publ.Nov 2002) 86% 21% 10% |
) ) Exceed benchmark ) ) |
|
Recruitment and Admissions FT UK/EU
Undergraduates PT UK/EU
Undergraduates FT Int.
Undergraduates PT Int.
Undergraduates FT UK/EU
Postgraduates PT UK/EU
Postgraduates FT Int.
Postgraduates PT Int.
Postgraduates |
9148.+500 ASNs 143 800 (incl.
Singapore) 3 499 1375 800 112 |
9156 143 610 3 499 1375 342 112 |
9378 165 423 (191 Singapore) 5 508 1395 520 113 |
9487 143 491(+Singapore) 3 398 1375 601 112 |
|
Progression Non-Continuation following Year of
Entry Young Entrants Mature Entrants From Low Partic.
Neighb'hood From Other
Neighbourhoods |
Improve on
benchmark Sustain position Improve on
benchmark Improve on
benchmark |
Improve on
benchmark Sustain position Improve on
benchmark Improve on
benchmark |
PDQ Team has
established a working group to determine data requirements for monitoring diversity
in student admissions and progression, to report through PDQ and SRA Teams to
LTC and consult as appropriate with Equal Opportunities Cte |
Improve on
benchmark Sustain position Improve on
benchmark Improve on
benchmark |
|
Quality Institutional Audit Subject Review |
Sustain excellent
position under new QAA regime |
Positive outcome to
discipline-level engagement(s) in Chemistry and/or Computing Science Successful overhaul
of systems and procedures in light of new methodology Preparation for
institutional audit, spring 2004 |
DE teams expressed
confidence in the academic standards set and achieved for all programmes
involved and in the quality of learning opportunities; Revision of systems
and procedures still in progress; Audit Steering Group established. |
Timely submission
of institutional self-evaluation document, November 2003. Timely submission
of self-evaluation documents from departments selected for discipline audit
trails, February 2004. Positive outcome to
institutional audit, March 2004. |
|
Aspects/Indicators |
Target 2006/7 |
Target 2002/03 |
Progress 2002/03 |
Target 2003/04 |
|
Learning Technology Computer Aided
Assessment LEARN Distance Learning |
Increase uptake Increase uptake Expand distance
learning |
Effective migration
to Perception and doubling of number of tests All secondment
projects completed and material in use; outcomes disseminated 3 new DL modules per faculty + embedding of an infrastructure to support DL developments, promote collaborations and identify new markets |
See attached statements |
DL:
Information website for current and prospective distance learning students |
|
Peterborough Programmes Student Numbers UK/EU Undergraduate Int Undergraduate Peterborough Consortium Programmes Student Numbers (UK/EU Sub-degree) PRC Stamford |
Proposed Business
plan includes 1500 HE Student places by 2007 in LU@P and Consortium Colleges |
90 (FT) 10 (FT) 6 34 (FT) 24 (PT) 117 (FT) 12 (PT) |
4 UG plus 1 PG(T)
with Peterborough-based version 84 (FT) 7 (FT) 6 (sub-degree, 5 LU
validated) 26 (FT), 11 (PT) 71 (FT), 7 (PT) |
See separate
statement |
|
FE Partners Other FE Partners Validated
Programmes Including Franchised Student
Nos. (UK/EU Sub-degree) |
Extend and enrich
quality of links with existing FE partners. |
3 30 (FT) 40 (PT) |
2 FE colleges with validated
programmes 5 (Foundation
Degrees) 49 (FT) 0 (PT) |
2 FE colleges with
validated programmes 5 Foundation
Degrees, with agreed progression routes to Honours Degrees 50 (FT) 0 (PT) See also attached
statement |
|
Graduate Employment (1999/00) EPI1 -those
employed and in further study as % of those employed, those still seeking and
in further study EPI2 - those
employed as a % of those employed and still seeking. |
Sustain position Sustain position |
Sustain position (97%
against benchmark of 95%) Sustain position
(96% against benchmark of 93%) |
EPI1 95% (Benchmark
1 – 94%, Benchmark 2 – 94%) [Benchmark 2 is new
and excludes sandwich course as a factor in benchmark.] EPI2 94% (Benchmark
1 – 93%, Benchmark 2 – 92%) |
Continue to exceed
benchmarks Continue to exceed
benchmarks |
Notes:
Student
data in current performance column based on December 2001 count.
Benchmarked
indicators taken from HEFCE Performance Indicators published in November 2001.
Graduate
Employment data taken from Survey of Destinations of 2000 Graduates
Table 3. Business
Innovation & Knowledge Transfer
|
Aspects/Indicators |
Target 2006/07 |
Target 2002/03 |
Progress 2002/03 |
Target 2003/04 |
|
Monitor the delivery
of innovation and knowledge transfer services |
Monitoring
mechanisms in place for LU’s, HEFCE’s and emda’s purposes |
·
Devise and
run a pilot scheme with a view to full implementation in 2003/04. |
Done. LUEL
working closely with emda on
innovation strategy. |
· Align the Division’s work with
HEFCE’s and emda’s priorities. · Establish regular policy meetings
with emda. · Provide advice on regional issues to
the University. |
|
Create new
opportunities |
SEIC and CEME fully
functional. (SEIC: 75 staff in post; £5M+ turnover pa. CEME:
50+ students pa on MSc programmes;
student progression routes from FE to HE in place and leading to 20+
new undergraduate entrants pa to LU programmes; 6+ PhD students from Ford supervised by LU staff). Incubator units fully
occupied (40) and companies growing-on to new premises. At least 6 new spin-outs pa. At least £1M pa coming to LU from
successful spin-outs. Add 2 new
strategic partners and significantly extend the services to existing
companies. |
o
SEIC being
implemented. BAE SYSTEMS to commit 10
new staff; LU to create a new Dept of
Systems Engineering and commit 11 staff by Jan 03. o
Use the
Strategic Academic Partnership status with BAE SYSTEMS to win new research
contracts. o
Dagenham NTI
implemented at CEME. o
Complete the
conversion of the old AAE building to create the incubator units. 80% occupancy by end 2002/03. o
Recruit
staff for HEIF, UCF and SEC activities.
All these activities underway. o
6 new
spin-outs created. o
Add 1 new strategic
partner or 1 major sectorial activity. |
A.
SEIC in
existence and staff being recruited.
£4.5M grant won from emda. Refurbishment of Holywell underway. B. EPSRC and BAES have agreed a £6M research programme in systems engineering and are planning an EngDoc centre for LU. C. Dagenham NTI implemented at CEME. Building under construction. External funding for staff won from ESF and London Development Agency. D. Conversion complete and centre fully occupied within 5 months. E. All staff recruited, activities underway and targets met. F. 8 new spin outs created. G. Discussions underway with Tubelines and Smiths Aerospace. New initiative with the Gatesby Foundation nd N.Carolina State Univ to develop entrepreneurship programme. |
A.
SEIC fully functional
in Holywell Park. Performance targets
set by SEIC Strategy Group being met. B.
NTI fully
functional at CEME. Performance
targets agreed with HEFCE being met. C.
Add 1 new
strategic partner or 1 major sectoral activity. D.
Complete fundraising for final phase. E.
Submit new bid to HEIF to continue/develop these activities F.
Establish further 6-8 companies. |
|
Aspects/Indicators |
Target
2006/07 |
Target
2002/03 |
Progress
2002/03 |
Target 2003/04
|
|
Integrate all
I&KT activities |
All
I&KT activities identified and co-ordinated towards agreed targets. Three-fold
increase in income from short course vocational training for companies as
continuing professional development (CPD).
All regional I&KT activities integrated. LU assisting with the formulation of emda’s regional policies
and the achievements of emda’s targets. |
A.
Director,
I&KT in post. B.
Agree with
Deans the I&KT priorities and align these with the HEFCE HE-Business
Interactions Survey. Carry out
trials of a pilot scheme for performance monitoring against these targets. C.
Create the
management structure to ensure that all targets are met and gaps/overlaps
avoided. D.
Finalise a
“Regional Services Agreement” with emda aligned to emda’s Corporate
Plan. Implement the actions agreed. |
A. Director in post. B.
Done C.
Done D.
Done |
None. All actions to set-up the Division are
complete. |
|
Publicise
achievements |
Two
person team in place dealing with all aspects of I&KT. Double the publicity over current levels. |
·
Re-brand and
launch LU Enterprises Ltd ·
Launch
Loughborough Innovation Centre Ltd ·
Produce 20
press releases ·
Provide
marketing support to 50% of spin outs ·
Develop
marketing strategy for consultancy ·
Attend 3-4
exhibitions (eg Tomorrow’s World) |
·
Complete ·
Complete ·
39 press
releases ·
90% of spin
outs have received PR and marketing support ·
Complete ·
7
exhibitions/events attended |
·
Produce 30
press releases ·
Continue
marketing support for spin outs ·
Promote
licensing opportunities more systematically. |