Loughborough University
Corporate Planning Statement 2004
1. Overview
The University’s current Strategic Plan covers the period 2002 to 2007. Progress against this plan is reviewed each year and an updated planning statement is submitted to the University’s Council and the Higher Education Funding Council in July. The statement submitted in July 2003 outlined the major changes that had occurred since the production of the 2002/07 Strategic Plan. These included the acquisition of Holywell Park, the formation of IMAGO and the decision to withdraw from developments in Peterborough. This latest update of our corporate plan provides:
2. Major
Developments since July 2003
Major refurbishment work has been completed allowing the successful
establishment of the IMAGO Conference Centre and the Systems Engineering
Innovation Centre within Holywell Park.
Accommodation for the Automotive Centre of Excellence is almost ready
and negotiations on the establishment of the JCB innovation Centre are
underway. These collaborative projects
reflect the success of the University in building partnerships with industry
and will provide the platform for an expansion in research. Work is also underway to enable the
relocation of the Research School in Informatics from the start of next
academic session, bringing together key researchers from the main University
campus.
Discussions with emda and other industrial partners are underway
to ensure that the full potential of Holywell Park is realised. Plans will be developed over the 2004/05
session to ensure that the original objectives, of increased research activity,
improved links with industry and new activities aligned to regional priorities,
are achieved.
Loughborough University at Peterborough has run successfully
in its new premises for its final year of full operation with all key staff
staying in place. The QAA Institutional
Audit in March 2004 reviewed arrangements for supporting the remaining students
and no major issues of concern have been raised. The Programme Director for the
final cohort of BSc Business Studies students has begun planning to ensure a
high quality experience for the group of approximately 20 students in 2004/05.
The main objective for 2004/05 will be to deliver a high quality
experience to remaining cohort of BSc Business Studies students.
Strategic Review of the University
During 2003/04, the University embarked on a series of strategic review
processes, all of which will have a fundamental effect on its future. These include a review of the academic year
and the University’s academic organisation, an Estates Strategy Review, the
development of a Tuition Fees Strategy and proposals for development
fundraising. Work on these will
continue throughout 2004/05.
Regional Collaboration
The University has been active in pursuing discussions on collaboration
with other universities in the region during 2003/04. No firm conclusions have been reached but discussions will
continue during 2004/05 particularly with regard to subject areas where student
applications nationally are in decline.
Risk
A detailed strategy for managing risk was agreed during 2003/04 and
risk management is now embedded in the University.
3. Research (Table 1)
Analysis and
extrapolation of the RAE 2001 data has led to the provision by the Research
Office to Departments of comparative data for their nominated competitors (in
terms of research income and research student targets) in preparation for the
RAE 2008.(This is being monitored by Research Performance Management Group(RPMG)
– see below)
Following the RAE review, details of the next exercise have been announced which confirm the census date as 31 October 2007 with results to be published in December 2008. RAE 2008 is expected to follow a similar pattern to previous exercises but with a different rating structure. Rather than a single rating, results will be published as a quality profile with the proportion (%) of work indicated in each submission reaching each of the levels on a four point scale 1*-4*. Work identified in levels 1* and 2* is anticipated to be of national level and 3* and 4* to be of international level.
HEFCE have provided a provisional timetable of events. The
next major item in the schedule is the release of details on the content,
format and rating scale expected in Autumn 2004. This will be followed by release of ‘guidance on submissions’ in
June 2005. No dummy run exercises are
planned at the present time but ongoing RAE preparation work continues through
RPMG.
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.
A higher volume of
research student numbers has been maintained as result of the strategic
allocation of development funding and of the introduction of an externally
funded, research scholarship scheme.
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, as well as
helping to create new interdisciplinary research groupings. (e.g. Healthcare
& Sustainability) Assistance
continues to be provided in order to help improve the quality of applications,
via the provision of various staff development courses, departmental
presentations, peer review panels and of useful management information, such as
application and success rate data.
Projections of future research overhead income are also being prepared
by the Research Office for planning purposes.
LU exceeded the target for its planned income level for externally
funded research to 31 July 2003, and is on track for achieving its target of
£25.54 m for July 2004.
A system of personal
research planning has been introduced with the aim of all academic staff being
returned in the RAE 2008. This activity
is being monitored via RPMG in order to ensure that Research is being managed
with a higher profile. 65% of
Departments have now been examined to date and feedback from Heads of
Departments has been positive.
In line with White paper recommendations, opportunities for
fostering closer regional research collaborations are being pursued and the
relocation of appropriate research groups alongside key industrial partners at
the Holywell Park site is taking place.
Work on the development of strategic inter-disciplinary research
groupings is continuing and a strategic approach to the implementation of full
economic costing (fEC) will be progressed by the Costing and Pricing Committee.
4. Learning and Teaching (Table 2)
4.1
Progress Against Targets 2003/04
The University’s
revised policy on collaborations has been implemented during the course of this
academic year. Senate has approved two
new validation arrangements for a period of three years. These comply with the University’s
policy. The School of Sport and
Exercise Sciences has agreed to support Loughborough College in a new
Foundation degree in Exercise and Health.
The School of Art and Design has entered into an arrangement with
Nanyang Academy of Fine Arts, Singapore, whereby it will support a year-long programme
of study in Visual Communication leading to a degree of Loughborough
University. A re-validation of a
Masters programme in Systems Engineering at RAF Cranwell has been approved for
a further five years with effect from 2003/04.
The Department of Aeronautical and Automotive Engineering support this.
The University
successfully completed a QAA Institutional Audit in 2003/04. Many areas of good practice have been
identified. A small number of issues
were raised for consideration by the University and, where appropriate, actions
will be taken in 2004/05. A review of
the structure of the academic year has recently been completed with a view to
achieving greater efficiency and effectiveness in teaching and learning to the
benefit of academic staff and students.
Recommendations were accepted by Senate in June and will be implemented
during 2004/05. Measures to enhance
quality and innovation in teaching have also been the subject of discussion and
an on-line learning strategy has been drafted.
Progress with its implementation will be made in 2004/05. There has been modest growth in distance
learning within niche areas.
A central review and upgrade
to the CAA system is due for completion in September 2004. This is intended to remove technical
difficulties and enable us to increase the volume of testing. Although the upgrade has held back CAA
usage, growth has occurred nevertheless.
(Student responses +12%; tests offered +14%; modules offering tests
+55%.)
Uptake of the Learn server has continued to expand, with an
increase in the quantity and complexity of the materials installed. Supported by the new manuals and CDROM
Toolkit, staff are developing more interactive web resources for their
modules. In addition, new features of
the server such as the MyModules portal have been introduced to provide a
one-stop-shop for students. There has
been an increase in the number of staff seconded to write Learn materials, and
new approaches to the production of learning resources have been introduced
(e.g. the SNIP tool produced by Engineering Education Centre and templates for
web pages and CAA questions produced by Professional Development). The campus CAL server has maintained its
niche of providing specialist applications for many disciplines.
There has been an increase in the number and range of
initiatives organised by the University for schools, colleges and communities
within the East Midlands. Progress has been made with the implementation of
departmental action plans supported by Widening Participation colleagues in the
Registry. The University has continued
as Regional and Leicestershire Banker for the Aimhigher: P4P initiative. Loughborough has also made available funding
for an additional widening participation appointment with responsibility for
outreach and retention work.
4.2 Targets 2004/05
5. Business Partnerships, Innovation & Knowledge
Transfer (Table 3)
5.1
Progress against targets for 2003/2004
Progress against targets for 2003/04 has been satisfactory
in most areas. The nature
of our relationships with
industry are constantly evolving and currently we are developing We
have not expanded our larger-scale partnerships in the traditional sense
whereby we supply a major industrial partner with a range of services such as
sponsored degrees, CPD or contract research. However, the current economic and
political climate is throwing up a number of strategic partnerships
opportunities, needingwhich involve a complex
set of collaborative relationships
between higher education, industry, government and especially the regional
development agency, emda.
Often predicated on our reputation for flexible and
innovative work with industry and the attractiveness of Holywell Park as a
location, negotiations and proposal development continue in a number of areas including:
a National Centre for Fuel Cells Research; a Nanotechnology Metrology Centre,
the JCB Innovation Centre, and as a consortium member to provide education
services to the Defence Academy, Shrivenham.
The Innovation Centre has received the funding to complete Phase 2. The
Centre is fully occupied, and the first companies are “graduating” into larger
premises, though without Science Park-type accommodation nearby, this
progression may remain problematical for some time. No further
companies were spun out in 2003/04, in
part due to our increasing expertise in quantifying the potential and survival
prospects of candidates, through proof of concept and business plan appraisal. In 2003/04, we
spun-out one company bringing the total to 25.
Our expertise, in quantifying the potential and survival
prospects of candidates through proof of concept and business plan appraisal, is
developing. Longer
term trends, both in numbers of spin outs and their viability beyond the
initial period of funding support, remain encouraging.
CTA (Collaborative Training Account) funding (£12.6m from
EPSRC and industry) has been confirmed. HEIF2 funding has been won (£1.9m) to
support Knowledge Transfer, Technology Transfer and Strategic Partnership
activities until 2006.
5.2 Targets
for 2004/2005
Targets for 2005 will see a consolidation of recent
achievements, the successful completion of negotiation and contracts for major
centres within Holywell Park, much improved compliance management of SEIC and
other funded initiatives, and the development of multi-group consortia (with
SME and larger industrial partners) through CTA.
Particular targets will include the successful completion of
negotiations for establishing two Centres of Excellence within Holywell Park. A
senior post of Holywell Park Business Manager will be recruited, to manage
technology transfer and compliance obligations as a result of funding received
to bring the SEIC and other Centres to Loughborough. We will assist the
extension of the activities of the SEIC, through the leverage of further
funding for knowledge transfer, and improve the Centre’s links with local
business. We will direct activity to maximise the synergies and added value
that the incoming tenants of Holywell Park bring to the University’s core research
and teaching mission.
We will produce a consolidated strategy for developing and
sustaining IP, spin-out and licensing activity. The Lachesis and other seed
funds now have confirmed HEIF2 and other funding from emda and
HEIF2 and will be used to support our exploitation activity. LUEL will
endeavour to increase its turnover of University consultancy activity by 10%,
and work to reduce our exposure to risk through unofficial departmental
arrangements.
We will implement the first of our planned CTA Knowledge
Transfer Partnerships, and make substantial progress developing a further two.
We will continue to build our set of relationships with the
Regional Agencies, and develop the
position of Holywell Park as a key strategic relationship with emda, to unlock further potential for
funding initiatives.
6. Sport
With the establishment of world class sporting facilities on
campus now complete, the University is in an ideal position to strengthen and
consolidate its outstanding reputation for sport. The Sports Development Centre (SDC) is responsible for delivering
services and faces a constant challenge in balancing the expectations of
various users from within the University and outside. During 2003/04, income from sports facilities increased ahead of
budget. A major staff re-structuring was also completed, including the creation
of three operational teams to take responsibility for:
Specific
objectives have been identified in each area.
These include maximising usage of facilities and income, positioning
Loughborough as a key influence in the local, regional and national sporting
infrastructure and establishing Loughborough as the leading national centre for
performance support services and coaching.
Prioritised targets for 2004/05 have been set to ensure that these
objectives are achieved.
7. Local
Community
Following the
appointment of the Community Relations Officer, specific action has been taken
to improve communication with the local community. Three community newsletters were produced and circulated to
households during 2003/04 and the opinions of local residents have been
canvassed on issues such as the most appropriate site for additional student accommodation. A web site for the local community has been
developed and will be launched in July.
The community warden scheme continued to have a positive effect on the
relationship between the local community and the university. The benefits of the enhanced disciplinary
code for students introduced at the beginning of 2002/03 are now being
felt. Local use of university arts and
sports facilities has increased significantly.
Key objectives
for 2004/05 include the introduction of a community road-show to raise
awareness about existing and future university activities and a staff
volunteering scheme, to build on the success of the student community action
group.
8. Human Resources
Implementation
of the HR Strategy continued during 2003/04.
Major developments include negotiations on a Code of Practice on the use
of fixed-term contracts, the appointment of an Equality Training Officer and
the extension of staff training provision on issues such as harassment, race,
recruitment and selection to a wider audience.
The Hay job evaluation scheme was accepted and implementation commenced
in Autumn 2003. This will be completed
during 2004/05. Access to the new HR
database has been rolled out to departments, improving the availability of
relevant HR information. Agreement has
been reached to map our existing grades to the new pay spine from 1 August
2004. We have yet to reach agreement on
proposals for a new performance assessment scheme but will consider amending
the existing appraisal scheme as an alternative, during 2004/05. Priorities for 2004/05 include agreeing new
grading arrangements as a result of job evaluation, improving academic
standards within the University through a programme of staff development,
improving the quality of departmental management and reviewing targets for
raising applications from ethnic minority groups. A project to consider the position of hourly-paid teaching staff
will also be undertaken.
9. Estates
The acquisition
of Holywell Park has stimulated the University to establish an Estates Strategy
Review Group which will consider how all the land owned by the University can
best support its current and future activities. A firm of consultants was appointed during 2003/04 to focus on
this and work will continue during 2004/05.
Highlighted in the previous Corporate Planning Statement was the need
for additional residential accommodation on campus and a residential strategy
for the provision of up to 2,500 new student bedrooms is now nearing
completion. Further consultation with
local residents will be required before it can be adopted. Proposals for the development of the East
Site are also well advanced.
The major
priority for 2004/05 will be to complete a provisional plan for the long-term
development of the entire University estate.
This will involve detailed consultation with Charnwood Borough Council
and the local community.
Substantial
progress has been made in the main advancement functions, and this update
reflects our response to the progress made.
In fundraising we have had outstanding success in generating
funds for new sports facilities. This
has, however, slowed down progress on wider fundraising. As a result, a measured programme to develop
a sustained Development (fundraising) Programme will now be undertaken, with the
possibility of a major campaign delayed while capacity is developed. Implementation of this plan for 2004-07 will
begin during 2004-05, with the appointment of additional staff.
In publicity and public relations, significant progress has
been made in 2003-04, following the appointment of additional staff in June
2003. This progress is reflected in
improved community relations (see above) and in increased media coverage,
especially for research. The focus for
2004-05 will be to improve the quality of coverage as well as the volume
achieved.
2003-04 has seen excellent progress in our Alumni Relations
programme. The frequency of contact
with alumni via magazines has been increased, a new interactive web-site has
been developed and awareness among current students has been much
enhanced. 2004-05 will see further
progress, including closer links with the work of the International Office.
We are pleased that the Queen’s Anniversary Prize scheme is
continuing, giving the opportunity to achieve further recognition for
activities. We will submit a strong
bid, and aim to remain among the small group who have won the most prizes.
11. Finance
In 2003/04 the
University was subject to moderation funding which was used to achieve
reductions in staffing, with associated salary savings, across the
University. In addition, the University
has continued to take measures to reduce costs in areas where income has
reduced. On the positive side, income from international student recruitment in
2003/04 exceeded expectations allowing some investment aimed at overcoming
capacity constraints. The financial
position remains strong. Further growth
in international student numbers is planned and preparatory investment
considered. The highest priority for
the use of additional income will be to address staffing levels. The University is fully aware of the
increased level of risk and will review the position regularly.
To
facilitate investment in its capital programme, the University intends to
release funding during 2004/05 through the sale of some of its off-campus
student accommodation. Financial
provision has been made in the forecasts for implementation of the residential
strategy once consultations with the local community are completed.
|
|
Target |
Target |
Actual to date |
Target |
||||||||||||
|
|
2006/07 |
2003/04 |
2003/04 |
2004/05 |
||||||||||||
|
|
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
|
FTE PhD Population* |
1016 |
395 |
279 |
341 |
832 |
342 |
266 |
224 |
903 |
385 |
273 |
246 |
1034 |
437 |
295 |
302 |
|
Annual Recruitment |
315 |
123 |
89 |
103 |
315 |
123 |
89 |
103 |
335 |
141 |
102 |
92 |
315 |
123 |
89 |
103 |
|
|
- |
- |
- |
- |
- |
- |
- |
- |
- |
- |
- |
- |
- |
- |
- |
- |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2006/07 |
2003/04 |
2003/04
(to 30.04) |
2004/05 |
||||||||||||
|
|
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
Univ |
Eng |
Sci |
SSH |
|
Research Income |
30,500 |
14,783 |
9,290 |
6,427 |
25,285 |
13,199 |
6,344 |
5,742 |
19,075 |
10,272 |
4,847 |
3,956 |
27,811 |
13,480 |
8,472 |
5,859 |
£000’s
* Figures are based upon a December snapshot
to coincide with the annual Research Activity Survey.
Table 2. Learning and Teaching
|
Aspects/Indicators |
Target
2006/7* |
Target
2003/04 |
Progress
2003/04 |
Target
2004/05 |
|
Widening
Participation Young FT
First Degree Entrants (1999/00) % from State Schools % from Social Class IIIM,IV,V % from Low Participation Neighbourhoods |
) ) Exceed ) Benchmark ) |
) ) Exceed benchmark ) ) |
Benchmark 84%
Loughborough 84% Benchmark 21%
Loughborough 23% Benchmark 10%
Loughborough 8% |
Sustain position Sustain position Achieve 1% improvement |
|
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 |
9624 143 1089 3 596 1375 1056 112 |
9487 143 491 3(+Singapore) 398 1375 601 112 |
9497 (excluding Peterborough) 177 510 166 (incl Singapore) 391 (excl Teacher Education Unit) 1445 (excl Teacher Education Unit) 761 175 (excl Teacher Education Unit) |
9624 177 644 166 436 (excl. Teacher Education Unit) 1445(excl Teacher Education Unit) 835 175 (excl. Teacher Education Unit) |
|
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 |
Benchmark 5%
Loughborough 5% Benchmark 14%
Loughborough 17% Benchmark 7%
Loughborough 5% Benchmark 5%
Loughborough 5% |
Improve on benchmark Move closer to benchmark Sustain position vs benchmark Improve on benchmark |
|
Quality Institutional Audit Subject Review |
Sustain excellent position under new QAA regime |
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. |
All deadlines for institutional audit met. Audit team’s view was one of ‘broad
confidence…in the soundness of the University’s current and likely future
management of the
quality of its programmes and the academic standards of its awards.’ The report identified many features of
good practice, as well as recommendations
for action in the category of ‘advisable’
or ‘desirable’. |
Address priorities in respect of audit recommendations and
internal developments to further enhance quality and standards with minimum
of bureaucracy while taking account of perceived risks. Meet HEFCE requirements to publish
accurate, up-to-date and reliable information on the national Teaching
Quality Information web-site. |
Notes:
Targets 2006/07 are taken from Strategic Plan 2002/2007 with the exception of
recruitment and admissions targets for full-time taught students which have
been amended to reflect latest student number scenarios agreed by Resources and
Planning Committee for Financial Scenarios to 2006-07.
|
Aspects/Indicators |
Target
2006/7 |
Target
2003/04 |
Progress
2003/04 |
Target
2004/05 |
|
Learning
Technology Computer Aided Assessment LEARN Distance Learning |
Increase uptake Increase uptake Expand distance learning |
DL: Information website for current and prospective
distance learning students |
Online Learning (Computer Aided Assessment and
LEARN) 2003/4 has seen a major CAA upgrade project to integrate CAA services more thoroughly within corporate systems and some minor developments to the Learn server. Following a reorganisation, the University created the Professional Development unit. This was commended – particularly in the context of CAA and Learn – by the recent QAA Audit. Following this reorganisation the University undertook a major review of its online learning provision. This has led to a proposal to use TQEF and RDS2 funding to support staff in developing their online (CAA and LEARN) provision and to evaluate the process. See also appended statement. DLA report on DL provision was presented to the Operations
Sub-Committee which adopted the
recommendation to focus activities on niche, postgraduate markets. The Institutional Audit considered the ‘care devoted by
the University to monitoring the development of its DDL provision as a
feature of good practice: |
Online Learning (Computer Aided Assessment and
LEARN) Precise
targets will be agreed with the Programme Development and Quality team once
we have HEFCE’s response to our RDS2 proposals, but we would expect to see
increased CAA activity; more modules with learning materials on the VLE;
enhancement of the level of interactivity of the web-delivered materials; a
continued increase in the use of broadband connections by off-campus
students, and continued use of LAN–delivered applications where these provide
the best solution to a tutor’s needs. DLTo review and interpret the
recently revised QAA code of practice (Section 2) and British Standard for
e-support in e- learning systems in order to produce a set of guidelines for
the University.
To continue to ensure high level strategic awareness of DL
through provision of a report to Senate in autumn 2004. Staff development activities to focus on supporting
students online. Update information website and maintain current
communication channels through meetings and electronic discussion. |
Notes: Targets 2006/07 are taken from Strategic Plan
2002/2007
|
Aspects/Indicators |
Target
2006/7 |
Target 2003/04 |
Progress
2003/04 |
Target
2004/05 |
|
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. |
2 FE colleges with validated programmes 5 Foundation Degrees, with agreed progression routes to
Honours Degrees 50 (FT) 0 (PT) |
‘Franchised student nos’ have now been converted into
directly funded nos at Loughborough College. No additional FEC links.
Agreed 2004 will be last LU-validated intake to
Leisure/Tourism/Hospitality Management FDs at Loughborough College. Protocol established between SSES and
Loughborough College programme team in respect of top-up in Applied Sports
Science. Top-up pathway opened for
2004 in Sports Science with Sports Management. Additional FD validated at Loughborough College for 2004 start
in Exercise and Health. |
As indicated in 2003, original target for 2006/07 has to
be set against a revised policy on collaborative programmes requiring
departmental engagement. Any expansion will be limited by this policy and is likely
to be reactive to any approaches from partners. |
|
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 |
Continue to exceed benchmarks Continue to exceed benchmarks |
95% for 2003 graduates ( subject to final confirmation by
HESA; benchmark not yet published) Cannot be calculated because of changes in data
collection/presentation |
Sustain or improve position |
Notes: Targets 2006/07 are taken from Strategic Plan 2002/2007
|
Aspects/Indicators |
Target 2006/07 |
Target 2003/04 |
Progress 2003/04 |
Target 2004/05 |
|
Monitor the delivery of innovation
and knowledge transfer services |
Monitoring mechanisms in place for
LU’s, HEFCE’s and emda’s purposes |
·
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. |
·
HEIF2 proposal submitted with clear
links to HEFCE and emda metrics ·
Strong relationships with emda and LSEP. |
·
Holywell Park Business Manager in
post to assure compliance with emda and
other contracted outputs ·
Co-ordinate inputs and responses to
regional economic development |
|
Create new opportunities |
SEIC and NTI Dagenham fully
functional. (SEIC: to meet targets in operational
agreement with BAESystems on academic KPIs and to meet regional targets with emda;
NTI Dagenham: to meet targets in
HEFCE agreement) |
A.
SEIC fully functional in Holywell
Park. Performance targets set by SEIC
Strategy Group being met. B.
NTI fully functional at NTI
Dagenham 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. |
A.
SEIC staff appointed or relocating
from early 2004. KPIs set by both LU and emda
under supervision of SEIC Strategy Group. B.
NTI Dagenham open for business
September 2003. NTI developing its HE, postgraduate and academic quality
co-ordinating roles. C.
3 collaborative ventures involving
major industry/sector involvement. D.
£800k funding from emda to complete phase 2 of the
Innovation Centre E.
£1.2m HEIF funding for LU, plus £700k
as part of collaborative bids. F.
One further spinout taking total to
25. |
·
SEIC and other Holywell Park KPIs,
managed and co-ordinated through the Holywell Park Business Manager. Further
leveraged funding to progress KT activities. ·
Two further Centres of Excellence
confirmed for location within Holywell Park ·
To produce a consolidated strategy
for developing and sustaining IP, spin-out and licensing activity ·
Increase of 10% in University
consultancy managed by LUEL ·
1 CTA partnership in place, a further
2 under development. |
Targets for 2006/07
taken from Strategic Plan 2002-2007 except for new opportunities where targets
have been amended following discussions with relevant partners
|
Aspects/Indicators |
Target
2006/07 |
Target
2003/04
|
Progress
2003/04 |
Target
2004/05 |
|
|||
|
Publicise achievements |
Two person team in
place dealing with all aspects of I&KT.
Double the publicity over current levels. |
·
Produce 30 press releases ·
Continue marketing support for spin
outs ·
Promote licensing opportunities more
systematically. |
·
52 press releases and associated
publicity campaigns ·
Two person team in place, and support
for University spin-outs, licensing and other exploitation activities in
place |
·
Produce 60 press releases ·
Refine and improve marketing support
for spin outs ·
Promote licensing opportunities more
systematically |
||||
Targets for
2006/07 taken from Strategic Plan 2002-2007