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Maintaining excellence in unstable times: Cambridge and the UK

Maintaining excellence in unstable times: Cambridge and the UK. Professor Sir Leszek Borysiewicz FRS. Origin of Universities Principles (HERA 2016): Academic Freedom Autonomy Haldane Principle Philosophy of University Trust and Economic Benefit. Why Universities?.

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Maintaining excellence in unstable times: Cambridge and the UK

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  1. Maintaining excellence in unstable times:Cambridge and the UK Professor Sir Leszek Borysiewicz FRS

  2. Origin of Universities • Principles (HERA 2016): • Academic Freedom • Autonomy • Haldane Principle • Philosophy of University • Trust and Economic Benefit • Why Universities?

  3. The University of Cambridge The University of Cambridge is one of the world’s leading academic centres, and oldest universities Mission: “to contribute to society through the pursuit of education, learning and research at the highest international levels of excellence” The UK’s and Europe’s leading research university 12,000 undergraduates and over 6,000 postgraduates Over 150 academic schools, faculties, departments and other academic institutions Cambridge Assessment and Cambridge University Press (trading activities) Multiple sources of income at all levels and very significant (and growing) financial endowments Aaa (stable) rating from Moody’s 3

  4. Highlights • Founded in 1209: Celebrated 800th anniversary in 2009 • Famous alumni: Newton, Darwin, Watson Milton, Byron, Wordsworth Erasmus, Keynes, Nehru • League Tables: Consistently ranked in world top 6 • Nobel Prizes: 97 • Innovation: The largest technology cluster in Europe

  5. Staff Profile of the University of Cambridge 2016

  6. Finances of University of Cambridge 2017-18 Annual Report of the University of Cambridge 2018

  7. Cambridge University Infrastructure Development £200m £400m Papworth Heart Lung Hospital 2018 Projected capital investment over 5-7 years £2.7bn £400m £1bn Astra Zeneca Headquarters North West Cambridge Cavendish Laboratory for Physics

  8. Clouds on the horizon – uncertainties for the sector in the UK -5 0 +5 • Finance • Pensions • Staff – recruitment, remuneration, retention • Higher Education Bill • Office for Students (Regulator) • UKRI and Industry Strategy • Brexit/UK • Immigration Bill

  9. Finance • Universities ‘awash with cash’ • Fat cats trading on underprivileged students • Elitist with no semblance of equality or diversity • Too independent cannot be controlled Consequence • Why should the tax payer continue to support? • BUT they are institutions of national importance that should be brought into line

  10. Is the current model sustainable? • Options for Government: • Options for Universities: • Threats through Financing • NO – politically (fees) vs costs • Reduce fee maximum • Reduce Student numbers • Reduce REF Income • Charity sector funding • Regulate ++ • Independence???? • Change the nature of the debate

  11. Development of new Partnerships – commercial and private sector • Scale • Terms – public/government acceptability • Tend to be long-term investments • Endowment • Difficult to establish from scratch – Cambridge/Oxford….. • Philanthropy for Endowment – very difficult! • Philanthropy • Way behind the USA • Attitudes in the UK • Changing nature of philanthropy globally – how far will Universities go? • Alternative Funding/Income

  12. Is USS sustainable? • Deficit • Recovery proposals • Employer’s contribution • Employee’s contribution • Equity for all grades? • Mutuality • Alternatives? • Pensions

  13. Quality • Geography – global recruitment • Competition • BREXIT & Immigration Control • Equality & Diversity • Sexual and other harassment Who pays and how much? Internal competitiveness of the sector Will we be left with a small number of globally competitive institutions? • Staff Recruitment and Retention

  14. This is not HEFCE it is a regulator • Registration • Opening the market – drive costs down but quality? • Parliamentary accountability – real and perceived • Establishing the future working relationships • Student numbers/ fee structure • Student Loan Company • Consumer Empowerment • Office of Students

  15. What is UK Research and Innovation?

  16. Our objectives Our first objective is to invest every pound of taxpayers’ money wisely in a way that maximises impact for citizens, in the UK and across the world. This will have three elements:

  17. The Numbers • More than £6.5 billion in combined budget per year • 3,900 research and business grants issued every year • 151 universities receiving research funding • 38 institutes, laboratories, units, campuses and innovation catapults

  18. Working towards 2.4% The Government has committed to reaching: • 2.4% of GDP investment in R&D by 2027 • Reaching 3% in the longer term • Additional £7bn by 2021/22 In 2015 UK’s expenditure on R&D represented 1.7% of GDP – below the OECD average R&D intensity of 2.4%.

  19. Industrial Strategy • Cross government strategy led by BEIS • Science and research at its heart • Green paper out in January 2017 • Final strategy published November 2017 • Life Sciences Industrial Strategy • Life sciences identified as a key sector to ensure UK remains a world-leader • Sector Board chaired by Sir John Bell – CRUK represented • Sector strategy published in August 2017 • Phased one of Sector Deal announced December 2017

  20. The Cambridge Phenomenon • Europe’s biggest technology cluster • 1,500+ to 4,000 hi-tech companies employing 57,000+ people; revenues >£13 billion • 16 companies worth US$1 billion+; 2 worth US$10 billion • All in a region with just 1% of the UK population • Cost of accommodation/transport

  21. Decision regarding leaving largely made – political volte face? • Transitions • Loss of EU Structural Funds (UK regional inequalities 611% - 62%) • Where will S & T sit in the EU and UK priority during discussion ‘nothing is decided until everything is decided’ Barnier 2017; Juncker 2017 • EU is as split on the issues as is the UK Government • Sovereignty – control of decisions and financing • Collaboration – who decides priorities OUTCOME ? • BREXIT

  22. Partnering with industry and new enterprises • International Partnerships • Domestic partnerships • Investment in Infrastructure – required scale Scale and risk appetite • Opportunities

  23. The underlying pressures on most Universities are unsustainable if quality is to be maintained • Sector differentiation will become more evident – will politicians accept this? • Risk aversion – risk management – risk appetite? • International competitiveness – CHINA • Impact of external forces – BREXIT & Immigration control • What partnerships and opportunities? • Conclusions

  24. The Industrial Strategy White Paper has announced £725m for a second wave of ISCF: Industrial Strategy Challenge Fund • Six challenges in Wave 2 were announced: • Prospering from the energy revolution • Transforming construction • Transforming food production • Data and early diagnosis in precision medicine • Healthy ageing • Audience of the future • Two Pioneer Challenges were announced: • Next generation services • Quantum technologies • Wave 3: • UKRI will launch expression of interest for potential challenges next year

  25. Life Sciences Industrial Strategy - overview • Seven key areas identified where progress could be made: • Creation of a Health Advanced Research Programmes(HARP) • Reinforcing the UK science base • Growth and infrastructure – making the UK the best place for life science businesses to grow • Better collaboration between the NHS and industry (including Data and adoption of technology) • Supporting skills • Creating a supportive regulatory environment

  26. Health Advance Research Progromme (HARP) Flagship recommendation describes mechanism to support larger scale and potentially higher risk science challenges • Charities, NHS & Government form partnerships with companies around challenge • Partnerships with the data-rich NHS would be the USP of these challenges • The NHS could hold a “golden share “ in companies emerging from HARP anchoring industry in the UK so value could be returned to NHS patients and UK plc • Emerging technology developed to drive change and efficiency in the NHS but be applicable internationally

  27. CRUK Priorities Top priorities: • HARP – specifically the creation of an early detection initiative • Supporting charity funded research – increasing CRSF Other priorities: • Increasing science spend – discovery science and NIHR • Enhancing UK’s clinical trial capacities • Establishing digital innovation hubs • Implementation of AAR – patient access to innovation

  28. What next? • Implementation of Sector Deal is led by an Implementation Board • Annual review of Sector Deal – Dec 2018 • CRUK monitoring implementation particularly in priority areas All funding bodies have their mission • If pressures rise will charities continue to invest in Universities?

  29. Partnering with industry and new enterprises • Opportunities

  30. Partnering with industry and new enterprises • International Partnerships • Opportunities

  31. International Dimension 250+ projects 5 major Centres £45m

  32. Partnering with industry and new enterprises • International Partnerships • Domestic partnerships • Opportunities

  33. The Medical School Model Tripartite mission Teaching Research Service Provision Tensions UniversityNHS research drive – REF service demand medical education reform eternal reconfiguration NHS R & D • serve to drive organisations apart despite the congruence of mission • diversity will require interaction at all levels of the health care sector • the diversification of the Medical School Model to encompass other health professions

  34. Implications for Medical Education • What is required of the student that we will educate in the forseeable future? • Who should we educate? Required skills may be different • Less rote learning? How different will the curriculum be? • Patient focus and care sectors • Workforce balance – more primary care less tertiary care; de-skilling??? • How far will technology overtake current practice e.g. surgery, pathology, radiology Can we ensure that patient outcomes are going to be better and more accessible despite ever increasing demand and financial pressures?

  35. Infrastructure (or Cranebridge!) Attenborough Building for the Cambridge Conservation Initiative Alison Richard Building for Humanities New Chemical Engineering

  36. Colleges 31 Colleges Oldest: Peterhouse, founded 1284 Newest: Robinson, founded 1979 Largest: Homerton (1,055 students) Smallest: Clare Hall (160 students) Women only: Lucy Cavendish, Murray Edwards, Newnham Graduates only: Clare Hall, Darwin

  37. The University – legal status • A common law corporation - Act of Elizabeth I in 1571, and later Acts of Parliament • A charity • Decision-making bodies: • The Regent House (4,500 members) • The Council (Chancellor, Vice-Chancellor, 4 College Heads, 4 Professors/Readers, 8 other members of Regent House, 3 students, 4 external members) • Key officers: • Chancellor: constitutional head (Lord Sainsbury) • Vice-Chancellor: full-time resident head, principal academic officer (Prof. Sir Leszek Borysiewicz) • 5 Pro-Vice Chancellors, appointed by Council, max. 6 years: Planning & Resources, Research, Education, International Strategy, Institutional Affairs • The Registrary 38

  38. Who’s who The Chancellor Lord Sainsbury of Turville The Vice-Chancellor Professor Sir Leszek Borysiewicz 31 Heads of House including 5 Pro-Vice-Chancellors 6 Heads of School 6 Deputy Vice-Chancellors • Planning & Resources • Education • Research • International Strategy • Institutional Affairs • Arts & Humanities • Humanities & Social Sciences • Biological Sciences • Clinical Medicine • Physical Sciences • Technology Registrary and UAS

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