New Strategic Plan for 2009-2015: Presentation by the Vice-Chancellor 24 th July 2009

1. New Strategic Plan for 2009-2015:Presentation by the Vice-Chancellor24th July 2009

2. Background to Strategic Planning Process

3. Strategic Planning Framework

4. Why produce a new Strategic Plan now? • The financial and political background has changed radically • Whatever the outcome of the next election we can expect a squeeze on Government spending and an increased emphasis on the economic and social impact of higher education • Higher Education has become increasingly globalised • Impending introduction of Research Excellence Framework and likelihood that research funding will become more concentrated in centres of excellence • New challenges posed by climate change and increased energy costs • Although Lancaster’s financial position is strong, we will need to look to non-government sources of funding if we are to continue achieving growth

5. Timeline for production of new Strategic Plan • July 2008 – Presentation by Professor David Eastwood (the then head of HEFCE) to Council members on strategic issues in the UK H.E. sector • January 2009 - Three day strategic planning workshop attended by members of the Academic Planning Committee and a range of other members of the University from key areas. Presentations available to all staff: Governance and Planning website • March 2009 – APC considers initial draft plan (produced by small group chaired by the VC) • April/May 2009 – Amended draft plan considered by the Senate and the Council • June 2009 – Final proposed version approved by the Council • September 2009 – Published version ready for circulation

6. Guiding principles • There should be a focus on identifying the University’s strategic objectives rather than describing its organisational and governance structures • The promotion and external identity of the University has an important role to play in the achievement of its strategic objectives • There should be clearer and more effective processes for implementing agreed policies

7. Guiding principles (cont) • Improved data management systems and processes are required to support strategic decision making • Effective performance management and staff development is essential • The key driver for the content of the plan should be an ambition for Lancaster to be recognised as one of the top 100 universities in the world

8. COMPOSITE UK LEAGUE TABLE 2008 Based on positions in the Guardian, Independent, Sunday Times and Times League Tables (1st = 40pts, 40th = 1pt for each table)

9. Structure of Plan

10. Introduction • Foreword • Catalysts and Drivers • Lancaster 2015 • Mission / Beliefs and Values / Our Graduates • Strategic Planning Framework

11. Strategic objectives • International • Research and Impact • Teaching • People • Lancaster Experience • Income Generation, Productivity and Financial Sustainability • Responsive Services and Integrated Processes

12. Measurement of success • Key Challenges • Key Performance Indicators • Turning Ideas into Action

13. Summary of strategic objectives

14. International: • To be seen as a world player in terms of the research we do, the students we teach, and the global problems to which we contribute ideas and solutions • Research and Impact: • Continue to perform research that is highly respected by peers and has a significant impact on society through benefits to business and influence on public policy • Maintain a thriving research community that recognises the importance of developing new researchers and provides the support to allow our staff to achieve their maximum research potential

15. Teaching: • Maintain stimulating programmes delivered to the highest standards, and improve the employability of our students in national and international job markets • People: • Increased emphasis on the employability of our students and on the professional development of our staff • Foster a culture of continuous improvement and respect for all, rewarding initiative, performance and creativity

16. The Lancaster Experience: • Develop further an open and sustainable campus with contemporary design that meets the highest environmental standards • Provide highly appealing and sociable places for living and working and promote a strong sense of community, taking full advantage of our distinctive collegiate structure • Income generation, productivity and financial sustainabilility: • Build on our successful financial management and meet the challenges posed by a more difficult economic environment through integrated financial and academic planning and by achieving gains in productivity

17. Responsive Services and Integrated Processes: • As a result of the growth of the University, the current economic environment and the ever-increasing expectations of staff and students we need to redouble our efforts to deliver fully integrated administrative processes that are recognised for quality, innovation, responsiveness and efficiency

18. Key Challenges

26. LANCASTER UNIVERSITY:INCOME & EXPENDITURE

27. INCOME AND EXPENDITURE