Lancaster University Strategic Planning Workshop

1. Lancaster University Strategic Planning Workshop Low Wood Hotel, Ambleside 13January 2009 – 15 January 2009 Professor Paul Wellings Vice-Chancellor

2. Key challenges Each Faculty and the School of Health and Medicine have been asked to reflect on the five key challenges set out in the strategic plan 2006-2011. Each Dean was asked to write a report setting out (a) how the Faculty/School has addressed each challenge since July 2006 and (b) what else is proposed in response to the plan. From the reports a SWOT analysis has been prepared for each key challenge, followed by a summary of the perceived institutional position. A chart has then been given to outline the position of strength of the University for each challenge and potential for growth.

3. Challenge 1-Enhance the quality of the student experience Generous funding for CPD from NHS North West Growth in graduate employment Ernst & Young degree Enhanced teaching facilities-north campus Director of Employability in post New Careers Manager in post Assessment of learning standards approved by AACSB E-learning strategy SciTech Vision project Excellent WP activity Better monitoring of PGR support Personal response system implemented for teaching Grants available for T development High level of student satisfaction FASS Graduate School T+L forum set up LLC learning space, Waterside, improved learning space Increase in ‘good’ degrees Concerns in NSS 2008 regarding feedback Blended learning facility in collaboration with e-science Need to ensure that UG medical teaching is given high profile in job planning within local NHS Trusts s Concerns in NSS 2008 regarding feedback T W O Need for better marketing of non-medical programmes Reduction on non-payroll budgets Complete review of ICT planned Better integration needed between FASS and CEEC regarding career development for students Continue development of on-line assessment of modules and programmes Capacity for strong distance-based PGT programmes, given good marketing Ongoing development of VLEs Planned development of resources for career development Incorporation of CETAD KEY Developing partnerships with selected schools Development of an outcomes based assessment of learning FASS M School Disengagement from Liverpool University Waterside building to allow more teaching space and office accommodation Review of marking scales, degree class indicators and feedback templates 2008/09 SHM FST FASS Graduate school to be further linked with admin processes Bold text indicates factors affecting all faculties

4. Challenge 2-Increase research impact Growth in graduate employment Good support for early career researchers N8 partnerships Research Training Programme offered for PG students Increase in research income from 2006 Increase in research income in the RAE period Engagement in externally funded initiatives e.g. NATCOR, INTACCT SciTech Graduate School- Research Development Programme IAS- a hub for interdisciplinary or cross-disciplinary research Northern Leadership Academy Development of Centres, total funding circa.£5 million Good research support at faculty level Several high level Professors Research incentivisation payments to encourage research applications Development of LEC FT rankings high in world’s top global schools s No progression route from UG level in Health Research Need to be more visible at national and international level T W Movement to REF O Need to increase PGR recruitment Lancaster Quantum Technology Centre Plans to expand doctoral programmes Continued investment in LICA- area of growth Considering introducing system of incentives for staff publishing in top- ranked research journals InfoLab21 Vision Opportunities to secure larger funding from industry Development of N8 projects Build on Daresbury alliance to secure future funding with SMEs Integration of new and future research Centres into the organisational structure of the School Work with PR company on international dissemination Scope for Taught Professional Doctorate in Palliative Care Focus on nuclear agenda, open up new funding sources

5. Challenge 3-Be fast and flexible Small PRC allows for fast consideration of strategy Informal HoD lunchtime meetings Development of blended learning provision for Sunway, Goenka etc. LUMS intranet Growth in consortial programmes Developed strong links with RSO Implementation of administrative review begun Small number of Centres of Excellence, to have ‘niche’ strength IAS supports interdisciplinary initiatives Faculty policies on workload allocation, performance and development review Interfaculty programmes s Need to better recognise the needs of programmes with substantial external linkages T W O Need to better handle the contracts on the border of research and consultancy Administrative review being undertaken Administrative review being undertaken Changes underway from Faculty PG recruitment process To co-ordinate response and provision with colleagues outside SHM UG entry requirements to be increased in 2009/10 Implementation of PG admissions review to be implemented 2009 Associate Dean reward package improved Director of IAS in post 1 January 2009 Faculty workload model enhancements to be implemented Development of e-learning approach Development of more consortial and inter-faculty programmes Planned review of LUMS committees

6. Challenge 4-Increase our reputation and standing Prominent figures given faculty lectures Funding of Lloyds Register Educational Trust Chair-investment by LRET One of few triple-badged Schools Representation of faculty on Regional/National bodies Frequent visitors from representatives of Research Councils to meet colleagues in targeted areas 5 year accreditation from both AACSB and EQUIS High level appointments Colleagues in CETAD have strong impact locally and regionally on skills agenda Committees for third mission and regional activities Bowland Trust donation Web content project working party Well known members on Advisory Group Strong communication policy Well connected in NHS North-West Expansion of advisory board Stronger relations to be developed with local MP’s s Need more resources to devote to marketing and communications T W O Alumni offerings not currently been successful in attracting support To develop expertise in clinical trials-developing case for NHS funding Need greater visibility on regional and national committees Changes underway from Faculty PG recruitment process Plans to develop faculty Advisory Board Continue to develop new and existing relationships with associated institutions Work with alumni being developed through Vision project Further develop the remit and membership of the Advisory Board Associate Dean reward package improved Health Innovation and Education Clusters-proposal being developed for bid Working with strategic partnership unit to encourage input on national and regional policy debates Continue to develop strategy for development funding Further work with PR company to improve press coverage Develop LUMS/LEC collaboration re inputs to sustainability agenda

7. Challenge 5- Commit to sustainable internationalisation Currently ranked 22nd in FT Global MBA League Tables Increase in overseas student numbers International visitors network developed Strong international strategy group in faculty Faculty playing active role in public policy formation Relationships with commercial companies being used efficiently International Programmes Leader appointed Certain departments and centres have strong links with international institutions Successful initiatives in China Strong links in Malaysia, Pakistan, India, Kosovo, Japan CHICAS overseas research collaborations Stronger relations to be developed with local MP’s s Challenging market conditions in international student recruitment Focus more at present on regional and national agendas, due to funding T W O Challenge in the US market Untapped overseas demand for biomedical and medical Programmes Developing more 2+2 programmes Reviewing degree programme offered to international students Continue to develop strategic partnerships with other major international providers Exploring packages of PG recruitment to offer 1+3 PGT/PGR combinations Plans to develop the role of the LUMS Student Ambassadors overseas Scope to develop international links in areas such as Bipolar and End of Life Care Development of industrial partnerships to offer student placements overseas New Imagination building will allow for business interaction Seek to develop partnerships with US schools Development of FASS Research strategy Development of appropriate provision in response to opportunities in EU

8. Challenge 1-Enhance the quality of the student experience • Enhanced teaching facilities • Improved provision for postgraduate students • Stronger focus on employability Strengths • Concerns in National Student Survey 2008 regarding feedback Weaknesses • Review of feedback procedures • Health and Medicine- incorporation of CETAD, new markets Opportunities • Reduction on non-payroll budgets Threats

9. Challenge 2- Increase research impact • Increase in research income in the RAE period • Development of centres of excellence • Increase in partnership working Strengths • More visibility needed at national and international level for School of Health • and Medicine • Increase needed in PGR recruitment Weaknesses • Building on partnership working- Daresbury, N8 • Opportunities for funding and development of programmes for School of • Health and Medicine • Continued investment into areas of strategic focus Opportunities • Movement to Research Excellence Framework Threats

10. Challenge 3- Be fast and flexible • Review of administrative processes across faculties underway • Growth in interfaculty/cross-disciplinary programmes Strengths • The handling of contracts that are on the boarder of research and consultancy Weaknesses • Opportunities from business process review • Workload allocation models Opportunities Threats

11. Challenge 4- Increase our reputation and standing • Lancaster University top ten in the country overall for research quality • Strong regional and international contacts across university Strengths • Growth in marketing strategies needed in School of Health and Medicine • Alumni support not strong across all faculties Weaknesses • Development of advisory board membership • Increase in collaborations to give rise to more inputs on regional and • national debate Opportunities Threats

12. Challenge 5- Commit to sustainable internationalisation • Successful overseas links e.g. Malaysia, China, India • More resources being put into international area Strengths • Challenge in US market • Funding not geared towards international agenda in School of Health and • Medicine Weaknesses • Untapped demand in many areas e.g Bipolar, biomedical UG programmes • Seek to develop opportunities with other major international providers Opportunities • Challenging market conditions in international student recruitment Threats

13. Weak Strong • Potential for growth • Disengagement from L’Pool • Increased teaching space • Feedback review CHALLENGE 1 Enhance the quality of the Student Experience • Potential for growth • Opportunities for funding in SHM • Development of N8 • Development of Centres of Excellence CHALLENGE 2 Increase research impact • Potential for growth • Administrative review • Development of inter-faculty programmes CHALLENGE 3 Be fast and flexible • Potential for growth • Further increase the remit and membership of advisory boards • Health Innovation and Education cluster possible bid • Develop LUMS/LEC collaboration CHALLENGE 4 Increase our reputation and standing • Potential for growth • Untapped overseas demand SHM • Development of programmes in FST • LUMS partnership development with US schools CHALLENGE 5 Commit to Sustainable internationalisation