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Chris Lindsay, College Manager

Chris Lindsay, College Manager. Exeter Admin Team Meeting, 08 July 2013. Our Mission. To contribute to the health and well-being of the nation by : Undertaking research driven by the principle of translation from discovery to personalised care and healthy communities

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Chris Lindsay, College Manager

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  1. Chris Lindsay, College Manager Exeter Admin Team Meeting, 08 July 2013

  2. Our Mission To contribute to the health and well-being of the nation by: • Undertaking research driven by the principle of translation from discovery to personalised care and healthy communities • Delivering medical education that is socially accountable, that nurtures collaborative leaders, and produces graduates committed to life-long scholarship for the service of patients and the public

  3. Our Ambition In the next five years: • To grow to a size that begins to make us competitive within the University and nationally • To be recognised by the General Medical Council as a new medical school able to award a primary medical qualification • To be placed in the UK Top 10 in terms of the quality of our education and student experience • To be competitive with UK Top 10 in terms of the quality of our research • To be competitive with the UK Top 15 in terms of our research volume

  4. Our Strategic Priorities for the Next Five Years Education • Deliver the existing UG and PG programmes: BMBS, BSc Medical Sciences, PGT • Successfully complete GMC validation • Sustain the legacy of PCMD: student satisfaction and high quality graduates • Develop new UG and PG programmes: income generation and size • The partnership with the NHS Research • Sustain the legacy of PCMD: world class biomedical, clinical and health services research • Grow to be competitive: within the University and the Russell Group • Grow to survive: research concentration • Collaboration: with other Colleges, Universities and the NHS • A strong submission to Research Excellence Framework (REF) 2014

  5. The Infrastructure to Support our Priorities St Luke’s Campus – the Medical School Building, College House and South Cloisters Streatham Campus – the Hatherly building and Living Systems Truro and Cornwall – Clinical Education and ECEHH RD&Eand the RILD facility – Clinical Education and Research

  6. The University, HE and Healthcare Operating Environments: Change Change on all fronts • The College – from PCMD to UEMS • The University – continuing to grow and invest • Higher education – student choice, austerity and competition • The Healthcare sector – the changing architecture and emphasis

  7. The Opportunities and the Challenges: Change Change is our greatest challenge and biggest opportunity

  8. The University Professional Services Review • The PS review is about creating a Professional services team that can work effectively with academic colleagues to meet our future challenges • Especially the challenge of growth (predicted at 9% per annum) in a new operating environment. • We are in a planning phase – nothing will happen until we are clear about what we need to do • This change is about our future and we will all be asked to play a part.

  9. The Emerging Environment International & national drivers Exeter’s vision for excellence • Austerity: significant cuts to BIS & HEFCE budget anticipated • Research concentration • Distinction and global brand: thematic research Q’s, Cornwall ‘offer’, a great place to study/work • Internationalisation • New ways of working, efficiencies & regulation • Continuing to be a market leader for the student experience • Supporting our academic colleagues (and supporting the academic voice) • Multidisciplinary themes (T&R) • Balancing STEMM vs. HASS • Partnership with GW4 • Cornwall campuses success • Staff environment, inclusion and wellbeing A top 10 University £100m Research income by 2017 20,000 UG (home) by 2017/18

  10. We need to take some time to ensure that we do the right things… We are here Dec June Launch Understand Listen Plan and seek support Getting everyone on board “What are we trying to do?” Understand what the problem looks like “Show me the evidence” Identify the key areas that need to be improved “What really needs developing?” Build the plan “Where do we start?”

  11. Questions / Observations • The direction of travel • The last 12 months • The Professional Services Review • What questions do you have? • What opportunities for change do you see? • What excites or worries you about the review? • Anything else?

  12. THANK YOU

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