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The Modernisation Agenda of the Universities Strathclyde University – A Case Study

The Modernisation Agenda of the Universities Strathclyde University – A Case Study. Dr Peter W A West Chief Operating Officer. University of Strathclyde. Anderson’s Institution Founded in 1796 by John Anderson Granted Royal Charter 1964 The University of Strathclyde

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The Modernisation Agenda of the Universities Strathclyde University – A Case Study

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  1. The Modernisation Agenda of the UniversitiesStrathclyde University – A Case Study Dr Peter W A West Chief Operating Officer

  2. University of Strathclyde • Anderson’s Institution • Founded in 1796 by John Anderson • Granted Royal Charter 1964 • The University of Strathclyde • ‘...a place of useful learning...’ • 3rd largest university in Scotland • One of largest providers of postgraduate education in UK • Cutting edge of education (Europe’s first interactive classroom 1997) • Annual income £200M

  3. ‘The Place of Useful Learning’ • Strathclyde is ranked in the top 10 of Businesses’ favourite Universities in the UK, according to a report by Imperial College Business School (2009) • In excess of 160 patents and licence agreements which have generated more than £42m in royalty income over a 25 year period • Generated over 45 spin-out companies to date • Engaging with businesses through Knowledge Transfer Partnerships with 21 current projects. Strathclyde is top in Scotland for the uptake of KTPs, and 9th in the UK • The University has supported students and alumni to start 47 new companies in the last four years

  4. Problems for the University • League table position • Peaks of Excellence, troughs of under-performance • Poor Infrastructure • Research Assessment Exercise • Weak Brand - problem of differentiation • First choice Engineering/Business/Science/Law: Second choice Arts, Social Sciences, Education

  5. Excellence Agenda‘A Place where only the best are good enough to work and study.’ • 2007-2009 Excellence Reviews • closure • merger • investment • March 2009 Engineering Principal (Rector) • Education/Social Sciences Merger • Appointed Vice-Rectors and Deans • Early Retirement/voluntary severance - £12m saved

  6. Restructuring of Professional Services • 2008-2009 Holistic Reviews • Marketing • Appointments • Student Recruitment • Purchasing • 2009 Professional Services Review • Partnership Working • Holistic approach • Changed role of Vice-Rectors • 13 Directors down to 8 • 2009/10 New Directors’ Brief • Restructuring, save 10%

  7. Decision Making • Executive Team established • Strategic Committees – Staff; Estates; Information Strategy; Research & Knowledge Exchange • Professional Officers Empowered • Executive/Non Executive distinction clarified

  8. Progress • Investment in new research lectureship • Rapidly rising research income • Estates investment of £300m agreed • AFRC and Scottish & Southern Energy Partnerships • National Research Centre for Sustainable Energy • Rebranded as ‘Modern Technological University’

  9. A Technological University: Scotland’s ‘MIT’

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