Transforming lives Meeting needs Building careers. Strategic plan

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1 Transforming lives Meeting needs Building careers Strategic plan 2013 / 2015

2 Introduction

3 Strategic Plan 2013/2015 Transforming lives Meeting needs Building careers Since its origins in 1848, London Metropolitan University has stood for affordable quality education for the whole community. In the twenty-first century that community embraces students from around the world, partner institutions from near and afar, and education in evolving face-to-face and virtual forms. In 2013 the University consists of four Faculties: Social Sciences & Humanities and Life Sciences & Computing located on Holloway Road, Islington; the Sir John Cass Faculty of Art, Architecture & Design, and the Faculty of Business & Law, located on a number of sites in or adjacent to the City of London. Student and staff support is conducted through a series of Professional Service Departments located upon both campuses. During 2013/15 the University will introduce three hubs - at Moorgate, Aldgate, and Holloway - as a local focus for a variety of student services. For 2010/13 London Metropolitan University adopted a transformative Strategic Plan to drive rapid improvement in the efficiency of its services, the relevance of its curriculum to changes in demand, and the satisfaction of its students. In 2012 the University s Board of Governors determined that the framework of that Strategic Plan, Transforming lives, meeting needs, building careers, was still suitable for guiding the University s further strategic directions for two further years, 2013/15. Hence, this current Plan, which extends several key aspects of the 2010/13 Strategic Plan to 2015, while also including many new features to meet the University s rapidly changing circumstances. This two-year Plan needs also to be seen as a transition to a bolder repositioning of the University from 2015 onwards, as an institution better able to meet its aspirations for quality education through a clearer focus upon higher education outputs, staff service, student satisfaction, rationalisation of estates and technological facilitation of learning. Planning for the University s Strategic Plan, 2015/20, will commence in mid One key challenge in 2013/15 is the building of the University s international profile, following its challenges from the UK Border Agency in 2012/13. This Strategic Plan 2013/15 is therefore consonant with Strategic International Plan, 2013/15, as well as the comprehensive Action Plan adopted in November 2012 to meet those specific challenges. Malcolm Gillies Vice-Chancellor and Chief Executive Pages 2/3

4 Mission

5 Strategic Plan 2013/2015 Our people Our values Our priorities Our key enablers Mission At London Metropolitan University we transform lives through education and research of quality, meet society s needs through our socially responsible agenda, and build rewarding careers for our students, staff and partners. Our people London Metropolitan University is a sustainable learning community consisting of: Our students, whose learning is our greatest charge Our staff, who are our greatest resource Our partners, who sustain and challenge us Our values Quality in our educational, research and enabling services Fair access to our courses, knowledge and facilities Diversity in our people, courses and methodologies Clarity in our statements of purpose, expectation and communication Responsibility to a socially inclusive world, the environment and each other Efficiency in our use of resources to support our mission in higher education Partnership with other educational institutions, communities and employers Transformation through embracing change and building a more effective institution Our priorities 1 Quality Higher Education 2 Fair access 3 Sustainability Our key enablers 1 People 2 Technology 3 Estates Pages 4/5

6 Strategic priority 1 Quality Higher Education Whether in its teaching and learning, research, knowledge exchange or enterprise activity, London Metropolitan University is dedicated to upholding internationally recognised benchmarks of quality. Aims To transform our students appreciation of their world and its opportunities To enhance the skills base, professionalism and qualifications of our staff To develop specialist and generic skills that enable students to engage in rewarding careers at home or abroad To attract a wide range of students through our offering of high quality, demand-led courses To engage in research, knowledge exchange or enterprise activity, in particular to enhance the University s educational focus and its commitment to social justice To celebrate different educational and research emphases of different schools and faculties, and in different partner institutions, while ensuring common high standards of pedagogy, assessment, award and publication To review the course and research portfolio regularly to meet changing student expectations and research needs or opportunities To emphasise internationalism as an essential feature of all University engagements, as well as a means of enhancing employability To ensure that all benchmarks of quality are met through uniform and timely quality assurance and enhancement processes To foster a strong, independent Students Union To produce proud alumni, with useful lifelong skills, thereby furthering the University s reputation and its enduring community support

7 Strategic Plan 2013/2015 Actions We will carry out a review of the first year of the post-2012 undergraduate curriculum to determine the effectiveness of its implementation (Due: 31 December 2013) We will implement further development programmes to enhance staff preparedness for changing roles, both in teaching and in research (Due: 31 July 2014) We will carry out a review of the implementation of the Postgraduate Education and Research Review (2011/12) (Due: 31 December 2014) We will implement the recommendations of the review of quality assurance and enhancement mechanisms (2013), to reinforce the recognition of quality in all programmes offered both through the University and its partners, and to prepare for the next QAA institutional review expected in 2015/16 (Due: 31 January 2014) In consequence of the 2014 Research Excellence Framework results, we will review the University s investment in, and income generation, from all forms of research and research training, to ensure their financial sustainability (Due: 31 July 2015) In consequence of the 2013 Review of Partnerships, the University will implement its recommendations to ensure a focussed, high-quality and profitable engagement with partner institutions (Due: 31 July 2014) We will carry out the actions stipulated in the International Strategy 2013/15, as the University rebuilds its international profile and undertakes selective engagements with internationalism (Due: various dates, according to the International Strategy) We will ensure that governance, management, representative and student democracy aspects of the Students Union are fully established each year (Due: 30 November each year) We will finalise, then implement, an Alumni and Development Strategy to regularise the University s commitment to its alumni and its approach to philanthropy (Due: 30 September 2013). Indicators and targets 1 Key institutional indicator: Percentage of graduates who achieve a good honours degree (1st or 2:1) Key institutional indicator: Percentage of overall student satisfaction (National Student Survey) Key institutional indicator: Percentage of students employed in graduate-level jobs six months after graduate HE, Business and Community Interaction Survey annual result: [This includes total research grants and contracts ] Percentage of overall student satisfaction (Postgraduate Research Experience Survey) Average starting salaries, in Destination of Leavers of Higher Education survey Alumni engagement numbers Positioning in leading league tables: 1 Key institutional indicators and targets refer to the ten institutional indicators agreed with HEFCE, in February 2013, for the period 2012/16. Pages 6/7

8 Strategic priority 2 Fair access

9 Strategic Plan 2013/2015 London Metropolitan University is committed to offering affordable quality education, on equitable principles, to a diverse range of national, European Union and international students. Aims To provide fair access to our courses and our research, to encourage participation from all segments of society, and to support social mobility through educational success To market our courses to emphasise the access and diversity priorities of the University To commit to maximise student success, both in academic terms and in personal development To tailor our educational provision to the learning strengths and needs of students so that they are given every opportunity to attain their full potential To promote partnerships and networks with schools, colleges, partner institutions and employers, both at home and abroad To offer education at fair and affordable prices to students whether full-time, part-time, at home or abroad. Actions We will carry out a review of the first year We will only admit students whose prior learning or experience is deemed sufficient to succeed on our courses (Due: 31 August each year) We will revise our Marketing Strategy to ensure its message of affordable quality education reaches all segments of society (Due: 31 October 2013) We will, through early and regular meetings with personal academic tutors, reinforce student confidence as learners, future employees and global citizens (Due: from 31 October each year) We will review supplementary learning advice and support available to assist learners from widely varied educational backgrounds (Due: 30 November 2014) We will, in accordance with the Partnerships Review (2013), develop stronger pathways to learning and career success (Due: various dates, according to the Review) We will regularly review student fees, to reflect costs, demand, future employability, loan opportunities and scholarship or bursary provision, in keeping with our commitment to fair access (Due: 30 November each year) We will seek to bring about a convergence in net fee charged to domestic/eu and international students, reflecting the changing basis of student funding (Due: 31 July 2015). Indicators and targets 1 Key institutional indicator: Percentage from first degree young entrants from National Statistics Socio-Economic Classifications 4 to 7 Target: Meeting HEFCE benchmark Key institutional indicator: Percentage of learners who are eligible to progress (full and conditional), Year 1 to 2; Year 2 to 3 Target: Meeting HEFCE benchmark Student diversity statistics, by recorded ethnicity Target: Maintain current diversity percentages. Pages 8/9

10 Strategic priority 3 Sustainability London Metropolitan University is committed to sustainability, in educational, financial and environmental terms. Sustainability is best achieved when there is close coordination between activities at University-wide and Faculty levels of operation. Aims To target human, financial and physical resources to support strategic priorities 1 (quality) and 2 (access), at the most effective University-wide or divisional level, while recognising the demands of academic freedom and collegiality To refine resource allocation models to allow longer-term planning and more overt incentives for innovation, efficiency, and minimisation of environmental damage In consequence of the Business Process Redesign exercise (2013), to reform University services to achieve better service, cost savings, more efficient use of technology and estates, and the realisation of student-related improvement projects To continue to revise the course portfolio, research focuses, recruitment and marketing strategies to ensure growth in income and enhanced levels of surplus In consequence of the establishment of the Office of Institutional Effectiveness, to use more authoritative data to drive institutional planning, as well as compliance obligations To gain greater return from the investment in staff through improvements in time usage, retraining, and benefit compliance

11 Strategic Plan 2013/2015 To enhance internal communications to reinforce mutual support of University priorities and achievement of the sustainable purpose To build improved risk management processes, so that risks and their mitigations are more effectively owned at all levels of the institution. Actions We will, through our key Enablers (see later), target all resources to maximise quality student learning both in metropolitan London, and, through selective partnerships and e-learning, around the world (Due: 31 July 2014, to report on progress) We will continue to rebalance resource allocation, through a fair model, to achieve a devotion of a considerable majority of resource to direct teaching and learning activities (Due: 31 July 2015) We will implement process improvements in the University through realisation of four key projects: First Stop Shop, Single View of Customer, Conversion, Facilitating the Curriculum (Due: various dates to July 2015; Nine-Point Action Plan No. 3) We will review the institutional course and research portfolios each year, making coordinated adjustments in course fees, prerequisites, intake numbers, students benefits, marketing/recruitment focus and resource allocation (Due: various dates; Nine-Point Action Plan Nos 1, 2, 4, 5) We will continue with management information improvement and data quality management programmes to boost the reliability of University data and hence the effectiveness of institutional planning (Due: various dates, and through quarterly reporting) We will, through academic contract efficiencies and staff development programmes, achieve at least a 25 per cent improvement in average academic staff utilisation, while seeking better benefits compliance (Due: 31 July 2014; Note Nine-Point Action Plan Nos 7 and 8; Enabler 3) We will institute a robust internal communications strategy, while also recognising the need for commercial confidentiality, data privacy and freedom of information (Due: 31 December 2013) We will monitor institutional and project risk monthly, Faculty and services risks quarterly, and risk appetite and overall risk policy framework annually (Due: various dates, according to the Risk Management Plan) Indicators and targets 1 Key institutional indicator: Operating surplus Target: -1.3% (2013/14); + 1.0% (2014/15) Key institutional indicator: Net liquidity/total expenditure Target: 87.1 (2013/14); 59.0 (2014/15) Key institutional indicator: Net cash flow as percentage of total income Target: -0.8% (2013/14); +2.4% (2014/15) Key institutional indicator: Staff costs as percentage of total income Target: 63.4% (2013/14); 61.3% (2014/15) Key institutional indicator: Estate utilisation as percentage of generic teaching space People & Planet Green League Target: Improve score on prior year National Student Survey, specific service questions Target: Improvement on prior year. Pages 10/11

12 Key enablers of the Strategic Plan s priorities 1. Our people

13 Strategic Plan 2013/2015 Enhancing staff service Our staff are our greatest resource. They must be informed, supported and challenged, in providing efficient and effective service in furthering the University s mission. Aims To have an appropriate number of staff with the right skills in the right place To provide clarity of purpose to our staff To increase the diversification of roles and the level of qualifications held by staff. Actions We will review and improve our policies and guidance to support staff in gaining relevant skills and academic/professional qualifications (Due: 30 November 2013) We will review and simplify our staff recruitment systems and will deliver greater opportunities for student employment (Due: 30 November 2013) We will review our staff management policy to ensure appropriate prioritisation of time on student learning and experience, research, and staff self-development (Due: 31 March 2014). Indicators and targets 1 Key institutional indicator: Staff costs as percentage of total income Target: 63.4% (2013/14); 61.3% (2014/15) Staff engagement baseline established for 2013/14 (base November 2013) Staff highest qualification data in the annual HESA staff return. Pages 12/13

14 Key enablers of the Strategic Plan s priorities 2. Our technology

15 Strategic Plan 2013/2015 Delivering more flexible services to students and staff Technology supports the University s mission by enabling learning, communication and access to services anywhere, any time, any device, through its reliable provision of technology infrastructure, information management and support services. Aims To facilitate learning, communication and access to services by implementing enhanced learning, mobile and social technologies To empower students and staff as confident, self-serviced users of technology To deliver cost-efficient services while meeting preferences of individual users. Actions We will implement a policy to Bring Your Own Device, within a unified, increasingly cloud-based communication system (Due: 31 July 2014) We will implement an IT strategy that encompasses emerging technologies of social mobile and cloud computing, with associated training of student and staff users (Due: 31 July 2015) We will consolidate and standardise IT provision, wherever possible, while meeting service management and governance standards (Due: various, to 31 July 2015). Indicators and targets 1 Percentage of systems cloud-based National Student Survey/technology rating User satisfaction, by stakeholder group. Pages 14/15

16 Key enablers of the Strategic Plan s priorities 3. Our estate

17 Strategic Plan 2013/2015 Revitalising the University s educational and social environment Our physical estate supports the University s mission through being of good quality, safe, affordable and sustainable. Aims To upgrade estate quality and improve space usage and carbon management through sales, lease terminations, renovations, Faculty consolidations, and timetabling revision To improve student satisfaction with the estate and estate services To deliver better value for money through contracts and agreements, both internal and external. Actions We will continue to implement the Estates Master Plan and Carbon Management Plan, with annual reviews to reflect changing needs (Due: various dates with reviews in November 2013 and November 2014) (Nine-Point Action Plan No. 6) We will improve timetabling efficiency, in collaboration with Faculties, through the Facilitating the Curriculum project (Due: July 2014) We will identify a suitable customer service kitemark for Estates and develop an action plan to achieve the necessary standard of service delivery (Due: July 2015) We will review Estates staff contracts, all third-party contracts and internal Service Level Agreements to ensure Value for Money and congruence with current student and Faculty priorities (Due: completion by July 2015) Indicators and targets 1 Percentage of estate in HEFCE conditions A and B Target: Improvement by at least 1 per cent on prior year (base 77%) Operating costs per m 2 of estate Target: At least maintain current m 2 efficiencies Teaching space utilisation Target: Improvement by at least 2 per cent on prior year (base 44%) Carbon reduction targets Target: Meeting targets in Carbon Management Plan. Pages 16/17

18 The University s plans

19 Strategic Plan 2013/2015 The University has four inter-connected plans The Strategic Plan is the University s multi-year blueprint for change The Operational Plan matches resources to actions, and people to challenges, on a yearly basis with forecasts up to four years ahead The Financial Plan ensures resources are available and appropriately used and accrued, on a yearly basis with forecasts up to four years ahead The Risk Management Plan facilitates identification and mitigation of risks, in keeping with the institution s risk appetite. It reviews its risks on a monthly and quarterly basis, and its risk appetite and risk policy framework on an annual basis The University s plans all connect to similar plans at Faculty and PSD levels. Pages 18/19

20 Transforming lives Meeting needs Building careers London Metropolitan University Holloway Road London N7 8DB United Kingdom Tel: +44 (0) For course and prospectus information visit: Design: Cavendish Design

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