100 years of living science

23 March 2007

Imperial College: Strategic Planning

Rees Rawlings

Pro Rector (Educational Quality) 7 May 2007

Outline of Presentation

Introduction to Imperial CollegeOrganisationMission/Strategic IntentsCollege Strategic PlanLearning and Teaching StrategyFinance and Planning RoundQuestions

Introduction to Imperial College

How did we come to exist?

1851-1890 – Establishment of Constituent Colleges

Imperial College founded in 1907 through merger of

three older institutions:

City & Guilds College, Royal College of Science, Royal School of Mines

Mergers with other London Medical Schools:

St Mary’s Medical School (1988), National Heart and Lung Institute (1995),

Charing Cross/Westminster & Royal Postgraduate Medical Schools (1997)

Merger with Wye College (2000)

Merger with Kennedy Institute of Rheumatology (2000)

Our staff

8200 staff and visiting staff• 3,000 academic and research staff• 3,000 support staff• 1,500 honorary staff• 700 academic visitors

and visiting researchers

Our students

11,500 students• 8,000 undergraduates• 1,950 taught postgraduates• 2,300 research postgraduates

Courses• 111 undergraduate courses• 124 postgraduate taught courses• 5:1 Ratio for applications

for places above 5:1• AAB Average A-level

entry grade above AAB

An international institution

Students from 123 countries

Top Non-UK countries: • China • Germany• Greece • Nigeria• Malaysia • Italy• France • India• Singapore • Cyprus

67% increase in overseas students in 5 years

Overseas29%

EU14%UK

57%

COMMITTEE STRUCTURE

COURTCOURT

COUNCILCOUNCIL

THE RECTOR

Management Board

Management BoardSenateSenate

SEC

ACADEMIC MISSION OPERATIONAL MANAGEMENT

OVERSIG

HT

Status

World Rankings

Overall 9th

Engineering 4th

Science 9th

Biomedicine 4th

Mission Statement

Imperial College London embodies and delivers world-class scholarship, education and research in science, engineering and medicine, with particular regard to their application in industry, commerce and healthcare. We foster interdisciplinary working internally and collaborate widely externally.

Strategic Intent

To remain amongst the top tier of scientific, engineering and medical research and teaching institutions in the world To develop our range of academic activities to meet the changing needs of society, industry and healthcareTo continue to attract and develop the most able students and staff worldwideTo establish our Business School as one of the leading such institutions in the worldTo communicate widely the significance of science in general, and the purpose and ultimate benefits of our activities in particular

College Strategic Plan

It is constructed using a traditional strategic planning framework to provide a means for managing and communicating necessary and desired changes within the College over the period covered by the plan.

“A living document”

Strategic Plan

The Strategy and Planning Division has the responsibility for producing the College Strategic Plan. Plan must be consistent with College Mission. Senior staff are widely consulted. Plan approval by Management Board. Plan is for three years. Required by Higher Education Funding Council for England.

Learning and Teaching Strategy

The Pro Rector (Educational Quality) has the responsibility for producing this Strategy. Significant input from the Centre for Educational Development. Also input from Faculties and other sections of College. Must be consistent with College Strategic Plan. Plan is for three years. Required by Higher Educational Funding Council for England. Approved by Senate.

College Strategic Plan (CSP) at higher level than Learning and Teaching Strategy (LTS).

Examples of CSPCap undergraduate student numbers at 8200. Do not expand distance learning programmes. Make the Certificate of Advanced Study in Learning and Teaching mandatory.Examples of LTSDevelopment of online course on information retrieval, plagiarism, etc for postgraduates. CED to make greater use of e-learning in its own practices.

Finance and Planning Round

Turnover = £504m (=756m Euro)

• Funding Council grants• Academic fees and support grants

(~ £75m = 112m Euro)• Research grants and contracts

(~£205m = 307m Euro)• Other operating income• Endowment income and interest

receivable• Exceptional income from sale of fixed

assets

Planning Round

Strategy and Planning has the responsibility to manage the planning process, including the provision of comparative informative, qualitative analysis and advice.

Two stages:

(i) Planning (ii) Budget

Planning

Head of Department/Division produces three year plan. Plan is mainly text with just high level financial figures. Representatives from the Department/Division meet with a College Panel. Conclusions from meeting should inform the budget stage

Department/Division Plan

Budget Stage

A template is supplied by Finance Division with detailed figures for the last two years. Figures for the next three years are entered by the Department/Division. Negotiations take place with Strategy & Planning and Finance Divisions. Department/Division budget finally approved by Management Board and the College budget by Council.

Quality Assurance and Quality Enhancement

Need to demonstrate:

quality of learning and teaching is as good as that of research continual improvement is quality teaching and learning is not harming research

Quality Assurance

quinquennial reviews of undergraduate programmes, posgraduate taught programmes and training of research students quinquennial Institutional Audit by Quality Assurance Agency accreditation of programmes by professional bodies peer review of teaching annual online student survey of undergraduate and postgraduate students national survey of final year undergraduates

Quality Enhancement and Encouragement

established the Centre for Educational Development mandatory Certificate of Advanced Studies in Learning and Teaching (CASLAT) Supporting Learning and Teaching Programme (SLTP) higher profile for teaching in promotions grants for development of and research into teaching teaching excellence awards and teaching fellowships honoraria for teaching administration and student support

SUMMARY

Cannot develop a learning and teaching strategy in isolation.

Any questions?