corporate plan 2008 09 final external(1)

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UNIVERSITY OF CENTRAL LANCASHIRE

CORPORATE PLAN 2008/09



DOCUMENT CONTROL INFORMATION

CLASSIFICATION DOCUMENT DESCRIPTION

Classification Internal / external from Strategic Development Service

Responsibility for drafting Head of Strategic Development Service

Consulted with N/A

Document Sponsor Deputy Vice Chancellor

Approved by Resources Committee / Board

Effective from 1 August 2008

Next review date 31 July 2009

Enquiries to Head of Strategic Development Service

This document is issued by Strategic Development Service. Any copied or printed versions will bean uncontrolled copy. The definitive version is available from the Strategic Development Service



MISSION STATEMENT

WE PROMOTE ACCESS TO EXCELLENCE ENABLING YOU TO DEVELOP YOUR POTENTIAL

We value and practise equality of opportunity, transparency and tolerance.

We strive for excellence in all we do: locally regionally, nationally andinternationally.

We work in partnership with business, the community and other educators.

We encourage and promote research, innovation and creativity.

OUR VALUES

The advancement and protection of knowledge, freedom of speech andenquiry.

The promotion of educational opportunity for all

The protection of the rights and freedoms of individuals and respect fordiversity

A commitment to health, well-being, sustainability and sustainabledevelopment





CONTENTS

Introduction......................................................................................................1

New Medium Term Strategy (MTS)................................................................. 1

Corporate Planning Process............................................................................2

Components of the Vision ...............................................................................6

Cross-cutting strategies................................................................................. 12

Structures for delivery.................................................................................... 15

APPENDICES

A MTS supporting and cross-cutting strategies................................................. 17

B Annual Objectives 2007/08............................................................................ 19

C Executive Risk Register................................................................................. 24



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INTRODUCTION

1. The Corporate Plan 2008 /09 is the first since the University approved its new Medium Termstrategy: A World Class Modern University and the set of top level supporting strategies.The Corporate Plan 2008 /09 therefore sets out the priorities coming out of the set ofthematic strategies; it focuses the delivery of many of these strategies through the FacultyDelivery Strategies; and brings together the four key resource strategies which underpin anddeliver the institution’s priorities.

NEW MEDIUM TERM STRATEGY

2. As set out above, this Corporate Plan is set in the context of a new Medium Term Strategy:A World Class Modern University . The new Medium Term Strategy re-affirms theUniversity’s commitment to learning, teaching, research and knowledge transfer. However,it also identifies a number of new themes, particularly the importance of the studentexperience, employability, internationalisation and sustainable development.

3. The new strategy identifies the need for flexibility to be inherent in everything that we do andfor pro-activity in order to survive and flourish in a period of significant change. The strategyalso sets out the University’s expectation and encouragement for enhancement i.e. thedeliberate improvement of learning opportunities, to be a part of everything that the

University does. These are themes that flow through all of the other strategic documents.

4. The strategy sets out the University’s Vision as follows: By 2017 the University of CentralLancashire will be recognised as a World-Class Modern University.

5. Underlying the Vision there are ten key components:

1) We will sustain the principles of a University

2) We will continue to lead the UK higher education sector in promoting equality ofeducational opportunity

3) We will achieve and sustain excellence in all our teaching and learning programmes

4) We will be a research active University

5) We will build an innovative University

6) We will enhance our reputation as a University for graduate employability

7) We will be an outstanding employer

8) We will provide an outstanding student experience

9) We will be an international University

10) We will be a model international University for sustainability



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CORPORATE PLANNING PROCESSES

Corporate Planning

6. The University’s Corporate Planning Process has set out the underlying strategies that areneeded in order to deliver the MTS; these are detailed in Appendix A. The underlyingstrategies are of three types – the supporting strategies, aligned with nine of the tencomponents of the Vision; cross-cutting strategies, setting out the remaining key strategicthemes including the remaining resource and faculty delivery strategies; and the operationalstrategies that will be needed to ensure efficient and effective operation of the University inthe planning period.

7. The Corporate processes through 2007/08 have focused on the supporting and the cross-cutting strategies as these need to be developed before the operational strategies can befinalised. At the time of writing all of the supporting strategies and the majority of the cross-cutting strategies have been approved by the appropriate body within the Universityaccording to the scheme of delegation. The remaining cross-cutting strategies have been

drafted and are in the process of being approved.

8. Each supporting and cross-cutting strategy has an implementation plan setting out theactions needed to deliver each of the objectives set out in the strategy. The 2008/09documents have detailed actions to be delivered in 2008/09 along with milestones for therest of the planning period. These implementation plans will be reviewed in the early Springof 2009 when the detailed plans for 2009/10 will be formulated.

9. The implementation plans set out the individual responsible for each action as well as theway that delivery will be measured (through targets and Key Performance Indicators), whenit will be completed and any resource implications of delivery of the action. The resource analysis identifies the funding source, the level of funding to be covered by reprioritising

within mainstream faculty and service funding allocations and the level of additionalresource required. It identifies the way in which additional resources will be allocated, if notcovered by mainstream allocations, and which faculty / service will manage the resource todeliver the activity.

10. The actions set out in the 2008/09 implementation plans will form the basis of the 2008/09operational plans (performance statements) for each of the faculties and services. In orderto ensure that all operational activities are included in the operational plans, faculties andservices will be able to add additional activities that are consistent with the strategic directionthat are not explicit in the supporting strategies.

11. A key element in the complete Corporate Planning Process is the link from the operational

plans through to team and individual objectives. Component seven of the Vision sets outthe importance of the institution’s staff. The associated Human Resource strategyencompasses initiatives to drive this linkage through the University.

12. This document, the Corporate Plan, is the key document pulling together the priorities f romthe various supporting strategies for which the University Board, the Academic Board or theVice Chancellor is responsible. The Corporate Plan is updated annually and sets out theAnnual Objectives for the year in question as they link into the supporting strategies and thecomponents of the Vision.

13. In March 2008 the Vice Chancellor published the implementation document for ‘Developingour Structures’, following previous consultation documents. The document set out the

changes to the institution’s structures that had been agreed for implementation on 1 August2008. The major change is the move to the University’s academic function being based onSchools which will have additional responsibilities to the current departments. Within the



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services the major change proposed was the merger of the Information Systems and theLibrary and Learning Resources Services to form the Learning and Information Service.

14. A part of the transitional change process Corporate Planning is to remain at Faculty levelthrough 2008/09, moving to the School level from 2009/10 onwards. Through 2008/09,work will be undertaken to ensure that the Heads of Schools have the tools and techniquesneeded in order for them to properly undertake all of the relevant planning processes from2009/10.

Monitoring and Evaluation

15. Through 2007/08, work has been ongoing on new monitoring and evaluation processes toensure that the University has the feedback that it needs in order to track delivery of thestrategies. The monitoring and evaluation processes will continue to include regularupdates on progress at faculty / service level against the operational plans, but this will bealigned with improved management information provision and increased managementinteraction.

16. The key output of this work is the implementation of a new system which will hold allplanning, performance and risk information along with information on responsibilities as setout in the executive scheme of delegation. The system is currently in the process of beingimplemented with the aim of the core deliverables being live for the new academic year.

17. The Executive level evaluation of delivery of the University’s Annual Objectives, driven byinformation collected in the regular updates to the faculty / service performance statementshas been an important management tool since it was introduced in 2006/07. Thisinformation, presented in the form of a dashboard, has also formed part of the Vice-Chancellor’s assurance reports to the Board and will continue to do so in the new monitoringprocesses to be taken forward through 2008/09.

18. In order to monitor progress against each of the supporting strategies in a manageablemanner, each strategy is to have a small set of Key Performance Indicators (KPIs). TheKPIs for the four resource strategies have already been approved; work is currently ongoingon the thematic strategy KPIs, so that they will all be in place prior to the start of the2008/09academic year.

19. The supporting strategy KPIs will enable one page reporting of progress, in dashboardformat, for each strategy. All of the KPIs are also in the process of being drawn into onedocument which will provide the full list of milestones for each year of the strategy, providingthe means to monitor the overall delivery of A World Class Modern University.

Scheme of Delegation

20. The Scheme of Delegation, initially agreed at Board level, has been rolled out at Executivelevel and across the faculties and services within the University. As set out in paragraph 16above, the new planning system will provide the ideal vehicle to take the Executive schemeof delegation forward into 2008/09. This is particularly important in light of the newstructures referred to in paragraph 13, as existing schemes will require revision through2008/09 to reflect the change to a School based academic structure.

Risk Management

21. The University has continued to develop Risk Management as a management tool across

the institution over 2007 /08. The Risk Management framework now consists of four levels:



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a. Board risk register, developed in collaboration with management based on thenew Medium Term Strategy and includes key risks to the achievement of theinstitution’s strategic aims.

b. Executive risk register that sets out the risks associated with delivery of theinstitution’s Annual Objectives.

c. Faculty and service risk registers that set out the risks associated with delivery ofthe relevant area’s Performance statement; and

d. Project risk registers for major projects, as defined in the Risk Managementpolicy and procedure.

22. The alignment of the risk and planning processes, as set out in the framework above, hasprovided the required focus to the processes as well simplicity and efficiency in monitoring.

23. The concept of risk appetite was also introduced in 2008/09. The institutional risk appetite isset by the Board. As risk appetite needs to encompass the diversity of the University’soperations it has decided that the following is the University’s position with respect to risk:

‘The University recognises that, whilst it must take steps to manage and monitor all risks,it must not allow an aversion to risk to prevent if from taking opportunities which will aidits successful and innovative development in line with its Medium Term Strategy. Itsappetite for particular risks will depend not only on the likelihood and impact of the risk(before and after controls) but also on the effects of the risk on its core business if therisk materialises. It will therefore be risk averse in core activities which, if they failed,might jeopardise the solvency of, or seriously undermine the reputation of, theUniversity, but will be risk tolerant in activities where failure would not cause serious

financial or reputational damage but where success would lead to significant advantagesto the University in achieving its Medium Term Strategy and longer term aims. In allcases, risk tolerance will be enhanced for developmental activities which will assist theUniversity to develop new markets or enhance reputation even if their full objectives arenot achieved.’

24. Work on improving and embedding Risk Management will continue through 2008 /09. Inparticular work will focus on planning for the introduction of the process at School level;improving the mechanism by which risks are elevated to the next level in the framework; andimproving the scoring of risk impact across all levels of the framework. Further details onthe Risk Management process and the overall framework can be found in the Risk

Management policy and procedure.

Value for Money

25. During 2006/07, the University introduced a new value for money policy and procedure. Thenew policy recognised that the University’s procurement processes are professionallymanaged through the Purchasing Office in Financial Services and so it focused on attainingvalue for money from our staff and processes.

26. Through 2007/08, the institution’s approach to value for money has further developed andhas increasingly linked into looking at priorities as identified by the Corporate PlanningProcess. Training for staff in faculties and services hasalso been provided during the year.

27. With the creation of Learning and Information Services in the structural changes announcedby the Vice Chancellor in March 2008, a new section, the Business Enhancement Unit, was



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also launched. The unit’s remit is to focus on delivery of business process improvementswhich will be key to ensuring improvements in efficiency and effectiveness across theinstitution. This unit has immediately embarked upon an ambitious Business Enhancementprogramme focussed on improving customer service, reducing costs, supportingsustainability and enhancing value for money.

Corporate planning processes summary

28. Over 2008 /09 there will be a continued focus on developing the linkages between theplanning, performance management, risk management and value for money processes andthe Executive Scheme of Delegation to continue the improvements to the CorporateManagement structure. This work will ensure that the direction outlined in this CorporatePlan can be pursued and monitored consistently and innovatively throughout the University.



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COMPONENTS OF THE VISION

29. The University’s new Vision A World Class Modern University is directly supported by anumber of strategies which have been approved through 2007/08. Under each strategy isan implementation plan which sets out the actions to be undertaken in 2008/09 along withmilestones for the remaining years of the strategy. The key priorities for 2008/09, as set outin the supporting strategies / implementation plans, and aligned with the components of theMTS vision, are set out below.

We will sustain the principles of a University

30. The first component of the Vision sets out the University’s intent to remain a university, asdefined by internationally accepted criteria. It also sets out the University’s resolve todefend our institutional independence and rights of self-determination i.e. to remainautonomous. The University states clear commitments to the defence and protection ofacademic freedom, to the diversity of its community and to a continued demonstration of the

highest standards of corporate governance, integrity, transparency and accountability.

31. The wide ranging aims set out in this first component of the Vision could not be covered in asingle supporting strategy, but they are integral to the whole suite of supporting andoperational strategies and plans.

We will continue to lead the UK higher education sector in promoting equality ofeducational opportunity

32. This second component of the Vision sets out the aim of continuing to lead English highereducation in the promotion of educational opportunity, extending the chance to participate in

higher education to all those who can benefit from it. This work will continue with theUniversity working both individually and in partnership with other organisations includingfurther education colleges, sixth-form colleges, schools and employers.

33. The Student Access strategy describes the size and shape of the University in 2017, atthe end of the lifetime of A World Class Modern University, whilst focusing on promotingeducational opportunity for all in line with the University’s Vision and Mission.

34. The Student Access strategy therefore sets out the institution’s Recruitment, WideningParticipation and student related Diversity agendas and sets baseline targets for thePartnership, Internationalisation, Regional, Marketing and Faculty Delivery strategies.

35. Specifically the strategy sets out ambitious targets for the number of post-graduate,overseas and part-time students along with targets for the number of students studying atthe University’s Burnley and Westlakes campuses. It aims to maintain Home/EU full-timefirst year undergraduate intake numbers on the Preston campus; develop more innovativeand flexible ways to work with employers to deliver courses wholly or partly within the work-place; and, over time, to increase the entry requirements for full-time undergraduatestudents. The strategy aims to do this whilst focusing on broadening the profile of UCLanstudents to better reflect the socio-economic, demographic and ethnic make up of the regionand increasing the percentage of students who come from outside of the North West region.

36. In support of the Student Access strategy the following has been set as an Annual Objectivefor 2008 /09:

AO1: To achieve the University’s recruitment targets for 2008 entry and to achieve theapplication and pre Clearing conversion targets for 2009 entry.



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We will achieve and sustain excellence in all our teaching and learning programmes

37. In the third component of the Vision the University sets out its belief that the three coreacademic activities of teaching, research and knowledge transfer are indivisible and definethe academic function that is at the core of the University. It states the aim of building uponthe current excellence of the majority of the University’s teaching and learning programmesto ensure that all programmes are regarded as excellent.

38. The new Learning and Teaching Strategy sets out how this third component of the Visionwill be enabled. The new strategy builds on the strategy submitted to HEFCE in theSummer of 2006 and sets out how the student experience will be enhanced through thefurther development of a well-structured curriculum of the highest quality that is informed bybest-practice, meets students’ diverse needs and recognises their personal circumstances.

39. The strategy sets out how the curriculum will be improved and modernised to ensure that itmeets the needs of employers and the economy and focuses on the ongoing development

of teaching and learning that is informed, enriched and underpinned by research. It picks upon the internationalisation and sustainable development themes in A World Class Modern University and states that special emphasis will be placed on these themes in the work ofenhancing the curriculum.

40. The strategy looks to provide the highest standards of integrated local and central supportfor progression, retention and achievement; attractive physical learning spaces that areconducive to learning; enhanced library provision; and cutting edge information andcommunications technologies which enhance the learning experience and provide effectivesupport for the student’s personal development.

41. Recognising the essential role which professional development must play in supporting staff

to deliver this ambitious programme, the strategy sets out to ensure that all staff who tea chhave completed a teaching and assessment updating programme within the planning period.This programme will aid another strategic objective to develop learner-focused approachesto the assessment of skills and knowledge development.

42. The University is committed to ensuring the excellent quality of all of its programmes,wherever and however they may be delivered. This theme runs through all of the work ofthe Learning and Teaching strategy, with explicit mention of partnership work with theobjective of all partners having innovative learning and teaching strategies in place by theend of the planning period. In November 2008 the University will undergo a QualityAssurance Agency Institutional Audit, the formal process of checking that the processes arein place to deliver this commitment.

43. In support of the Learning and Teaching strategy the following Annual Objectives have beenset for 2008/09:

AO2: To achieve University overall retention targets for 2007/08 and improve interimretention to University and Faculty targets for 2008/09

AO10: To achieve a positive outcome in the institutional audit and enhance our capacity tosupport business and quality assurance

44. Annual objective 4 relating to the student experience also strongly relates to this componentof the vision and the Learning and Teaching strategy (see paragraphs 60 to 63).



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We will be a research active University

45. The new Research Strategy takes this fourth component of the Vision forward. A W orld Class Modern University states that ‘by 2012 we will have created a vibrant research cultureacross the whole institution, with all academic staff being peer-recognised as active

researchers’. The strategy acknowledges that research at UCLan includes all types ofknowledge creation and application, from traditional research through to knowledge transferand pedagogic developments. The Research strategy therefore sets out to be inclusive,supportive and ambitious – with a focus on research excellence as well as continuing tobuild a conducive research environment (to include support, facilities, funding andnetworking opportunities) and boosting research degree recruitment in order to encourageall academics to become research active.

46. The Research Strategy builds on the substantial progress made to date with the investmentin research through the £9.2 million 2010 fund (sponsoring research in six leading centresacross the University), the RAE sabbatical scheme that was set up to supplement theexisting competitive sabbaticals programme and the establishment of a research support

scheme for early career researchers. It takes forward the research agenda in the light of theinstitution’s submission to the RAE 2008, although it is acknowledged that changes in theexternal environment, including the results of the RAE 2008 and the final form of theResearch Excellence Framework proposals (the replacement for the RAE) may mean thatthe strategy needs to be revised part way through the planning period.

47. The strong linkage between the research and knowledge transfer agendas is reflected in the2008/09 annual objectives with the single objective:

AO15: To achieve the 2008-09 priorities in the Research and Knowledge Transferstrategies, managing delivery to take account of changes in the external landscape(particularly RAE, Enterprise White Paper, international legislative and operatingenvironment).

We will build an innovative University

48. The fifth component of the Vision sets out the University’s aim to be recognised for itsdistinctive approach to knowledge transfer combining the dissemination and exploitation ofresearch, knowledge, skills, expertise or ideas for economic, social and cultural benefits forsociety. A World Class Modern University recognises that excellence in the field ofknowledge transfer will reinforce employability in the curriculum, and vice versa, and willprovide a focus for applied research. It also sets out the importance of innovation inunderpinning the core academic function, in particular with respect to knowledge transfer

activities.

49. This component of the Vision is supported by the Knowledge Transfer strategy whichdefines the scope of knowledge transfer activity in the context of relevant current andpotential future external policy drivers. The strategy works with the Research strategy todeliver the aim of all academic staff being active in research or knowledge transfer by 2012.In practice this will mean that all academic staff will have a personal research plan and havemade progress towards the equivalent of national excellence and / or be active in knowledgetransfer based on the application of research or evidenced based practice. The strategyintroduces the ‘professional practitioner’ concept as the route to deliver this aim.

50. In addition to the above aim, the Knowledge Transfer strategy sets out to, inter alia, increase the knowledge transfer activity in the University across the full range of activity from contractresearch to community engagement; to raise the profile and reputation of the University for



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innovative knowledge transfer; develop strong, mutually beneficial relationships with externalorganisations; and promote a coherent approach to Community Engagement.

51. As noted in paragraph 47 above, the strong linkage between the research and knowledgetransfer agendas is reflected within the 2008/09 annual objectives with the single objective:

AO15: To achieve the 2008-09 priorities in the Research and Knowledge Transferstrategies, managing delivery to take account of changes in the external landscape(particularly RAE, Enterprise White Paper, international legislative and operatingenvironment).

We will enhance our reputation as a University for graduate employability

52. One of the key ways in which the University wishes to differentiate itself in future is in thehelp it gives to students to develop as confident, valued graduates, skilled in the applicationof knowledge. The Employability and Enterprise strategy is the vehicle for delivering thiskey component of the Vision.

53. The Employability and Enterprise strategy sets out the aim to provide sector leading supportto our students and to embed employability as a fundamental component of all of theUniversity’s academic provision. The strategy implies a fundamental shift in the contractwith the student to embrace a more clearly defined role for personal and careerdevelopment. An award to recognise employability and enterprise achievement will beestablished with the presumption of all students participating.

54. In order to deliver the strategy the University has re-organised its current provision in theareas of employability and enterprise to present a single, high profile service to students .Establishment of high visibility premises for this service has commenced as a key part of thereconfiguration of the ground floor of the Library and should be in place early in the 2008/09academic year.

55. Through 2008/09, the focus will be on putting the final pieces of the ‘employability hub’ inplace and working with the faculties and schools to configure the ‘spoke’ operations todeliver the strategy. Within this work, an action plan will be agreed with each school toensure that employability and enterprise is embedded as a fundamental component of allacademic provision at all levels; the award programme (see above) will be developed andvalidated; support programmes will be developed for students entering the labour market;and the employability and enterprise will be promoted both within and out-side of theinstitution.

56. In support of the Employability and Enterprise strategy the following has been set as anAnnual Objective for 2008 /09:

AO6: To initiate significant work to ensure that the MTS employability and enterprise aimsare realisable by 2017.

We will be an outstanding employer

57. The University recognises the importance of its staff to its ability to deliver this new MediumTerm Strategy. As such the University is committed to being an outstanding employer withworld-class human resource practices; a people-centred organisation which values its staffas its most precious resource.

58. The Human Resources strategy takes this important agenda forward through plans todevelop organisational management and succession planning to ensure that, inter alia, all



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staff are developed, managed and motivated to perform their role in a way which enhancesthe student experience; the diversity profile of staff better reflects the relevant profiles; andall academic staff engage in research and/or knowledge transfer activities. The strategyalso sets objectives around the development of leaders, communication and engagementwith staff, enhancing the employment experience and development of the human resourceservice.

59. In order to deliver this component of the Vision the University has set the following annualobjective:

AO7: To actively deliver key aspects of the HR strategy for the whole of the Universitygroup

We will provide an outstanding student experience

60. A World Class Modern University sets out its aim to provide an outstanding studentexperience in the eighth component of the Vision. The new Student Experience strategy

has been developed in order to deliver this component. This new strategy has a broad basecovering students’ living experiences while at University (the learning experience beingcovered by the Learning and Teaching strategy) and therefore pulls together aspects ofmany of the other strategies ensuring that all of the various initiatives are formed into acoherent approach that results in an enhanced student experience.

61. It focuses on the quality of all of the services that we give to our students from theavailability of high standard, affordable accommodation, through the provision of improvedcatering facilities providing for the widest needs of students, improved range of sports,fitness, recreational, arts and cultural facilities and programmes, and enhanced supportservices to improvements in the physical and social environment of the campus.

62. In support of the new strategy the following Annual Objective has been set of 2008/09:

AO4: To improve academic and services provision to ‘customers’ by meeting or exceedingthe targets defined in the Student Experience Strategy

63. Annual objective 2 relating to the student retention also strongly relates to this component ofthe vision (see paragraph 43).

We will be an international University

64. The ninth component of the Vision sets out the aim to be an international university, with a

growing proportion of its campus-based students coming from outside of the UK. Linkinginto the Learning and Teaching strategy, the University aims to develop its curriculum to bea model of internationalisation. The strategy also covers the further development of theUniversity’s global market base, and aims to grow the number of students studying off-shore.

65. In order to deliver this ambitious Vision, the Internationalisation strategy has beencreated. By its nature the Internationalisation strategy has to pull together and influenceaspects of many other strategies as it sets objectives to, inter-alia, develop a raisedawareness of international cultural modes and behaviours in students and staff within boththe academic and service functions of the University; internationalise the curriculum; ensurean excellent student experience for international students; develop knowledge transfer

activity with international partners; and promote UCLan as a global and distinctive brand.



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66. The strategy defines the number of international and European Union students that theUniversity seeks to recruit for both on and off campus provision. In support of this it sets outthe need for a strategic approach to the development and maintenance of partnerships withoverseas institutions and states that the institution will consider opportunities for thedevelopment of Joint Venture campuses overseas.

67. The University has a number of major projects underway in order to take forward specificaspects of this strategic aim and as such the following has been agreed as an AnnualObjective for 2008 /09:

AO9: To develop the DYP / UCLan Applied Science Institute in Pune; the UCLan ResearchInstitute on the Shenzhen Virtual University Park; and the CUHK / UCLan joint researchcentre in line with agreed budget and timescale

We will be a model international University for sustainability

68. The final component of the Vision is for the University to become a model international

University for sustainability. The University is using the broad definition of sustainability;picking up on the four integrated objectives in the UK strategy for sustainability:

a. Social progress which recognises the needs of everyone

b. Effective protection of the environment

c. Prudent use of natural resources

d. Maintenance of high and stable levels of economic growth and employment

The University has shown a real commitment to its own sustainability, social inclusion andthe economy; in order to show its strength of commitment to the environment and the use ofnatural resources a Sustainable Development strategy has been created.

69. The new Sustainable Development strategy aims to change the way that the University’sestate is managed in order to reduce the University’s carbon footprint by 25% by 2012. Theobjectives set to facilitate this include the implementation of an accredited andinternationally recognised Environmental Management System; ensuring that new buildingsmeet relevant criteria for sustainability; minimising energy usage; installation of on-sitemicro-generation facilities; and reducing water usage.

70. The strategy also sets out to change the behaviour of staff and students. Objectives suchas reducing waste produced and increasing the proportion of waste recycled; establishingnew ways of reducing car usage and dependency; and reducing air travel have been set.

71. As with a number of other strategies, the Sustainable Development strategy has asignificant impact on aspects of other strategies. In particular, the strategy has implicationsfor development of the curriculum – both with the enhancement of relevant specialistprogrammes of study and the broader aim of educating all students for global citizenship.

72. The following has been agreed as an Annual Objective for 2008 /09 in order to support thiskey agenda:

AO8: To initiate significant work to ensure that the MTS sustainable development aims arerealisable by 2017



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CROSS-CUTTING STRATEGIES

73. In addition to the strategies set out above a set of cross-cutting strategies have beenagreed. Strategies under this heading include the three remaining resource strategies; theFinancial, Estates, and Information strategies; the Faculty Delivery Strategies and StrategicAcademic Plan; and four other cross-cutting strategies. A small number of additional cross-cutting strategies are in the process of development, over time these will start to impact ondelivery of the relevant parts of A W orld Class Modern University .

74. The following sections provide further detail on each of the major cross-cutting strategies.

Regional Strategy

75. The Regional strategy is currently in the final stages of being developed. The strategy has both regional and sub-regional components and recognises the need for proactivemanagement of our relationships with regional and sub-regional bodies if we are to deliver AW orld Class Modern University .

76. The strategy acknowledges that within the region’s five counties (Cheshire, Cumbria,Greater Manchester, Lancashire and Merseyside), the University has a particularly strongaffinity with Lancashire but its Westlakes activity also involves the University in Cumbria.Within Lancashire, the Strategy needs to address issues specific to East Lancashire, whereits Burnley Campus will be based, but will particularly focus on Preston where three quarters of its students are based in 2008 and will continue to be based in 2017.

77. In the short to medium term, establishing the University’s Burnley campus will form a keypart of this strategy and as such for 2008 /09 the following has been set as an annualobjective:

AO11: To manage successfully the opening of the UCLan Burnley campus.

Marketing Strategy

78. The marketing strategy exists principally as a support strategy to a number of the keysupporting strategies set out earlier in this document. Within this framework, the strategysets out to develop a more holistic and co-ordinated application of the broad marketingdiscipline.

79. Within this, the strategy seeks, inter alia, to shift or rebalance focus on development anddelivery of marketing processes towards customer centred models; deploy a marketing

planning and management service to support internal customers; develop and deploy aproduct development and launch planning process; develop effective brand valuemessaging; develop an improved package of prospect and applicant information andsupport services; better understand the single student journey; and develop the new MarketResearch and Customer Intelligence service.

80. The University’s reputation, particularly as seen through the newspaper league tables,continues to be of key importance to the University. The league tables impact on staff aswell as student recruitment and retention and also on the University’s ability to collaboratewith other institutions at home and abroad. As such the following annual objective has beenset for 2008 /09:

AO3: To build the University’s profile regionally, nationally and internationally, focussingparticularly on the University’s academic reputation.



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Equality and Diversity Strategy

81. The University is committed to equality and diversity in its dealings with staff, students andall other stakeholders. The management of equality and diversity is currently the subject ofa major corporate project the final phase of which is to build on earlier work of the project tomainstream and embed equality and diversity issues throughout the University. A major partof this work is the production of a framework for a Single Equality Scheme which will bringtogether the Equality Schemes and Action Plans for the different equality strands.

82. The Equality and Diversity Strategy will be updated at the end of the project (mid August2008). At this point it will set out processes, monitoring arrangements, managementsystems and training needed to deliver best practice in equality and diversity for theuniversity community.

Schools and Colleges / Employer Engagement Strategies

83. The Partnership strategy has evolved over 2007/08 and remains under development at thetime of writing in the form of two strategies – one dealing with partnership with othereducational providers such as Further Education colleges, (the Schools and Collegesstrategy); the other on the way in which we will develop wide ranging partnerships withemployers, (the Employer Engagement Strategy). These will be fully developed in 2008/09so that implementation can commence.

FACULTY DELIVERY STRATEGIES / STRATEGIC ACADEMIC PLAN

84. The faculties have each produced a Faculty Delivery Strategy and Implementation Plansetting out how they will deliver the thematic strategies and the major portfolio developments

that they will be implementing over the planning period. These strategies are not discussedin further detail in his document, however the portfolio developments have also beenbrought together in the form of a Strategic Academic Plan.

85. Within the Strategic Academic Plan, of particular focus for 2008/09 are the plans for creationof a Confucius centre – a beacon of excellence for modern languages; A Fashion Institute orAcademy; and the launch of a Centre for Advanced Digital Manufacturing. Planning is alsobeing undertaken to open a School of Architecture and a Centre for Public Health andEpidemiological research in 2009/10.

86. Work with the nuclear and associated sectors is also a major priority set out in the StrategicAcademic Plan. As this work is at a critical point in its evolution at UCLan, it has been

decided that the following will be an annual objective for 2008 /09:

AO13: To confirm the University as the leading regional and national provider of higherlevel skills for the nuclear and associated sectors.

RESOURCE STRATEGIES

87. As was the case under the University’s previous Medium Term Strategy, four resourcestrategies have been developed in order to underpin the framework of thematic and facultiesstrategies.

88. The four resource strategies took account of the demands placed on them by the thematicand faculty delivery strategies. One of these four resource strategies (Human Resources) is



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covered in paragraphs 57 to 59 above. The remaining three are covered in paragraphs 89to 97 below.

Financial Strategy

89. The University’s Financial Strategy is concerned with financing delivery of A World Class Modern University and as such is inextricably linked with all of the supporting strategies asthe planned activity has to be both realistic and affordable.

90. The first objective set out in the financial strategy is to secure the continued long termviability of the University through a robust and comprehensive financial planning process.The strategy acknowledges that this process must reflect the University’s appetite for risk. The strategy also sets out to maintain and strengthen the internal control environment aswell as ensuring that the progress needed to deliver A World Class Modern University doesnot undermine the institution’s current strong financial position.

91. The financial strategy goes on to set objectives relating to maintaining capacity to meetcurrent objectives, financing development and investment and managing risks andevaluating strategic alternatives. Of key importance to the delivery of the other supportingstrategies it also recognises its role in quantifying and shaping the affordable financialimpact of the supporting strategies as well as any emerging priorities that are consistent withthe strategic objectives.

92. As solvency and financial discipline are of such key ongoing importance, it has beendecided that the following will be an annual objective for 2008 /09:

AO5: To achieve the University’s agreed business model by making sure that all activitiesare delivered within the agreed budget.

Estate Strategy

93. The Estate strategy lays out the University’s aspirations for its estate as follows:

a. To maintain strategic flexibility to enable it to meet the challenges of highereducation in the 21st century;

b. To provide first-class facilities that enhance the experience for students;

c. To conserve available development sites in a cost effective way.

94. The objectives set out in the Estate strategy are enablers that cut across the various otherstrategies. At the highest level these objectives are to:

a. Develop the estate to allow the University to create the conditions to provide firstclass facilities and space which meets demand;

b. Provide the buildings and facilities to conduct current teaching activities, providefor future developments and meet market demand;

c. Provide administrative and central services accommodation that will improvebusiness efficiency and effectiveness and provide staff with first class workingconditions;

d. Provide enhanced learning opportunities and encourage research activity bymeeting space needs of faculties and central service providers;

e. Secure the right number of student bed-spaces close to campus for all first yearstudents; and



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f. Provide first class student service facilities and first class sports and leisurefacilities for students and staff.

95. Recognising the importance of the Estate in delivery of A World Class Modern University , ithas been decided that the following will be an annual objective for 2008 /09:

AO14: To deliver the first phase of the Estate strategy on schedule and within budget

Information Strategy

96. The Information strategy has been designed to make a significant and critical contribution tothe achievement of A World Class Modern University . It has been written in support of theother supporting strategies but also sets out the need to ensure that our business processesare as efficient and effective as possible and therefore sets objectives around the creation ofa Business Efficiency support team. This team was created in 2008 as the BusinessEnhancement team and has already started work on this wide-reaching agenda.

97. The strategy sets objectives around improving the learning and research environments,making dramatic improvements to the way that the University uses the web, developing theinfrastructure, extending the range of mobile services and proving an excellent support andtraining service to ensure that the technology that we have is used to its full extent. Thecreation of LIS has resulted in additional services capability and the Information Strategy willbe revisited to ensure we exploit the additional benefits offered by the new single service.

STRUCTURES FOR DELIVERY

98. Through 2007/08 it was recognised that the substantial change needed to deliver A W orld Class Modern University required changes to be made to the institutions structures as wellas taking forward improvements to a whole range of systems, processes and procedures. Inlight of this the Vice Chancellor published the ‘Developing our Structures’ paper in March 2008. The crux of the paper was the move to a School structure across the wholeUniversity. Within the services the major change proposed was the merger of theInformation Systems and the Library and Learning Resources Services to form the Learningand Information Service.

99. As completion of this work is essential for the University to start to move in the direction setout in A World Class Modern University , the following has been set as an Annual Objectivefor 2008 /09:

AO12: To implement the new School structure and embed new ways of working across theacademic and service areas

University of Central Lancashire

July 2008



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APPENDIX A: MTS SUPPORTING AND CROSS-CUTTING STRATEGIES

Components of the Vision: Supporting strategies*: Approval / monitoring body Strategy type

1 We will sustain the principles of a University -

2 We will continue to lead the UK higher educationsector in promoting equality of educationalopportunity

Student Access strategy Student Access Committee

(Academic Board)

Thematic

3 We will achieve and sustain excellence in all ourteaching and learning programmes

Learning and Teaching strategy Student Experience Committee

(Academic Board)

Thematic

4 We will be a research active University Research strategy Research and Knowledge Transfer Committee

(Academic Board)

Thematic

5 We will build an innovative University Knowledge Transfer strategy Research and Knowledge Transfer Committee

(Academic Board)

Thematic

6 We will build a reputation as a University forgraduate employability

Employability and Enterprise strategy Academic Board Thematic

7 We will be an outstanding employer HR strategy Resources Committee (University Board) Resource

8 We will provide an outstanding studentexperience

Student Experience strategy Student Experience Committee

(Academic Board)

Thematic

9 We will be an international University Internationalisation Strategy Vice Chancellor Thematic

10 We will be a model international University forsustainability

Sustainable development strategy Vice Chancellor Thematic

Cross Cutting Strategies

Financial strategy (Resources)

Estate strategy (Resources)

Information Strategy (Resources)

Resources Committee (University Board)



Resource

Resource

Resource



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Strategic Academic Plan

Faculty Delivery Strategies:

AHSS

Health

LBS

S&T

Regional Strategy

Marketing Strategy

Equality & Diversity strategy

Employer engagement strategy

Schools and Colleges strategy

Vice Chancellor

Vice Chancellor

Vice Chancellor

Vice Chancellor

Vice Chancellor

Vice Chancellor

Vice Chancellor

Vice Chancellor

Vice Chancellor

Vice Chancellor

Faculty

Faculty

Faculty

Faculty

Thematic

Thematic

Thematic

Thematic

Thematic

Other ‘Operational’ Strategies



APPENDIX B: ANNUAL OBJECTIVES 2008/09

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APPENDIX C: EXECUTIVE RISK REGISTER 2008/09 – SUMMARY

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corporate plan 2008 09 final external(1)

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