University Update

Jon F Baldwin, Registrar

Warwick Network 2008

Headlines - 2007-08

• Vision 2015 – Launch of University Strategy – Autumn 2007

• International Gateway of Gifted Youth (IGGY)

• The Warwick Prize for Writing

Headlines - 2007-08

• Prime Minister opens Digital Laboratory

• Birmingham Science City

• International collaborations

Headlines - 2007-08• Institute of Advanced Study

• Teaching Grid

• Research Exchange

Headlines - 2007-08

• Increase in research income

• Increase in highly cited researchers

• RAE – results expected on 17 December

• QAA Institutional Audit

Headlines - 2007-08• Warwick’s telephone

campaign hits £3m mark

• Opening of Indoor Tennis Centre - ‘BREEAM Excellent’ rating

Looking ahead …

• Work begins on new Clinical Trials Unit

• Redevelopment of the Butterworth Hall

• Redevelopment of the Students’ Union

Looking ahead …

• Warwick Commission 2

• The Digital Press

• Campus Development Plan

Financial Challenges• Current economic climate• How is the University affected?

– Government / public sector funding (HEFCE/TDA)– Research grants and contracts– Student income - overseas, independently funded– Commercial/business operations– Consultancy– Fundraising and development– Capital funding

• Opportunities?

Funding Council Grants, £86m

Academic Fees & Support Grants (excl

Overseas Fees), £60m

Overseas Fees, £40m

Research Grants & Contracts, £62m

Endowment Income, Investment Income &

Interest Receivable, £4m

Residences, Catering & Conferences, £28m

Other Services Rendered, £8m

Retail Operations, £27m

Post-Experience Centres, £12m

Other Income, £23m

University Income 2007/08: £350m

1980s - The Warwick Response• 1980s heralded a period of greater state intervention

and interference in university affairs • Universities deemed to be unaccountable and

contributing insufficiently to the economy and society• Decade of considerable reform both in legislation and

management culture• Introduction of research selectivity, differential funding,

competition and student choice• Warwick suffered a 10% cut overall - very

significant for a small university established for less than 20 years

1980s - The Warwick Response• Recognition that the shift was cultural and permanent• Determined not to spiral into self-pity and defeatism• Optimism that academic success had been recognised and a

willingness to take risks to secure greater independence and compensate for loss of government income

• Not seen as a crisis but as an opportunity to secure greater independence and freedom

• Slogan: “make half: save half” - adopted by the Council as central to a new strategy

• Search for ways of exploiting core activities both academic and non-academic (e.g. disciplines that might find new markets – Business School; but also existing activities like conferences, sports centre, language centre, overseas students)

1980s - The Warwick Response• Rapid development of an idea that both generated

income, encouraged innovation and also created a “story” about the University in which most could feel pride

• Every tribe needs a myth and set of beliefs: this became the Warwick Way, the new Warwick brand.

• For its 25th Anniversary, Warwick produced a book that recorded some of the significant events in its brief history:– 1980 -1990 student numbers grew from 5248 to 10234 – Staff from 659 to 973 – The percentage of income provided by the government shrank

from 70% to 44% and that provided from “earned income” grew from 7% to 31%.

Today: The Warwick Response

• Maximising income

• Savings and efficiencies

• Look for new opportunities

• Creative thinking and new ideas

• Focus on strategic priorities

• UK university most likely to succeed

‘50 by 50’ - Delivering the Strategy• Become an undisputed world leader in research

and scholarship• Sustain an exceptional teaching and learning

environment• Build on reputation as an international portal• Enhance the University’s reputation with

stakeholders in the UK• Generate more income• Supporting our strategic goals –

– Improving the campus community– A fast, innovative culture– A socially responsible campus

Making the most of today• Taking time to reflect on our roles and

discuss key issues

• Networking / making contacts

• Breakout Sessions – Workshops and Discussions

• Marketplace – Science concourse

• ‘Graffiti wall’ – Science concourse

• Strategy Progress, Vice-Chancellor