1 / 25

Imperial College: Strategic Planning

Imperial College: Strategic Planning. Rees Rawlings Pro Rector (Educational Quality) 7 May 2007. Outline of Presentation. Introduction to Imperial College Organisation Mission/Strategic Intents College Strategic Plan Learning and Teaching Strategy Finance and Planning Round Questions.

omana
Download Presentation

Imperial College: Strategic Planning

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Imperial College: Strategic Planning Rees Rawlings Pro Rector (Educational Quality) 7 May 2007

  2. Outline of Presentation • Introduction to Imperial College • Organisation • Mission/Strategic Intents • College Strategic Plan • Learning and Teaching Strategy • Finance and Planning Round • Questions

  3. Introduction to Imperial College Sir Roderic Hill 1948 - 1954 Sir Owen Saunders 1966 - 1967 The Rt Hon. Lord Penney 1967 - 1973 The Rt Hon. Lord Flowers 1973 - 1985 Sir Eric Ash 1985 - 1993 The Lord Oxburgh 1993 - 2000

  4. 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)

  5. 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

  6. 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

  7. Overseas 29% EU UK 14% 57% 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

  8. SEC COMMITTEE STRUCTURE COURT OVERSIGHT COUNCIL THE RECTOR Management Board Senate ACADEMIC MISSION OPERATIONAL MANAGEMENT

  9. Status • World Rankings • Overall 9th • Engineering 4th • Science 9th • Biomedicine 4th

  10. 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.

  11. 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 healthcare • To continue to attract and develop the most able students and staff worldwide • To establish our Business School as one of the leading such institutions in the world • To communicate widely the significance of science in general, and the purpose and ultimate benefits of our activities in particular

  12. 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”

  13. 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.

  14. 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.

  15. College Strategic Plan (CSP) at higher level than Learning and Teaching Strategy (LTS). • Examples of CSP • Cap undergraduate student numbers at 8200. Do not expand distance learning programmes. Make the Certificate of Advanced Study in Learning and Teaching mandatory. • Examples of LTS • Development of online course on information retrieval, plagiarism, etc for postgraduates. CED to make greater use of e-learning in its own practices.

  16. 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

  17. 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: • Planning (ii) Budget

  18. 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

  19. Department/Division Plan

  20. 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.

  21. 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

  22. 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

  23. 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

  24. SUMMARY • Cannot develop a learning and teaching strategy in isolation.

  25. Any questions?

More Related