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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.

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Imperial College: Strategic Planning

Rees Rawlings

Pro Rector (Educational Quality) 7 May 2007

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Outline of Presentation

  • Introduction to Imperial College

  • Organisation

  • Mission/Strategic Intents

  • College Strategic Plan

  • Learning and Teaching Strategy

  • Finance and Planning Round

  • Questions

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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

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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)

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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

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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

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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

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Management Board




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  • World Rankings

  • Overall 9th

  • Engineering 4th

  • Science 9th

  • Biomedicine 4th

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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.

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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

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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”

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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.

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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.

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  • 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.

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Finance and Planning Round and Teaching Strategy (LTS).

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

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Planning Round and Teaching Strategy (LTS).

  • 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

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Planning and Teaching Strategy (LTS).

  • 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

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Department/Division Plan and Teaching Strategy (LTS).

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Budget Stage and Teaching Strategy (LTS).

  • 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.

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Quality Assurance and Quality Enhancement and Teaching Strategy (LTS).

  • 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

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Quality Assurance and Teaching Strategy (LTS).

  • 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

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Quality Enhancement and Encouragement and Teaching Strategy (LTS).

  • 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

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SUMMARY and Teaching Strategy (LTS).

  • Cannot develop a learning and teaching strategy in isolation.

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