LJMU Corporate Planning statement

Specifically, the strategic plan focuses on an innovative concept, which, internally, we call World of Work that centres on employer engagement and graduate employability.
To achieve this successfully we believe that it is critical that employers are actively involved in the process. Accordingly the University is delivering a unique and innovative form of employer engagement, which is gaining national recognition. WoW® has featured as a best practice case study in three nationally important and highly influential publications in 2009. The first was “Future Fit – Preparing Graduates for the World of Work” (CBI/UUK); the second was in The Times as a part of the lead article for the Times Good University Guide 2009 and the third was in the recently published White Paper “Higher Ambitions – The role of Universities in a Knowledge Economy” (Department of Business Innovation and Skills).

 This endorsement of the strategic direction continues with Policy Makers recognising LJMUs’ leading position with best practice case studies appearing in nationally important publications in 2010 (CBI and COGENT: Sector Skills Council for the Science Based Industries) and the GDC hosting many VIP visitors who have been keen to see what LJMU has achieved.

Strategic collaborative relationships have continued to flourish with a wide range of international, national and regional employers including , Oracle, Sony Europe, Ford, Marks & Spencer, Shell, The Institute of Directors, The Confederation of British Industry, United Utilities and Siemens. The University has achieved major successes in developing meaningful links with business and the public sector as well as having a major impact on the local economy. The University continues to make an extremely valuable contribution to society.

In order to continue to invest in activities which support the University’s strategic ambitions, the
University has undertaken a significant amount of work in process and structural efficiency.

The University has been undertaking scenario planning to assess the potential future impact of reductions in funding from its diverse range of income-generating sources, including further anticipated cuts to UK government funding and a possible depression within its commercial operations. Through its strategic financial planning and the process of refreshing the University’s academic portfolio during the course of 2009/10 and into 2010/11 the University will be well placed to deal with the challenges ahead.

GOVERNANCE AND MANAGEMENT

• The recommendations arising from the Governance Effectiveness Review undertaken during 2008/09, which met the primary objective of determining that the Board of Governors provided ‘added value’ to the leadership of the University, were implemented during 2009/10’ Other initiatives were also actioned in line with continuous improvement activities

• The Nominations Committee, on behalf of the full Board, was active during the year in assessing the skills requirements of the Board for the delivery of the Strategic Plan into the medium and long term and to ensure both the continuity and refreshment of membership of the Board of Governors

• Building on the success of becoming the only University in Europe ever to reach the standard required to win a full excellence award (winning the UK Excellence Award in 2008) the University made an application for the 2009 EFQM Excellence Awards (EEA) and utilised the independent assessment process and feedback report as the planned 2009 ‘self-assessment’ exercise.  The University was confirmed as a “Finalist” for the EFQM Excellence Award (an award in its own right) and was presented with a Finalist Trophy in Brussels on 28th October 2009.  Unusually, no Awards were presented in any category in the 2009 EEA; illustrating the high standards and firm rigour of the competition.
• The University continues to build upon its externally recognised approach to strategic management.  The 2007-12 Strategic Plan was published in October 2007 supported by an extensive internal communication process.  This plan is now being implemented through the established strategic management process, supported by a top-level performance scorecard, project management of strategic initiatives, and by extensive use of operational performance data at all levels of the University, facilitated by the innovative ‘Web Hub’ initiative.
 With respect to the Excellence In Delivery strategic theme, initiatives that are in place to develop this over the period to 2012 include;-
o Staff Recognition
o Development and implementation of a new Student Information System (Campus Solutions) by September 2010
o Student Administration Review implementation in 2010
o Learning, Teaching and Assessment Strategy revised in late 2009
o Capital Development and Annual Maintenance Programmes
o Budgeting & Financial Controls
o Leadership Role Modelling supported by a comprehensive leadership development programme for School and Service Directors
o Process Review & Improvement programme
o Internal Benchmarking Project
o Excellence Model Self-Assessment and Action Planning – with a further invited application to the EFQM European Excellence Award (EQA) planned in the period.
o Strategic Management (Balanced Scorecard)
• During 2010 the University was subject to an audit by HEFCE into the HESES09 statutory return. The audit was managed extremely well with a successful outcome.
• There were significant challenges as the funding landscape changed throughout the year. Through prudent and creative leadership the University managed to achieve a successful financial outcome in 2009/10
• The University has continued to operate an ICT Governance structure designed to achieve alignment between business and strategic objectives and ICT services;
 During 2010/11 the ICT function will be restructured to reflect the ICT Governance structure and further enhance business alignment.

HR Strategy Initiative/Policy Development

 An HR toolkit for Managers was launched as planned and has already been updated to take account of subsequent legislative or University policy changes.  It is supported by a continuing and enhanced Client Partnership approach by the HR team including a comprehensive training programme delivered by the HR team

 A voluntary severance scheme was opened across the University earlier in the year which will be successful in reducing the pay bill by £8.9million with a payback in less than 12 months

 As part of the normal process of continuous improvement, a number of new or revised HR and diversity policies were introduced throughout the year in order to meet external legislative requirements and also to reflect good practice and the University’s ambition to be an employer of choice

Organisational Development

 A Directors’ Development Programme was designed with elements such as feedback from psychometrics, role exploration, strategic working, performance management and value-centred leadership.  The programme  was launched in 2009/2010.and will conclude early 2011 alongside a similar programme for all grade 9 and 10 managers in the LJMU grading system
 To support change initiatives within the University, a modular approach to a series of change management workshops was designed in 2009/10 and continues to be delivered.  This was to support both individuals and managers through the change process with a particular emphasis on the impact of change on all those involved and the impact on others of individual behaviours.
 A behavioural booklet and DVD was developed to ‘bring to life’ the University’s values.  This practical support to living the values was rolled out during 2009/2010 and then embedded in the University’s Personal Development and Performance Review process.  It is used also to inform ongoing management, leadership and staff development programmes

Corporate Services
• The phased implementation plan for the LJMU IiP continuation strategy was revisited in the light of EFQM feedback. It was not considered that the University would gain materially from the IiP process as we are advised that we have continued to exceed the standard. External assessment continues in other forms, in particular the EFQM process.
• Completion of the first Staff Educational and Development Agency (SEDA) accredited mentoring award cohort.
• Increased Higher Education Academy Fellowships
• The 3 I’s [Information, Ideas, Insight] programme for postgraduate researchers with learning, teaching and assessment duties gained SEDA recognition

• The Internal Auditors concluded in their annual report that LJMU has a basically sound system of internal controls, which should provide substantial assurance regarding effective achievement of the University’s objectives

Recognising and Managing Risk

    We will continue to review and refine our best practice arrangements in Enterprise Risk Management, for instance reviewing the strategic objectives and revising the Risk Register in SMG strategic meetings.  Business Continuity is being further explored through a programme of major incident test exercises designed to check the effectiveness of local incident management and procedures.

Systems Development Projects Programme

The University has continued to refine its approach to major systems developments. During 2009/10 the remit and membership of the group was reviewed and the decision taken to change the focus from systems implementation to benefits realisation; during 2010/11 a revised remit and membership will be agreed and planning and activities will be revised to reflect these changes. The Programme will also be mandating that a best practice Enterprise Architecture approach is adopted within all projects.

• Significant progress during 2009/10 has included:

The LJMU Mobile Applications Project: piloting of an LJMU mobile phone app to provide a range of information to students, based on the CampusM mobile application and scheduled for full go live in September 2010

Finance Systems:
Oracle Financials:  successful completion of implementation of the core system; iExpenses pending completion of iProcurement/eMarketplace project
eMarketplace Project: preparation of bid for HEFCE funding for an eMarketplace project under the University Modernisation Fund

Oracle Campus Solutions Transition Project: completion of system implementation required for beginning of phased go live with student recruitment and the module catalogue scheduled for September 2010 & full go live from September 2011

Technology Enhanced Learning: completion of the e-Learning benchmarking exercise including recommendations for future development

Enhancing the Student Coursework Experience: pilot project completed and final report produced May 2010, recommending a phased approach to the introduction of electronic assessment for coursework, and the further development of associated information systems to meet project requirements.

Oracle Customer Relationship Management: further development in brokerage, student recruitment and service integration in support of a holistic approach to Relationship Management

 Strategic priorities and areas of activity for 2010/11

LJMU Mobile Applications Project: go live September 2010 and project completion and handover to operations/continuous improvement December 2010

Finance Systems:

eMarketplace Project: following successful bid for HEFCE funding, initial go live of the eMarketplace project in March 2011

Oracle Campus Solutions Transition Project: go live of module catalogue and student recruitment; completion of all work necessary for full go live in September 2010 
 
Technology Enhanced Learning: Development and implementation of a TEL Action Plan based on recommendations from the Benchmarking exercise
Technology Enhanced Learning: Development and implementation of a TEL Action Plan based on recommendations from the Benchmarking exercise
Enhancing the Coursework Submission Experience: a formal project team to be constituted to deliver a standardised approach and system by September 2011

Oracle Customer Relationship Management: introduction of enhanced processes for International Recruitment and Alumni

NEW ACADEMIC DEVELOPMENTS

The University is continuing the process of reviewing its academic portfolio against a range of performance criteria.

Control of student numbers imposed by HEFCE has presented a challenge given the popularity of LJMU. 
However, the University continues to manage student number target setting and recruitment very effectively. This is evidenced by results achieving 99.4% of target.

LJMU’s undergraduate degrees have been remodelled to explicitly incorporate graduate skills development and work-related learning, and to provide opportunities for support and guidance through Personal Development Planning.  This has provided the basis for further development of 'World of Work' skills within the LJMU Graduate Development Centre and the integration of these 'higher-level' skills into the pedagogical environment thereby ensuring that the 'WoW ethos' is embedded within the curriculum.
 
The first full year of operating the WoW certificate to students saw some 3000 students, from all year groups, voluntarily register for the module, over 830 students completed one of more of the Bronze, Silver or Gold stages. The WoW certificate continues to be designed, developed and delivered collaboratively with many employer partners and is being modified and improved following feedback. Currently over 4300 students are registered.

Over 3000 students are actively engaged in reflecting on and recording key graduate skills.

Collaborative relationships with the WoW National Employers Group continue to flourish with members of National and Local WoW Employer Advisory Boards including Barclays, Royal Mail, GKN, Oracle, Liverpool Chamber of Commerce, Co-operative Group, Enterprise Rent-A-Car and Ford Over 130 Employee Verifiers have been trained and are delivering the critical final 1:1 interview stage of the WoW certificate.
 
The Graduate Development Centre has achieved major successes in employer relations brokerage and work related learning including student placements with Lovell Construction, Liverpool City Council, Datel Group Computing, and Lake Technologies (SME). A new job vacancy portal has attracted over 1200 vacancies from 650 different employers.

The Graduate Accelerator Programme in response to the HEFCE Economic Crisis Investment Fund has delivered all outputs and developed the employability of 360 unemployed graduates.

LJMU is exporting its’ knowledge and enhancing its international reputation by running a Malaysian Ministry of Higher Education funded WoW certificate pilot programme at Malaysia’s largest public University Universiti Teknologi Mara
 
 The University has continued to develop its partnership with Merseyside Police building on the success of the Foundation Degree in Police Studies. New curriculum developments include CPD’s supporting the Safer Schools agenda   The University is taking a leading role in regional workforce development, supporting the higher skills and  employer engagement agendas.
 
 In 2010/11 LJMU entered into a collaborative venture with EA Technology Limited, a global leader in the management of power networks, to provide a MSc in Power Asset Management. This unique programme will be delivered by practitioners from the Electrical Power industry and academics from LJMU’s School of Engineering, Technology and Maritime Operations.

 In 2010/11 the University will develop a PGCE in Third Sector Management in partnership with LCVS, a leading 3rd sector organisation, to address skills gaps in a sector which is central to the Government’s economic/social agenda.

       A major ongoing initiative has been the continuing development of a web based tool to provided access to a wealth of data relating to programmes, modules, students and UCAS applications. The “Webhub” provides staff with the opportunity to interrogate data sets relating to student/programme performance. This tool has been used extensively to support the review of the academic portfolio. The next phase of the development of the system is the subject of a JISC bid.

INTERNATIONAL ACTIVITIES

• Following a comprehensive review of service team activities the formation of a new Commercial and International Directorate will further focus the development, management and delivery of the University’s strategy for income generation and reputation enhancement through partnership and commercial activity within the UK and overseas. The Directorate is responsible for commercial enterprise, technology transfer, student entrepreneurship, conferences and events, international student recruitment and academic partnerships across all areas of expertise, sectors and geographical markets. All activity of the Directorate is measured against ‘return on investment’ be the return income, reputation or social capital.

• Collaborative Partnerships are a key source of income and reputation enhancement for LJMU, and an area of continued substantive growth.  Total income from Collaborative Partnerships totalled £4,669,300 in 2008/09 and £5,728,161 in 2009/10, representing an 18% increase year on year.

• A renewed pricing/costing methodology and a renewed focus on return on investment will further strengthen LJMU’s capacity to offer mutually beneficial partnerships and increase the University’s revenue from this area of activity.

 The partnership with Study Group, which offers an on-campus LJMU International Foundation College with progression pathways to LJMU undergraduate programmes, will be reviewed and enhanced as part of a renewed strategy for international student recruitment.

• The establishment of an LJMU representative office in Kuala Lumpur (Liverpool John Moores (Malaysia) Sdn Bhd has been completed and opened in August 2008.  The purpose of the office is to consolidate, develop and co-ordinate the delivery of all LJMU’s activities in the South East Asia region (i.e. enterprise, partnership, recruitment and alumni activities)  and thereby enable LJMU to develop a more profitable and sustainable reputation in line with the objectives of its Strategic Plan

 LJMU will continue to develop relationships with private sector organisations   as appropriate to the needs of its international plan and accompanying business objectives. In addition to a select number of approved agents, and working in partnership with NCUK, LJMU will continue the development of an on-campus LJMU International Foundation College with Study Group.  This has now recruited its first cohort of students with progression pathways to LJMU undergraduate programmes.

RESEARCH

Following on from the results of RAE2008, the University continues to focus its research efforts and resources in areas of demonstrable research excellence in a sustainable environment. Both internal and external collaborations will be promoted.

• In 2009-10, the University continued its policy of ensuring that the distribution of research income (QR, RCIF) was strategically driven, aligning with the needs of the most research-intensive parts of the University. Some funds were also used to support emerging areas of activity of strategic importance.

• The 5-year average rate of growth of external research grant income remains the highest of NW Universities and amongst the highest in the UK overall (~15%).

 UK Research Council income accounts for ~15% of our total research income.

 External research grant income fell by 6.8% in 2009-10 compared to the previous year due to a high reliance on public-sector funding (research council, NHS and local authority). However, LJMU continues to lever external research grant income using HEFCE-QR at a rate at approx. 3.3:1 (well ahead of the sector average).

 In the current economic climate, the target for future year on year growth of external research grant income is reduced to 5% (compared to an annual average increase in excess of 15% in recent years). Research targets in the Faculty strategic plans are monitored regularly by the Deans.

 Particular research strengths remain in STEM (e.g., electrical and general engineering, astrophysics, built environment, nursing & allied health) and STEM-related subjects (e.g., biological anthropology, sports sciences). Together these account for >90% of external research income to LJMU.

 In order to create an appropriate physical and intellectual environment for research to flourish across the institution, we have continued to invest in research facilities (capital build and equipment – both supported by RCIF funding) and to increase the numbers of research-active staff. This will remain a priority, the latter being supported by staff / PGR training and support, with emphasis on early-career researchers.

 We will continue to promote research as a core activity underpinning both teaching (and, by extension, the University’s WoW skills programme) and our Enterprise and Outreach activities.

 We will continue to seek to exploit the results of our research outside of the Academy and in doing so promote engagement with the users of research (economic, societal, cultural and health and well-being) via  knowledge exchange and substantive public engagement activities.

 We will conduct our research within an appropriate research governance and ethical framework, providing appropriate training and support.

COMMERCIAL ENTERPRISE AND KNOWLEDGE TRANSFER

 The University combines HEIF 4 funding with core funds to ensure continuation of a range of support for this activity across the University. Successful complementary European Union funding bids are used to further develop the support for student and alumni start-up businesses.
• Measures of commercial enterprise and technology transfer activity are now included in the University balanced scorecard.
• The University has continued to operate with a client focussed/market orientated approach, incorporating key RES sector target markets.
• In 2009/10 the University’s commercial enterprise and technology transfer activity generated:

Turnover  £4.719m
Operating surplus 42%
 During the year, 36% of income from commercial enterprise and technology transfer activity came from international contracts.
 The 20010/11 targets are:
Turnover  £6.025m
Operating surplus  43%
• In 2009/10 KTP programmes equated to 10.87 project years delivered during the year.

 In 2010/11 the KTP target is to increase this level of activity to 17.7 project years.

• Identification, development, protection, and commercialisation of IP continues across all staff & student groups within the University. From 2010/11 onwards a new, monetary ‘Return on Investment’ target will be introduced.

• In 2009/10 the level of disclosures was 58, with 11 technologies protected.

 In 20010/11 the targets are 45 disclosures, 12 technologies protected and a return on investment of £463.5K.
• Student Enterprise activities are supported by ESF, Skills Funding Agency and National Council for Graduate Entrepreneurship funding. Significant contributions have been made to the development of the WoW™ agenda, with a view to embedding provision within the curriculum framework.
• In 2009/10 the target for students undertaking enterprise training of 1000 was exceeded, totalling 1283.
• In 2009/10 bursaries were awarded to support establishment of more than 38 student businesses.
 In 20010/11 the target for students undertaking enterprise training is 1400.
 In 20010/11 the target for membership of the Start-Up network is 200 new members.
 In 20010/11 the target for the awarding of student fellowships is 35.

Regional Activity

• Increased interconnection between the employability agenda – focused on LJMU’s WoW™ (World of Work) initiative - and  BDC activity  has resulted in commercial enterprise and knowledge transfer becoming a key feature of academic activity.

• The University’s sectoral approach to business continues to mirror the NWDA’s Regional       Economic Strategy (RES). We continue to direct resources towards initiatives that offer opportunities to Northwest business, such as the NWDA’s Innovation Voucher Scheme.

• The University recognises that the NWDA will be replaced and that the University will be actively seeking a working relationship with new partners in the future.

ESTATES

The University’s estate strategy and master plan represent a long term aspiration for LJMU. The purpose of the master plan is to explain how the three existing areas (Mount Pleasant, City & I M Marsh Campuses) are to be transformed into consolidated and unified campus areas. The master plan is intended not only to be a ‘blue print’ for the future development of the University’s estate but is designed to determine the urban design framework for achieving the University’s long term vision for a 21st century flexible estate.
The strategy involves the ongoing release of existing and outmoded properties and the enhancement and development of new flexible facilities in the three designated campus areas. The replacement of the 19th century outmoded buildings with a modern efficient and sustainable property portfolio will ensure the University achieves the key objectives of;

• Maximum space efficiency.
• Maximising resources and reducing revenue costs.
• Attaining carbon management targets.
•  Creating a study and work environment suitable for students and staff in a 21st century higher education institution.
• Holistic integration with the urban planning strategy of a vibrant city which has a major economic role across the region.

• Being a catalyst for sustainable links with the knowledge economy across the region.

Completed Projects

• Art & Design Academy - 10,700m² building complete in 2008 to provide facilities for the Liverpool School of Art & Design.

• Tom Reilly Building - 6,400m² building complete in 2009 for the Schools of Natural Sciences & Psychology and Sport & Exercise Science.

• Aldham Robarts, Avril Robarts & I M Marsh. SERIG project complete in 2009/10. Creation of a social learning zones in all three campus areas and is designed to provide a revolutionary new way of working which has transformed how the University delivers learner support services.

• Byrom Street external façade. First phase complete in 2010. The replacement of the external façade, which has transformed the external image of the Byrom Street Campus and enhanced the thermal efficiency of the buildings.

• Byrom Street refurbishment programme. The ongoing 7 year investment has seen significant enhancement to the teaching and learning facilities, integration on new AVIT and the creation significant social learning space and catering facilities across the site.

• Henry Cotton Campus. General refurbishment to create a research facility for the Faculty of Health & Applied Social Sciences.

• Henry Cotton Campus. General refurbishment to create a new concrete testing laboratory and teaching accommodation for the School of Built Environment

• I.T Resilience. Complete in September 2010, the creation of a new IT server POD (performance optimised data centre) has increased the robustness and capabilities of the University’s information management network. The new facility will allow flexibility in future proofing information technologies and has attracted much interest in the sector.

• I M Marsh. Creation of enhanced social learning space and catering facilities on the site along with improved Student Union retail facilities.

Current Projects

 Clarence Street Building. Opening in September 2012, the site will provide 12,500m² of floor space and will be a centre of excellence for the Faculty of Business and Law and Screen school.

 GERI. Complete in the summer 2011. The refurbishment of the existing engineering workshops and the development of a new 350m² research facilities will enhance the capabilities of the General Engineering Research Institute.

 A general programme of investment and refurbishment in the City Campus teaching and learning accommodation includes high voltage infrastructure replacement, creation of new lecture theatre facilities, enhanced AVIT provision and general refurbishment of teaching accommodation.

 I M Marsh Campus. Ongoing investment to significantly enhance the teaching and learning facilities, integration of new AVIT and the creation of significant social learning space and catering facilities across the site.

Carbon Management Programme
 
This year the University joined phase 5 of the Higher Education Carbon Management Programme after full assessment of our intentions by the Carbon Trust. During the year the Board of Governors received and formally approved a Carbon Management Plan, and recognised its responsibility to agree targets, measures and the need to monitor success in implementing the plan. The Board has delegated this responsibility to the Finance Committee.

The key objectives of the plan are to reduce carbon emissions by 25% against the 2008/9 baseline figures, over the five year period of the programme, whilst embedding carbon reduction into University processes and practices.