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LUMS 2010
Top 5 in RAE 2008: 75% of our research is at 3*/4* 151 academic staff
of which 29% are from outside the UK
3799 students
34% of all LUMS (at Lancaster) students are from overseas, excluding EU
600+ students across 4 overseas partnerships Consistently ranked top 5 UK (School ranked 20th in Europe and MBA ranked 27th globally by the FT)
75
77 66
% uk/eu
34 25 23 15 5 % o/s
40
30 20 10 0 Undergraduate (2311) pgt f/t (568) pgr (141) pgt p/t (49) pgt exec (125)
total (3193)
LUMS 2010
Top 5 in RAE 2008: 75% of our research is at 3*/4* 151 academic staff
of which 29% are from outside the UK
3799 students
34% of all LUMS (at Lancaster) students are from overseas
600+ students across 4 overseas partnerships Consistently ranked top 5 UK (School ranked 20th in Europe and MBA ranked 27th globally by the FT)
Other Income 7%
25
21.96 20
23.18
17.23 15 11.77 10 8.77 4.36 9.23 4.74 10.29 5.73 6.39 7.19 14.56
3.53
0 2005/2006 2006/2007 2007/2008 Home Fees Overseas Fees 2008/2009 Total Income 2009/2010 Budget 2010/2011 Predicted
2800
2750
2600 2554
700
694 672
651
568 550
169
146
* Figures do not include growth associated with Doctoral cluster in Management Science/Maths and Statistics
Our challenge is to operationalise the strategic plan and build upon our reputation and brand. How?
Obstacles
Ability to retain, attract and develop excellent staff Workload and balance winning hearts and minds Increased competition (in-country provision in major markets & post-Bologna competition in Europe) Developing overseas collaborations whilst maintaining accreditation and rankings The relative strength of LUMS Brand
G H
I Peer group average
15 19
23 22
31 22
39 34
Peer Group Comprises, Aston, Birmingham, Bradford, Durham, Lancaster (E), Leeds, Manchester, Nottingham and Warwick
Further revisions to recruitment process (PG Applications Project Phase 2: conversion activities, fee setting regime) Increase the attractiveness of our offer (eg international student career support ) Targeted use of scholarships Continue to work with international office on programme partnerships Continue to enhance our facilities Increased use of China Centre (Confucius) and launch India Centre Provision of better management information (systems development) Academic road shows in major markets
Possible Actions Analyse opportunities in Bahrain (KFH), Greece (OTEA), Russia (HSE) Further staff recruitment (e.g. specialist MBA tutors) Invest in e-learning & establish media unit Better integration of partnerships & LUMS programmes Embed QA procedures into School/Partners Staff (partner) development in conjunction with CELT Encourage staff via workload allocation to teach off-site (and review contracts) Explore validations through current networks (e.g. AACSB Vice President for Asia)
Increase the proportion of 3*- 4* output Substantially increase research income Increase quality and quantity of PGRs and carry out a review of their experience within LUMS GMS Demonstrate research impact whilst maintaining our excellent research culture
RAE 2008
RAE 2008 UOA 36 Business and Management Studies Column1 Warwick LBS Manchester Cardiff Cranfield Cambridge Nottingham Lancaster Bath LSE Imperial Oxford Aston FTE Category A staff 130.7 89.86 188.22 114.85 46.36 45.4 90.4 113.36 62.7 86.41 47.6 53 88.82 Total external research income 2000 - 2007 27,427,375 27,071,000 25,254,977 18,189,229 15,002,641 12,971,002 9,541,718 9,485,536 9,284,105 9,226,849 8,886,129 8,419,202 8,028,235
Challenge 2.2: Demonstrate research impact and embed the new framework
LUMS has contributed to the University and ABS responses to the REF consultation and in anticipating the outcome Obstacles Inability to obtain and analyse relevant data in business and management Lack of funding and protection of research time given HEFCE cuts Lack of a methodology for detecting impact through teaching (particularly executive education) Attribution problems (ability to link specific impact(s) with specific research outputs)
Challenge 2.2: Demonstrate research impact and embed the new framework
Possible Actions Identify relevant case studies (already in progress) Revitalise LUMS working paper series and cases (academic impact) Consider ways to use alumni to create and track impact Continue the momentum generated from our impact seminar series Better utilise our economic impact data on LEAD and LLC
Challenge 2.3: Increase high quality PGR student numbers and their experience
LUMS PhD programme is currently one of the largest in the UK (LUMS 141, WBS 112)
Obstacles
Scholarships and funding (amount and allocation process) Admissions process Economics of PGR training (DTCs may help/review of taught element a new PhD model!) Demand/distribution across faculty
14.5
14.5
10 16 A&F PhD Management Economics IEED 17 DMLL Mgt Science Marketing 45 0 23.5 DOWT
Increase funding for PGR students (agree early in cycle) Review scholarship allocation process Review admissions process for PGR students Improve the quality of the graduate school experience (Deputy Deans review) Successfully bid and then implement the DTC bids Review doctoral programme, especially introduce coursework content and progress hurdles Review placement data for PGRs Expand the prominence of post-doctoral fellows in staffing plans Form strategic doctoral training collaborations (e.g. INTACCT)
Challenge 3.1: Maintain a high level of satisfaction with teaching and the learning environment
During the planning period we aim to expand our student numbers dramatically Obstacles
Failure to recruit the right students Balance between student numbers and student quality (recruiting the best, in the context of increasing competition) Failure to offer a diverse range of student support (e.g. international student support) Failure to respond effectively to student feedback Lack of dedicated high quality facilities for premium fee programmes (in line with competition) Access to management information (e.g. internal and external benchmarking data) Government policy
Challenge 3.1: Maintain a high level of satisfaction with teaching and the learning environment
Possible Actions Implement improvement plans in response to student feedback and internal reviews (NSS etc.) Review the prospective ug and pg communications to improve our recruitment process Support staff development opportunities to provide innovative teaching and learning Continue to enhance our assurance of learning process (AACSB) Continue to utilise our employer contacts to best effect Review international student support in collaboration with Student Based Services Review space and facility requirements post-Waterside Work collaboratively with student representatives
Challenge 3.2: Inform priorities through understanding the diversity of needs from all categories of student
LUMS already has a very diverse student body both at Lancaster and in overseas partner institutions Obstacles Lack of information about the diversity of student experience and therefore the needs of all categories The challenge of rapid internationalisation and the need to adapt our practices, processes and understanding in line with local cultures (e.g. PG Dip Goenka) Lack of holistic approach to student experience
Challenge 3.2: Inform priorities through understanding the diversity of needs from all categories of student
Possible Actions To map the student experience in all its diversity and identify areas for improvement Provide increased support in LUMS for international students Continue to invest in and support our e-delivery capability Ensure the integration of LUMS students wherever they are based (communication) Review portfolio (stakeholder advice) Optimise and share innovative teaching practice (Learning and Teaching Forum) Review student representation (work with LUSU)
80
75
70
65
60
55
Obstacles Competition (sector scarcity, salary premia and aggressive poaching) Economic downturn (also an opportunity) Perceived workload constraints (protecting research time) Lancaster brand and location Lack of recognition of important team roles within LUMS and comparative advantage of professional colleagues
By Category
Obstacles Competition (sector scarcity, salary premia and aggressive poaching) Economic downturn (also an opportunity) Perceived workload constraints (protecting research time) Lancaster brand and location Lack of recognition of important team roles within LUMS and comparative advantage of professional colleagues
LUMS Professoriate
Total number of professors 44, 16 of whom will retire during the planning period
40
35
30
25
28 20 24 Total Staff 15 20 Professors
14
19 15
10 7 5 9 5 0 Accounting and Finance Economics IEED Mgt Learning and Leadership Management Science Marketing Organisation, Work and Technology 3 7 9 3 5
Challenge 4.3: Offer modern and flexible working conditions and practices
Obstacles Failure to adapt to fast and flexible practices Failure to work collaboratively with HR Failure to modernise employment policies (HR) Lack of performance culture Inadequate planning
Challenge 4.3: Offer modern and flexible working conditions and practices
Possible Actions
Foster a supportive environment that encourages continual professional development Ensure a flexible approach to HR practices Build upon our strong commitment to PDP Further enhance and implement the workload model