IT Description Cost
Design Upgrade of CAD Workstations £40,000
Creative Upgrade of Games Lab Computers (will enable 18 x PC’s to be re-used in Computing labs)
£35,100
3D Gaming Laptops £3,000
Psychology Upgraded Computers x 4 £2,500
Computing CISCO Kit upgrades to P201 £18,000
CISCO Kit upgrades to P216 £64,000
Upgrade of 3 servers for P216, P201, P227 and 10
servers for Research Grid on 6th Floor £90,000 General Mobile Tablets for On-line Assessment and student use
in Forensics.
£12,000*
Estimated number of new PCs for staff in 12/13 x8 £4,800
Estates Description Cost
Design Furniture Upgrades for P229
Space requested in Tolpuddle House
TH improvements – Mezzanine floor £8,000
General Redecoration to 3rd floor areas
CMB Description Cost
Improvement works to 2nd, 3rd, 4th & 5th floors of Poole House focusing on improving student experience.
Includes PCs to increase groups to x 20.
*Bought forward into 11/12 budget.
33 6. Delivery Plan Timescales
The headline activities are planned to be delivered as per the table below:
2012/13 2013/14 2014/15 2015/16 2016/17 2018
Delivery of upgraded labs in PH
Joint Honours Courses Mathematics Hub New ‘Science &
Technology’ Building
Hubs of Excellence operational Introduction of New
Masters Courses
Introduction of New Masters Courses Introducing Blended
Learning Courses
Joint Masters with International Partners Expanding use of
Tolpuddle House
34 7. Issues & Risks
Risk ID Description Impact Net
Risk
Trend Control Improvements including management actions
Student Experience
DEC SE1 Continual increases in UG numbers could affect SE.
Negative impact on NSS results. 9 ↓ Recruitment of additional staff in 11/12 and beyond.
Increased personalisation of student experience.
Enhancing communications between students and staff. Cultural shift to one of partnership.
DEC SE2 Lack of appropriate laboratory resources in Computing & Psychology.
Reduced retention rates.
Poor NSS results.
8 ↓ Project request to CMB to update resources.
People
DEC P1 Staff are not engaging with all aspects of REF activity.
School reputation affects student recruitment.
Reduction in QR Funding
5 ↓ Increased staff development funds to address specific areas of REF activity.
Additional RA support to help with Impact studies, publications etc.
DEC P2 Lack of resources to support our academic
Internationalisation strategy
No increase in PGT numbers – direct impact on income.
International research partnerships not realised – direct impact on RKE income.
9
↔
Central drive for improved student international recruitment service.DEC P3 Increased educational commitments due to larger cohorts having an impact on staff wellbeing.
Staff attendance and performance is adversely affected.
Student experience is directly affected.
8 ↓ Line Managers to monitor workloads of staff.
Work with HR to ensure staff wellbeing.
Provide flexible support through PhD students and RAs.
35 Academic Quality & Standards
DEC AQ1 High risk of reducing
standards with large cohorts
Direct impact on NSS scores.
Student experience and future recruitment.
6 ↓ Increasing small group working.
Increasing staff numbers, including demonstrators for direct student support.
DEC AQ2 Students do not see improvements in
assessment and feedback
Direct impact on NSS scores. 6 ↓ On Line assessment feedback Mobile Kit to improve feedback Finance
DEC F1 High reliance on few staff for RKE Income
Funding and BU reputation is affected if key staff leave BU.
9 ↓ Work with HR on workforce planning to ensure robust succession planning.
Increased staff development funds to improve bidding success.
Mentoring of new staff by Professoriate.
DEC F2 Change in student number controls and teaching funding (e.g. HEFCE Consultation on
arrangements for 2013-14 and beyond)
Large proportion of our income could be affected.
6
↔
Maintain an agile and diverse portfolio of undergraduate programmes.Maintain programmes with significant subjects in the STEM area.
Target AAB or equivalent candidates.
Reduce reliance on u/g income.
Improve widening participation.
DECF3 Concentration of research funding within Russell Group Universities.
No ability to expand external funding.
Greater reliance on fee income.
9 ↑ Encourage alternative sources of income.
Foster partnerships with industrial companies and other Universities.
DECF4 Risk of not recruiting to PGT targets.
Income targets not met. 6 ↓ Working in collaboration with overseas universities.
Collaboration with private providers of on line and blended delivery.
Targeted top up for international partners.
Change Management
DEC CM1 Risk of not engaging staff with BU and DEC KPIs.
KPIs are not met across research and education.
4 ↓ Strategy and KPIs developed in consultation with staff.
36 DEC CM2 Staff do not understand and
engage with the concept of our unique Fusion blend.
Students do not fully benefit from the CSI agenda.
4 ↓ Continual communication and engagement with staff.
Staff development and attendance at BU Fusion events encouraged.
9
↔
Feed into Estates strategy in the early stages.Manage existing space in a creative and flexible way.
DEC E2 Reliance on significant external funding to develop new BU Hubs of Excellence
Academic vision is not realised. 9
↔
Work with BU Development Office to engage relationships with potential investors.DEC E3 Lack of University investment for a new Science & Technology building.
Long term strategic aspirations will not be realised.
9
↔
Ensure the University understand and support the School vision.Appoint champions in the School to work directly with BU in realising the vision.
DEC E4 Lack of appropriate office space and flexible social learning space.
Reduced staff and student satisfaction.
9
↔
Liaise closely with Estates to formulate workable solutions.Encourage staff to work in more flexible ways.
IT
DEC IT1 Lack of Infrastructure to support on line and blended learning.
Lack of PGT income.
SE
4
↓
Capital requests to EIS to support our developments.
DEC IT2 Adequate IT support in the wide range of specialist activity.
Reliant on School technical expertise. 4 ↓ Stronger partnerships with EIS technical expertise. Staff development with EIS to widen expertise.
37 8. Targets & KPIs
BU KPIs 1 Year Plan 3 Year Plan 6 Year Plan BU Target 2018
KPI 2 UG – Overseas 69 76 101 10%
KPI 3 Average UCAS Tariff Points 325 325 325 310
KPI 4 NSS Satisfaction % 72 85 91 91
KPI 5 Staff Satisfaction 80 84 90 90
KPI 7 SSR 20:1 19:1 18:1 18:1
KPI 8 Contribution % 53%
KPI 10 UG Recruitment – New Entry (SNC) 630 650 680
KPI 10 UG Numbers – Total 1823 1699 1774
KPI 11 Graduate Employment % 65.4* 80 90 90
School Specific KPIs 1 Year Plan 3 Year Plan 6 Year Plan BU Target 2018
(if applicable)
DEC 1 PGT – Total 75 86 115
DEC 2 PGT – Overseas 25 29 38
DEC 3 PGR – Total 60 70 80
DEC 4 PGR – Overseas 40 50 65
DEC 5 RKE Income £850k £1.07m £1.29m
DEC 6 RKE Income per FTE (Average) £11k £14k £16k £18k
DEC 7 % Staff with 4 publications at 2* and above 50 60 75 60-70
DEC 8 % Staff with PhDs 83 86 90
DEC 9 PGR : Academic Staff Ratio 0.9 1 1.2 1
DEC 10 External funded RA’s : Professors Ratio 0.2 0.5 1 1.5
DEC 11 International Conference presentations 60 80 80
DEC 12 International Visiting Profs 6 10 20
* 09/10 Figure
38 Appendix 1: SWOT Analysis – DEC
Strengths
• Undergraduate recruitment is strong (number of applicants; tariff points for all frameworks ≥ 300)
• Professional accreditation of courses
• Excellent Industry links
• Well qualified and well motivated staff
• Good publications
• Growing CPD
• Involvement in STEM initiatives, nationally and regionally
• Fusion is already embedded in DEC
Weaknesses
• Taught Post Graduate recruitment
• Space (for staff, researchers, labs)
• School Identity within Poole House
• Research Grant income
• International Students recruitment
• Promotion of DEC both Internally and externally
Opportunities
• Industrial collaboration and sponsorship
• International collaborations
• Joint delivery with other Schools (joint honours, cross disciplinary Masters)
• EU initiatives
• Improve Publicity/marketing to raise the profile of DEC
• Extend collaboration with MOD (Army and DCCIS)
• Partnering with existing online and distance delivery partners (LSBF)
Threats
• International and domestic competition for both UG and PG students
• Uncertainty in application process
• Poor NSS scores
• Staff retention
• Lack of physical space available to meet strategic plans
• Poor REF outcome
• Changes in VISA requirements
• Other providers reacting more quickly to changing HE environment
39 Appendix 2: Framework Statistics
1 Due to the difficulty in getting long term placements, only 20 CTF students (out of 76 enrolled on Level I 2010-11) opted to seek placement in 2011-12. The remainder went directly to Level
40 Appendix 3: Cost / Benefit Analysis - SEnIA
SEnIA Phased Cost Analysis
Estimate of Investment Required Potential Student Number Increases (Total figures for each year)
2012/2013
BU Contribution 1 x Laboratory 1 PH Ground Floor = £340,800
(Equipment for Lab = £155,800 plus Software = £185,000) School
Contribution
2 x Match Funded Studentships 1 x RA/AL Grade 6
External Activity • HEFCE Grants Applications for £1 for £2 match funding.
• 6-8 applications to FP7 Security & ICT Calls.
• Applications to TSB & EPSRC.
• BU Foundation involvement.
• 4 x Fully Funded and/or BU Match Funded Studentships 2013/2014
BU Contribution 1 x Laboratory 2 PH Ground Floor = £340,800
(Equipment for Lab = £155,800 plus Software = £185,000) School
Contribution
2 x Match Funded Studentships 1 x RA/AL Grade 6
1 x Technician
Support for Capital Funding Request
External Activity • HEFCE Grants Applications for £1 for £2 match funding.
• 6-8 applications to FP7 Security & ICT Calls.
• Applications to TSB & EPSRC.
• BU Foundation involvement.
• 4 x Fully Funded and/or BU Match Funded Studentships
c15 x MSc Students c10 x CPD Students
Increase in UG student numbers for IA route – c15 students.
41 2014/2015
BU Contribution 1 x Laboratory 3 = £340,800
(Equipment for Lab = £155,800 plus Software = £185,000) School
Contribution
2 x Match Funded Studentships 1 x RA/AL Grade 6
1 x Technician
Support for Capital Funding Request External
Contribution • Horizon 2020 – further bidding activity in consortiums with the ability to offer unique platform to other Universities.
• Continue with R&E activity to generate income.
c20 x UG Students - BSc in SE and IA
c20 x MSc Students c20 x CPD Students
Corporate Training Programme – c20-30 students.
2015/2016
BU Contribution Moving location into Science & Technology Building to include space for all 7 labs plus offices.
School Contribution
1 x Technician
Support for Capital Funding Request
Possible increase in technical staffing to support facility External
Contribution
• Horizon 2020 – further bidding activity in consortiums with the ability to offer unique platform to other Universities.
• Continue with R&E activity to generate income.
C40 x UG Students - BSc in SE and IA
c30 x MSc Students c30 x CPD Students
Corporate Training Programme – c30-40 students.
42