Key Performance Indicators

1

Key Performance Indicators

Annual Summary of the 2008/09 Reports

Through 2008/09, supported by the Planning Office, KPI “owners” have presented pairs of KPIs to successive meetings of Council. The data from these presentations has been used to produce the attached abbreviated summary of the full set of performance indicators. The paper presents the aggregated traffic light score, determined by Executive Board and confirmed by Council, for each area, relying on firm data or informed opinion as available. In addition a short supporting text is included to illuminate some of the issues and trends considered when reaching the indicative judgment. Where new data has subsequently been received during 2008/09 this will be reflected in the separate KPI reports to be published during 2009/10.

As this paper represents the completion of the 2008/09 cycle Council is asked to note the paper. Work is now underway to establish new institutional KPIs in light of the recently published Vision 2021 document and these will be presented to Council at its next meeting.

July 2009

Prof. A.C. Stevenson

PVC Planning and Resources

10 Key Performance Indicators for Council

October December February March May

Leadership & Governance

(Prof. Stevenson & Dr. Hogan) Student Experience (Prof. Ritchie) Financial Health (Mr. Dale) Regional Engagement (Prof. Younger) Research Excellence (Prof. Wright)

Staff & Human Resources

(Mrs Johnston) Student Diversity (Prof. Ritchie) (Dr. Hogan) Estates Commercialisation (Prof. Wright) Research Income (Prof. Wright)

Traffic Light System

The assessment is drawn from various sources of evidence and information, both qualitative and quantitative.

Definitions

Current

Current

Both current performance and previous

performance are indicated using these definitions above. Green: Good • Low Risk • On Track • No action required Amber-Green: Satisfactory • Some concerns • Broadly On Track Amber: Mixed • Medium Risk • Some significant concerns • Potentially damaging Red: Problematic • High Risk • Serious concerns • Threatening overall performance

Mission Statement

A world class

research-intensive

university

Deliver teaching

of highest quality

Play a leading role in the

economic, social and

cultural development of

the north east of England

Strategic Objectives

Commercialisation of research and teaching activity for social and economic benefit

Research Excellence Research Income AG A AG AG AG AG AG AG Student Experience Student Diversity Commercialisation AG AG G G Regional Engagement

Staff & Human

Resources AG Leadership & _Governance

AG AG AG AG AG G G Estates Financial Health July 2009

University Mission and Performance

A sustainable institution

A world class

research-intensive

university

International excellence in

learning, teaching and

scholarship.

Providing an excellent all

round student experience

Play a leading role in the

development of the north

east of England

Economic, social, cultural

Current

3

Staff and Human Resources

• Staff Recruitment, Retention and Reward: Staff turnover rate (2007/08) is 7.5% below the HE average of 8.5%.

Academic staff turnover has decreased to 3.3% from 3.6% (2006/07). Research staff have the highest staff turnover rate of 9.2% (2007/08). The Clerical turnover rate of 9.3% is an issue for investigation.

• Staff Absence: In 2007/08 the University’s average level of employee sickness absence was 5.6 days, a decrease of

0.4 from 2006/07 and is lower than the national average (all industries) of 8 days. Academic sickness absence is 2.0 working days lost per employee which is low and reflects under reporting of academic absences.

• Staff Development: Investment has increased in recent years, partly due to ear-marked funding from HEFCE.

However, investment in staff training and development dropped slightly to 1.5% of payroll in 2007/08 as a consequence of the significant rises in payroll costs.

• Diversity-Ethnicity: In July 2008, the proportion of support staff from BME groups was 2.8% (3.4% in 2007). THE

specific target is for the proportion of our support staff from Black and Minority Ethnic (BME) groups to be between the local benchmarks (Newcastle BME = 5.7% and Wider Community BME=2.6%). The proportion of all academic staff of BME origin has increased from 7.6% in 2003 to 10.1% in 2008 which is just above the UK HE average of 9.8%.

• Diversity-Nationality: The University employs Academic and Research staff from 81 countries.

• Diversity-Gender: The specific target is to increase the proportion of female professorial staff to 20% by 2011. In

August 2008 this proportion had increased to 18.6% and is above the average of 17.5 % for UK HE.

• Staff Costs: Increased from 51% of total income in 2004/05 to 54.14% in 2006/07. (HEI average 2006/07 57.8%).

Leadership and Governance

• Governance: In the 2007/08 effectiveness analysis there is a welcome improvement in the assessment of the

effectiveness of Council papers. The most difficult area remains enabling Council to have effective input into the development of strategy.

• Leadership: The University successfully invests in developing leadership skills, as evidenced by external recognition

and awards.

• ‘Success Factors’: Framework was developed with funding from the Leadership Foundation and is being

implemented for the professional, administrative, technical and operational job families to be integrated into recruitment, selection, performance and development review, and pay review.

• Staff Satisfaction Survey: Following the 2007 survey action plans have been developed at University, School and

Service level to tackle the main areas of concern for staff. Staff Committee is considering a University action plan to address the stress issues that were identified. This exercise is part of a Heath and Safety Executive review of stress in HE institutions in the North East.

• Health and Safety: Fewer accidents were reported in 2007/08 to the University Safety Officer per 1000 staff/students.

The extensive building programme on campus increases the need for constant vigilance on Health and Safety issues.

Student Experience

• National Student Survey: 86% of Newcastle’s students in 2008 indicated overall satisfaction with their programme

(82% in 2007 and 81% in 2006). We rank in the top quartile in 8 out of 34 subject areas: Accounting, Agriculture, Civil Engineering, Computer Science, Law, Microbiology, Music, and Subjects Allied to Medicine.

• Institutional Satisfaction Survey: The mean satisfaction scores on the Stage 1 survey were 3.84 for HaSS, 3.95 for

SAgE, and 4.39 for FMS (5 Maximum). The Student Opinion Working Group will commission focus group research instead of surveys during 2008-09.

• International Student Barometer (ISB): Summer 2008 results indicated 86% of students were satisfied overall with

their university experience (Russell Group average 86%). 79% would recommend the University (RG average 79%). Our strengths are Library, learning technology, Careers Service, work experience opportunities and Graduate Schools. Areas for development are students making UK friends and studying with people from other cultures.

• Student Employability: Our HEFCE Employment Indicator for 2006/07 graduates has risen to 96.1%, the highest for

four years, exceeding our benchmark of 95.4%. Target for 2008-09: To meet the HEFCE Employment Indicator, a significant challenge, given the current global economic crisis.

• ncl+ activity: We encourage students to add to their subject-specific knowledge and skills by participating in activities

which enhance their employability. Activity at the central and Union Society levels in 2007/08 included, for example, 450 student volunteers worked in the local community during term time (SCAN). The ncl+ foundation dispersed grants totalling £4000 supporting 14 student-led projects with a cultural or social impact.

• Student Continuation: Our HEFCE non-continuation rate for students entering in 2005/06 was 3.5% (benchmark

4.2%). In 2008/09 the PVC(Teaching and Learning), will fund development projects which focus on students’ transition into University and between stages ( £150k). The aim is to minimise non-continuation and to enhance student success.

• Quality of the Student Body:

UG Degree classifications 2004/5 2005/6 2006/7 2007/8 UG Intake Tariff HASS SAgE MS % of 1st_{/2.1 (excluding unclassified) 67.6% 69.7% 71.0% 72.1% 2007 411 356 473} 2006 401 352 444

AG

AG

AG

AG

AG

AG

• Low socio-economic groups (NS-SEC 4-7): In 2006/07 Newcastle achieved 20.1% against a benchmark of 24.0%.

(In 2005/06: 20.3% against a benchmark of 23.6%). (North East entrants in 2006: 32.21%).

• Low participation areas: Newcastle’s 2006 performance is 5th _{in the group of comparator civics with 6.6% of FT 1}st

• Disabled Student Allowance (DSA): In 2006/07 Newcastle's performance in recruiting FT 1st degree students in

receipt of DSA dropped slightly to 3.0%, (benchmark 3.3%).

degree entrants from low participation areas, meeting our benchmark of 6.6%.

• Black & Minority Ethnicity (BME): In 2006/07, 6.39% of UK students were from BME groups. (NE entrants: 9.65%).

• State Schools & Colleges: At 70% Newcastle fails to meet its benchmark (81%) for recruitment from state schools.

• Graduate Ambassadors: In 2007/08, 4 Graduate Ambassadors undertook 144 individual visits to 102 schools and

colleges, and involving approx 14,000 students (up from 111 visits involving approx 9,600 students in 2006/07).

• Local Participation: Intake from NE has increased by 87% since 1999; market share increased from 4.48% to 7.44%.

• Collaborative initiative: The University has agreed to participate in a joint DIUS initiative with a number of other

Russell Group institutions to ensure that students of high ability / potential from poor achieving schools do not miss out on the opportunity to progress to highly-selective universities.

• Applications: Applications for 2008 were affected by a reduction in UCAS choices (from 6 to 5) implying a likely

reduction in applications of approximately 16%. Actual Home/EU applications showed a drop of just over 10%, which was slightly better than the University’s main competitors in the undergraduate market. The University is managing its contract range position by controlling Home UG recruitment.

• International Student recruitment: November 2008 data shows international student registrations at 120% of

equivalent 2007 numbers (undergraduate/postgraduate). There are also approx. 400 new international students registered on INTO foundation programmes (plus 40 continuing INTO students), compared to 110 last year.

Financial Health

• Surplus: We target a historic cost surplus of 2% of income (1% budget surplus plus 1% capital headroom funding).

2007/08 result of 3.8% of income compares to an average of 1.7% for our peer group. The forecast for 2008/09 is better than budget although prospects for future years are worrying.

• Cash balances: The University maintains healthy cash balances, driven by its surplus, strong balance sheet

management and capital funding received in advance of expenditure. Balances are materially higher than our all peer group but will start to decline in line with our capital plan.

• Income growth: Forecast growth is diluted by the impact of HEFCE capital funding and the Great North Museum

project. The average growth in 2007/08 for our peer group was 10%. The percentage of income from Funding Councils is higher than the peer group average of 33% but continues to reduce.

• Teaching: Overseas student fee growth (3%) is significantly lower than our peer group (average 9%) but recovery is

expected in 2008/09, largely driven by INTO, and future prospects are promising.

• Research: Research income grew by 15% in 2007/08 and is forecast to grow by another 5% in 2008/09. Contribution

growth has been driven by the introduction of full economic costing.

• Estate: The insurance replacement value (IRV) of the University’s buildings is £762m. Long term maintenance costs

increased from £2.4m in 2006/07 to £3.6m in 2007/08 and are expected to continue at this level.

The Estate

• Functional Suitability: Current allocation of funding from HEFCE is £46.6m over the 3 years to March 2011. This is

split £30.1m in a Research Infrastructure stream and £16.4m in a Teaching Infrastructure stream.

• Teaching and Learning Facilities: February 2009 forecast for 2008/09 capital investment is £3.2m, (New Music

Building). Further investment in computer clusters, lecture theatres and teaching rooms in 2009. In 2008 88% of teaching and learning rooms had excellent or good functional suitability.

• Research Facilities: Feb 2009 forecast for 2008/09 investment is £21.7m (£19.2m on Medical Sciences Building).

• Financial Sustainability: Income per m2

• Long Term Maintenance: Spend on maintenance increased from £16.2/m² (Gross Internal Area) in 2004/05 to

£22.1/m² in 2006/07. This was still below the Russell Group mean of £24.6m².

exceeded the Russell Group median value for the first time in 2006/07 (£1,453 against a median of £1,410). Ratio of total property costs to expenditure was at Russell Group median.

• Carbon Emissions: In 2006/07, our energy consumption of 7510kW/h per FTE, (combined estate) and energy

emissions of 1733kg CO2

• Recycling: Waste not recycled goes into an ‘energy from waste’ plant, not landfill. Our percentage of waste recycled

has increased annually and in buildings where the scheme is fully embedded we are now achieving 60%. We will exceed our 2012 target of recycling 40% of our general waste in 2008/9.

per student FTE (for non-residential) were respectively median and slightly higher than median for the Russell Group. The 2006 travel to work survey showed a decrease in numbers of staff driving to work from 40% to 35% among respondents.

• Biodiversity: Target to complete creation of a green corridor and other biodiversity projects by 2012.

• Coherent Campus Initiative: £1.2m allocated in 2008/09, progress includes more cycling infrastructure, re-paving,

power cleaning, upgrading Hadrian Bridge, new bins, a drive on energy conservation and waste recycling, a pedestrian movement and infrastructure study, a launch party and new strap line of ‘Our campus …your environment’.

AG

AG

AG

AG

G

G

5

Regional Engagement

• Engagement Strategy: ‘Task and Finish’ group to develop Institutional Engagement Strategy.

• Engagement stock-taking: Taxonomy of engagement, 436 examples of staff engagement identified and categorised.

• Cultural affairs: Great North Museum to be opened in Spring 2009.

• Engagement Projects: £150,000 allocated to support 14 engagement projects across the University in 2008/09.

• Strategic positioning: Major project under way to determine and articulate the University’s corporate image,

reputation and impact, and its communication to key audiences and stakeholders.

• Internal communications: New staff internal website under development; Press and Communications website and

Newslink format reviewed and revised.

• PR and corporate publicity: Programme of corporate communications and PR under development. Web Strategy

agreed by EB and new external home page developed as first phase in implementation.

• Membership of relevant networks: Joined Talloires Network (international network committed to strengthening civic

roles and social responsibilities of HE).

• Beacons for Public Engagement (involving Durham University & Centre for Life): review completed, project on track.

• Regional ’10 point Plan’ launched to support regional businesses during recession.

• Community engagement: Events include, for example, public lectures, museum exhibitions and performance arts,

such as the Early Musical Festival.

• Regional Student Population: Newcastle are lead HEI managing the Aimhigher Tyne, Wear and Northumberland

partnership to raise aspirations, awareness and attainment. In 2007/08, there were 71 days of widening participation/ student recruitment events on campus, catering for > 22,104 visitors.

• Regional Graduate Retention: 48.5% of UK graduates working in the region (78.8% of these in graduate level jobs).

• Regional Projects: Over the last year funds of £18M have been claimed from regional sources. A further £11M has

been levered from elsewhere. Proposals valued at £7.4M are in progress.

• Enterprise/entrepreneurship: Following the embedding of the Entrepreneurial Development Unit in the Careers

Service there has been a significant increase in uptake of entrepreneurial activity and outcomes during 2007/08.

Commercialisation

• Disclosures of new potentially commercial ideas: In 2007/08 there were 73 new technology disclosures which were

formally registered and assessed by the Business Development Directorate.

• Patents: In 2007/08 21 new patent applications were filed. 7 patents granted in 2007/08, (6 in 2006/07). Cumulative

portfolio of intellectual property rights now includes 175 patents.

• Licensing of intellectual property rights: In 2007/08 14 licences for intellectual property granted to third parties. The

number of active licences granted by the University to third parties increased to 47, up from 39 in the previous year.

• Materials Transfer Agreements: The transfer of new materials into and out of the University is increasingly governed

by formal legal agreements. In 2007/08 125 Material Transfer Agreements (incoming and outgoing) were negotiated.

• Royalty revenues: The total revenue arising from licensing intellectual property to third parties for 2007/08 was £285k.

• Equity Committee approvals to form spin-out companies: In 2007/08 Equity Committee approved the formation of

4 new spin out companies. Equity Committee also approved the University taking equity stakes in three existing companies; Bioenhancements Ltd, Biotransformations Ltd, and Selective Antibodies Ltd.

• Completion of company formation: In 2007/08 5 new spin-out companies were formed as legal entities, including

Novagene, the first collaborative business venture between the University and the Newcastle NHS Hospitals Trust.

• Income from consultancy activities: Income from consultancy activity with commercial and non-commercial sources

rose from £5,487K in 2006/07 to £10,762K in 2007/08, this mostly represents improved data. CPD revenues remained at approximately the same level as the previous year (£4289K). The number of new contracts with commercial organisations increased by 14% on the previous year, from 450 in 2006/07 to 513 in 2007/08.

• External funding secured for the development of University intellectual property: The University can access a

number of public schemes to develop intellectual property; this funding can be deployed for commercial market studies, prototyping, developing business plans and undertaking technical developments. In 2007/08 £1,344K in development funding was secured.

• Business Voucher Scheme: As part of the University’s ‘Ten Point’ plan to support the regional economy a new

business voucher scheme to enhance relationships with regional businesses was launched.

• The Angel Alliance: The University in partnership with Durham University and ONE has agreed to work to enhance IP

commercialisation through the Angel Alliance. The first joint proposal has been submitted to EPSRC.

• NStar Proof of Concept: In the current academic year (2008/09) 3 Proof of Concept awards for intellectual property

development have been obtained with a value of £208k.

• Staff Development in the field of intellectual property commercialisation: A programme of coaching and

mentoring targeted at early stage researchers has been piloted. The pilot has worked with 25 staff and has received positive feedback. Further external funding is being sought to support the ongoing delivery of this programme.

• Disclosures of new potentially commercial ideas. The rate of disclosures in the current academic year is sustained

at previous levels with 40 new disclosures to February 2009. The Business Development Directorate team have a total of 92 open intellectual property development projects as at March 2009.

G

G

AG

AG

• RAE Outcome and Profile: Newcastle achieved the following profile:

4* (World-Leading) 3* (Internationally-excellent) 2* (Internationally recognised) 1* (Nationally recognised)

14% 44% 34% 8%

o 964 staff were returned to 38 Units of Assessment – a total of 79% of all staff.

o Three submissions were judged to have achieved over 85% at 3* and 4* - Civil Engineering (90%), Cancer

Studies (90%) and Art & Design (85%).

o Newcastle’s research achieved a Grade Point Average (GPA) of 2.63.

o ‘Quality Related’ (QR) funding from HEFCE will increase by £2.3m next year as a result of the RAE performance.

• Research Excellence Framework (REF): The RAE will be replaced by the REF. Details have not yet been confirmed

but it is likely that the full REF exercise will inform funding from 2014, which would imply submission in 2012, with a likely assessment period of 1.01.08 to 31.12.12.

• Research Students: Postgraduate Research (PGR) student numbers have dropped since 2006/7. PGR represent

9.6% of student body (2007/8).

Research Income

• Grant Applications and Awards: Based on the performance in the first half of the current year 2008/9, the University

looks to be on target to exceed the value of awards made in 2007/8. The number of awards in this period is lower than at the corresponding time in 2007/8 (268 compared to 283) but the value of those awards has risen dramatically (£45m compared to £28m) which indicates that fewer, larger awards are being made, in keeping with published Research Council strategy.

• Research Income: The overall research income figures continue to show a steady increase on previous years - 13.1%

on 2006/7 to a healthier figure of £74.5M at the end of year 2007/8. Income from Research Councils now represents the biggest share of the total income (31%), showing that the strategy for increasing income from research council awards is starting to come to fruition. At the end of quarter 2 of the current year, research income has risen by 25% compared to the same point in 2007/8 (£39m compared to £31m). Predictions would return research income in excess of the £79m returned for last full year.

AG

AG

A

A