PLANNING FRAMEWORK 2013/14 Education

Recruitment Quality Staff Cornwall Student Experience Employability Vision We will review and modernise our academic programmes to attract the highest calibre students of all backgrounds. We will encourage and support our students to further the Exeter tradition of active engagement in the workplace, in the community and in cultural and sporting endeavours. Graduate employment rates will continue to grow. Academic contact time will increase and we will ensure our students continue to have access to our cutting-edge researchers thereby ensuring they benefit from the latest developments in their respective fields of study.(S) Priorities To ensure the quality of our student intake is maintained Enhance tariff of undergraduate Consider the functions of PDR and Develop an integrated vision for Enhance the student experience from the Target investment to boost and, where possible, enhanced. To consider programme students (VR13) PDP in promoting Education Cornwall and a Cornwall business current strong base and consequently NSS employability of students. portfolio in context of desire to maximise tariff. (VR13) leadership and assess the role of plan including portfolio and result is an on-going priority. (VR13) (VR13) Develop an action plan to get all Education leadership across the programme development ensuring subjects into the top 10 or top 10% academic job families. (VR13) that the provision is high quality Colleges to review programme portfolios to Consider PGR numbers in each discipline in relation to in the Times GUG, whichever is the and distinctive. (VR13) ensure they are rationalized, market led, competitor PGR per FTE ratios to identify scope to reduce highest, by 2017 based on 2014/15 academically rigorous and sustainable in the internal-funded studentships. (VR13) data. (VR12) Cornwall to be a high priority for new competitive environment. (D) deployment of SNC along with weaker subjects at Exeter. (VR12) Colleges to look at internationalisation of curriculum/portfolio to optimise for Ensure greater alignment of international recruitment, and to give Falmouth and Exeter term dates. graduates an international outlook. (VR13) (VR13) Ensure that student experience is consistent as far as possible across disciplines, Colleges and campuses. (VR13) Targets Ensure student numbers do not grow beyond 22,000 All disciplines currently top 10, to Home/EU UG recruitment at (across all categories) for the foreseeable future. (VR13) be top 5 in Times GUG 2017 based Cornwall to at least be maintained on 2014/5 data. (VR12) at 2013/14 levels and to increase Home/EU undergraduate intake to be capped at 4,600 international recruitment. (VR13) (VR13) All disciplines not currently in top 10 in Times GUG to achieve this by Development of new programmes Any growth in home/EU UG students should be in high 2017 based on 2014/15 data. at Penryn, notably new Business margin home / EU provision. (VR13) (VR12) School programme for 15/16 entry with at least 100+ entry target. Average University tariff not to fall below 450. (VR13) All disciplines currently in top 10, to (VR13) be top 5 in NSS 2015 based on Achieve 17% of entrants from ‘Aspirational’ Schools & 2014/15 data. (VR12) Colleges for 2015 entry. (D) All disciplines not currently in top 10 in NSS to achieve this by 2015 (VR12) Guidance  From September 2014 the new Education Strategy will be implemented, providing clear milestones and targets that colleges and supporting services will be responsible for delivering. It will also help set priorities for allocation of resources.  It is very important in the new planning round when setting student number targets that they are set at a level which is challenging but achievable. Targets are not aspirations. They should be set deductively at a level which reflects what is possible to achieve based on the realities of the external environment and our own strengths and weaknesses.  All growth in home/EU UG students in STEM/M Colleges to be restricted to total envelope determined by the standard targets agreed in last year’s (2012/13) planning round.  Any growth in HaSS Colleges home/EU UG & PGT students above standard targets to be in disciplines which are both high margin and perform well on NSS, tariff and employability metrics.  Colleges asked to review their portfolio of programmes and recent recruitment trends to ensure they are sustainable in the new, more competitive environment and international in outlook.  Colleges to develop action plans for all subjects outside the top 10 (or top 10%, whichever is highest) to get them there by 2017 Times GUG. Key to source of content: S- Strategic Plan 2015; D- Strategic Delivery Plan 2012-2013; C- Key principles agreed by VCEG for Cornwall Development; G- Growing a Russell Group University; VR12 – VCEG Residential planning meeting 2012; VR13 – VCEG Residential planning meeting 2013. PLANNING FRAMEWORK 2013/14 Research

Income PGRs Research Outputs Staff Partnerships REF Vision The 2014 Research Excellence Framework is a major milestone in our research strategy, and we have ambitious targets for world-leading graded research across our disciplines. Collaborations of researchers across disciplines are central to our strategy, as are high-calibre partnerships in the UK and internationally - we will grow these selectively. We look to all our research areas to thrive, but will place particular focus on growing our science provision. (S) Priorities Exeter can build a distinctive position as a strongly Maintain and increase Increase the proportion of our Via the PRG process further flex Drive forward interdisciplinary projects focused science institution with the biggest involvement in Doctoral Training research graded 3*/4* via the REF allocation of staff numbers to across key themes, in particular ESI, Living proportion of HASS of any leading research university Centres across all research so that we are ranked in the top disciplinary strengths in order to Systems and the key themes in the (VR13). Councils by leading partnerships 20. optimise research income and November 2011 HASS strategy. (D) and collaborating with other reputational gain. Develop synergies between UEMS research Ensure we keep fully aware of institutions. (R) and the other colleges. RCUK guidance on open access and Improve PGR submission rates (R) Colleges to work closely with RKT/DARO on its implications for the University Continue to grow research income in STEM and Grow external / industry funded stakeholder management to maximise (RKTMG) Medicine. PGRs and reduce the percentage Ensure use of Teaching Only staff research income. (R) contracts is appropriate Income per academic staff FTE in HaSS to increase of internally-funded PGRs. (VR13) Build strategic international partnerships significantly. Consider PGR numbers in each Increase the proportion of to enhance global presence. (VR13) discipline in relation to competitor externally funded research staff. Refine the process to set per FTE research income PGR per FTE ratios and identify (VR13) targets for each discipline which are appropriate in scope to reduce internal-funded light of competitor performance. (VR13) studentships. (VR13) Increase capacity to gain research income from industry connected to the Government’s industrial Build capacity in disciplines that link research strategy. (VR13) the sciences with HASS subject areas. (VR13) Maximise opportunities to bid into the UK Research Partnership Investment Fund (UK RPIF). (VR13) Build on our international research profile to deliver regional economic impact through important R&D facilities and associated services such as Living Systems, Health Data-SW and the Met Office Global Environmental Sciences Hub and take full advantage of the post 2013 EU cohesion funding. (VR13) Engage with the new Science Park in Exeter as a key engine for regional development, providing space and industrial partners. (VR13) Set a revised University level research income target informed by bottom-up projections arising from the revised process in the 2013/14 planning round.(VR13) Targets Aim to overtake Aberdeen and Queen’s Belfast in Achieve a PGR submission rate of Increase research citations in order Grow the number of academic Build partnerships with large-scale Minimum of top 20 terms of gross research income in the next 2 years 70% on time across all disciplines. to gain international presence and (T&R) staff by 2016/17 to build industrial partners to align with the ranking for each UoA in (VR13). (R) contribute to international league appropriate research critical mass Government’s industrial research strategy, the REF Improve market share in RCUK funding, Our aim is to table positions. (VR13) taking account of competitors by and generate more research income from be within the top 25 for all Research Council funding targeting investments. (VR13). industry. (VR13) league tables (D) Submit for Athena Swan Silver Ensure PS structures (in DARO / RKT) are set Diversify research income at Cornwall – away from award for all STEMM departments up to best support building / sustaining of over-reliance on Biosciences. (VR13) by April 2014. (VCEG) partnerships. (VR13) Formulate a new RKT Strategy during 2015. Guidance  It is very important in the new planning round when setting research new award targets that they are set at a level which is challenging but achievable. Targets are not aspirations. They should be set deductively at a level which reflects what is possible to achieve based on: the realities of the external environment; Research Council demand management; known awards, intelligence of future funding sources and the strengths and weaknesses of academic staff rather than a simple formula of income/fte. The target should be set at an appropriate level per academic staff FTE in light of the performance of competitors.  In setting research award and income targets, the level of earnings should also be considered.  When planning new academic appointments, colleges should take into account space requirements and the lead-in time for these to be realised. See also the section on Infrastructure below regarding the use of existing space.  Colleges are developing/have developed research plans – it is important that these cover REF performance, income generation, PGR recruitment/performance & involvement in DTCs, as outlined above.  All colleges to review the optimum size of units of assessment and ensure they plan to develop the critical mass necessary to compete effectively in research. Key to source of content: S- Strategic Plan 2015; D- Strategic Delivery Plan 2012-2013; C- Key principles agreed by VCEG for Cornwall Development; G- Growing a Russell Group University; R- RKT Performance and Funding Corporate Risk (Updated May 2012); RKT- RKT Strategy Document; PLANNING FRAMEWORK 2013/14 VR – VCEG Residential planning meeting 2012; VR13 – VCEG Residential planning meeting 2013; RKTMG – RKT Management Group. PLANNING FRAMEWORK 2013/14 Internationalisation

Students Partnerships Vision Exeter is currently ranked amongst the top 200 universities in the world, but our ambition is to reach the top 100 by 2015. We will grow the total of international fee-paying students, and continue to diversify by attracting more students from a wider range of countries than at present. We will deepen our research-led relationships, with universities of global standing, in particular in China, India and the US. (S)

Priorities To diversify international student recruitment to achieve a better balance of nationalities across Colleges and programmes, Selectively to sustain, develop and refine current corporate including measures designed to reduce exposure to particular markets and UKBA policy changes (NB: in November 2011, relationships with a small number of key partner universities in 38% of UOE’s international fee paying students registered their home domicile as PRC) (D) North America, Asia and India, around joint research, corporate connections and student mobility. (D) Colleges and International Office working with partners and agents to improve the quality and diversity of international applicants and entrants. In particular to work with INTO and Colleges to ensure that preparatory programmes are fit for To ensure that the International Office offers services and support purpose and facilitate progression of sufficient quality applicants to Exeter’s degree-level programmes. (D) to enable Colleges to develop multi-faceted links with leading international universities. In particular, to increase activity in Colleges to look at internationalisation of curriculum/portfolio to optimise for international recruitment, and to give student recruitment, study abroad, research links, alumni graduates an international outlook. (VR13) engagement, work experience opportunities and in raising the All Colleges in Cornwall to contribute to the internationallisation of the campus. (VR13) profile of Exeter’s internationalisation agenda at Exeter and overseas. (D) To improve position in the international league tables by optimising / increasing our population of international students and staff, as well as increasing international citations. (VR13) Percentage of international students to be maintained at the current level of 18% (excluding INTO). (VR13) Targets To increase the number of students participating on the International Summer School (ISS) each year from 108 in 2012 to Increase opportunities for UK based students undertaking a period 200 by 2015 (D) of work or study abroad, showing a year on year increase. (In 2010/11, 449 students undertook a year or semester abroad, and 72 took part in an approved international summer school.) (D) The target is to have 825 students participating on a study abroad experience by 2015.

To build partnerships with multinational industrial partners to align with the Government’s industrial research strategy, and generate research income from industry. (VR13)

Guidance  It is very important in the new planning round when setting international student number targets that they are set at a level which is challenging but achievable. Targets are not aspirations. They should be set deductively at a level which reflects what is possible to achieve based on the realities of the external environment and our own strengths and weaknesses.

 Colleges must work with the International Office/INTO to agree intake targets with a view to diversifying nationalities.  Colleges and International Office to do all they can to increase the number of international students, maintain the current percentage of international students, diversify nationalities and ensure international students are given a first class student experience.

Key to source of content: S- Strategic Plan 2015; D- Strategic Delivery Plan 2012-2013; C- Key principles agreed by VCEG for Cornwall Development; G- Growing a Russell Group University; VR13 – VCEG Residential planning meeting 2013.

Human Resources PLANNING FRAMEWORK 2013/14 Gove World Class research & teaching Attract and retain excellent staff rnan ce Priorities Dean Ensure use of Teaching Only staff contracts is appropriate and To review our reward, retention and performance structures, training and development s, carefully considered to be strategically beneficial in every discipline. opportunities and performance review procedures. (VR13) Assis (VR13) tant Ensure staff engagement with the University’s strategy for the Create a positive working environment to increase staff engagement. (VR13) Dean Penryn campus / programmes. (VR13) s and A commitment to succession planning and talent management. (VR13) Head s of Disci pline s in Colle ge to be acco unta ble for the achie veme nt of targe ts set durin g the plann ing roun d, for stude nts, resea rch inco me, finan cial perfo rman ce etc. (VR1 2) Dean s, Assis tant Dean s and Head s of Disci pline s in Colle ge and Head PLANNING FRAMEWORK 2013/14 s of Profe ssion al Servi ces to set perfo rman ce and devel opm ent objec tives for their staff annu ally and to moni tor those throu ghou t the year (VR1 3) DVC Exter nal Affai rs to revie w Corn wall gove rnan ce (VR1 3) Targets Grow the number of academic (T&R) staff to 1030 by 2016/17 to Complete the accreditation process with the Institute of Leadership & Management so build research critical mass by targeting investments. (VR13). that we are offering the complete suite of accredited programmes through to ILM Level 7 Submit for Athena Swan Silver award for all STEMM departments “Leading for Success”. (D) by April 2014. (VCEG) Implement recommendations of Britten Review. (VR13)

Reaccreditation for Investors in People for central Professional Services by July 2014. Guidance Colleges and Services, in conjunction with HR business partners, will develop corporate level action plans for a positive working environment

Key to source of content: S- Strategic Plan 2015; D- Strategic Delivery Plan 2012-2013; VR12 – VCEG Residential Planning event 2012; VR13 – VCEG Residential planning meeting 2013. FS – Finance Strategy PLANNING FRAMEWORK 2013/14 Infrastructure

Strategy and planning Student experience Research and knowledge transfer Priorities Develop Space standards for use in future planning and Develop campus facilities and infrastructure at Penryn To complete the planning and design of the Living dimensioning of space needs. (VR12) campus to ensure the best staff and students experience Systems building, in support of one of our key inter- Maximise opportunities from the UK Research Partnership including investment in Science and Engineering Research disciplinary Science Strategy themes. Anticipated Investment Fund (UK RPIF). (VR13) Support facilities, HEART project and sports facilities. completion in summer 2015. (D) Maximise existing space through better use of the (VR13) Provide infrastructure improvements for HaSS teaching week, creating open plan offices wherever (Humanities and Social Sciences), with a particular focus possible and encouraging flexible work patters, where on improving the HaSS research environment. (D) appropriate. (VR12) Plan infrastructure programme in relation to clear constraints set by VCEG (i.e. student number, staff and research growth). (VR13) Master plans to be developed for all campuses where appropriate (VR13) To ensure partnerships and plans are in place to take immediate advantage of matched funding opportunities (VR13) Targets Apply for Planning Permission for North Park Development. (VR13) Develop and submit plans for Penryn campus for the next round of EU Structural Funds participating in all four priority areas; e-Health and Wellbeing, Marine renewables; Agritech and Digital Economy, as well as low carbon economy and smart energy. (VR13) Guidance  In planning for the future, we must be willing to maximise the use of our existing assets, including making much better use of the teaching week, moving to more open plan offices for both administrative and academic staff and adopting more flexible work patterns including home-working (VR12).

Finance Financial sustainability Investing in the future Priorities To uplift recurrent financial performance in order to fund increased investment, both recurrent and capital. This is to ensure the Additional £167m of capital investment (Tranche 3) University can accommodate planned activity growth, upgrade existing facilities, contribute towards research capacity and improve the Additional £10.3m p.a. of recurrent investment over the next 10 years (FS) quality of the student experience. (FS)

To generate new research, commercial and philanthropic income streams that capitalise on key external relationships. (FS)

Increase fee income, where possible, on all non-regulated courses and ensure that fees are in the top decile among UK HEIs. (VR13)

Targets University earnings (measured by EBITDA) as a percentage of income need to increase to at least 12.5% by 2017/18 (VR13). This means DVCs / COO / Deans / College Managers (where appropriate) to examine the submitted plans will need to show an increase of EBITDA equating to +£12m per year above the current baseline from 2017/18 onwards. baseline of College / PS finances. (VR13)

University level staff cost ratio not to exceed 56% in 13/14 (currently planned to be 57%) and 55% by 2017/18. (VR13)

Debt servicing costs to earnings (EBITDA) ratio not to exceed 60% in 2013/14 and only 50% by 2017/18 (VR13)

Liquidity not to fall below 20 days throughout the planning period (VR13) Guidance  Submitted plans will need to show increased levels of contribution over the planning period, reflecting the requirement to deliver a level of EBITDA that is higher than the baseline.  Colleges should not submit plans that reduce the level of cash contribution set out in their baseline 5-year plans.  Colleges should plan on the basis that they retain a maximum of 70% of any additional income above current (2012/13) baseline plans.  Plans should not result in the staff-cost ratio (staff costs to total College income) deteriorating below its baseline level over the planning period.  From 2014/15 onwards Colleges should plan to increase their baseline rate of contribution by 0.8 percentage points in each and every year (e.g. if the baseline contribution rate is 25% in 14/15 and 25.5% in 15/16 then the new plan should result in a minimum of 25.8% and 26.3% respectively before any new income streams above the baseline are added in). This requirement is in addition to the permitted retention of a maximum of 70% of new above baseline income streams. Its purpose is to provide some headroom to accommodate planning in Professional Services and of infrastructure in order to be able to support planned baseline growth in Colleges. PLANNING FRAMEWORK 2013/14  In submitting new plans PRG will not expect to see a decline in the rate of contribution (contribution as a % of College income) over the planning period.  Colleges should not reduce any purchase of services from, or reduce any financial contribution to, central Professional Services without obtaining the prior agreement of the COO so that Colleges and Professional Services budget consistently. Key to source of content: S- Strategic Plan 2015; D- Strategic Delivery Plan 2012-2013; C- Key principles agreed by VCEG for Cornwall Development; G- Growing a Russell Group University; VR12 – VCEG Residential Planning event; VR13 – VCEG Residential planning meeting 2013; FS – Finance Strategy