UNIVERSITY OF
CENTRAL LANCASHIRE
STRATEGY 2015 – 2020
INTRODUCTION
Strategy 2015 - 2020
UNIVERSITY OF
CENTRAL LANCASHIRE –
STRATEGY 2015-2020
The University of Central Lancashire
(UCLan) began life back in 1828 as
the Institution for the Diffusion of
Knowledge, and ‘Ex solo ad solem’
or in translation ‘From the Earth to
the Sun’ has been our motto since
the very beginning. That’s because,
whilst our name may have changed,
our mission has not. Helping people
with talent and a thirst for learning
to make the most of their potential
by benefiting from excellent
higher education – whatever their
background – is what UCLan is
all about.
True to our mission, UCLan is
amongst the leading universities
for supporting people from underrepresented groups to access
higher education. In 2014, UCLan
introduced a comprehensive
range of Foundation Year entry
programmes to further strengthen
our commitment to being an
accessible university.
UCLan is driven by its commitment
to academic excellence, striving
to ensure that our teaching
and learning, research and
knowledge exchange activities
are all recognised as being of
exceptional quality. The impact is
perhaps best seen in the results
of the independent audit into our
research, carried out in 2014: all 16
subject areas in which our research
was assessed were judged to contain
‘world leading’ quality.
UCLan has been a significant player
in international higher education
for many years. We have extensive
franchise arrangements across
the world; our student body
comprises of people from 120
different countries – all benefiting
from our multi-cultural learning
environment and opportunities
to study in a different country;
our staff actively collaborate with
academic institutions overseas to
further enhance their teaching
and research; and we have an
increasingly thriving campus
in Cyprus delivering UCLan
programmes and original research
in a UCLan environment.
Whilst international in reach and
outlook, UCLan proudly retains its
roots in the City of Preston and
the region. Looking forward to
2020, we will continue to be a
large, financially stable university,
powered by highly skilled and
motivated staff; the first fruits of
our £200million investment in the
Preston campus will transform the
University as a place to learn, work
and do business; whilst UCLan’s
commitment to high quality
academic provision will be further
strengthened by our prestigious
undergraduate medical degree
and expansion of our engineering
delivery to help meet the growing
demands of regional employers.
These are exciting times for a
truly ambitious, entrepreneurial
University to further develop and
thrive. This brief document charts a
pathway by which UCLan will climb
into the top 50 universities in the
UK by 2020.
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OUR MISSION
OUR VALUES
We create positive change in our
students, staff, business partners and
wider communities, enabling them to
develop their full potential by providing
excellent higher education, innovation
and research.
• The pursuit of excellence in all that we do
•Equality of opportunity for all, supporting
the rights and freedoms of our diverse
community
•The advancement and protection
of knowledge, freedom of speech
and enquiry
•Supporting the health, safety
and wellbeing of all
OUR STRATEGIC AIMS
The University will create an inspirational student experience, enabling people, irrespective
of their backgrounds, to fulfil their potential, develop as global citizens and meet their life
and career goals.
The University will be innovative and entrepreneurial in our approach to research and
knowledge exchange in order to maximise our positive social, environmental and economic
impact locally, nationally and globally.
The University operates in a global market place. Our activities, from our internationally focused
research to our curriculum and study opportunities will be international in their outlook.
The University will continue to inspire positive change in organisations and people from
all walks of life, enabling them to achieve their full potential.
We will further strengthen our financial stability, growing income from a diverse range
of sources, so enabling continual reinvestment in our people and infrastructure.
KEY FACTS
Strategy 2015 - 2020
TEN FACTS YOU NEED
TO KNOW ABOUT UCLAN
1.
With a student population of around 30,000, UCLan is
consistently one of the top ten largest universities in England.
2.
UCLan has the largest undergraduate research internship scheme
of any university in the UK and was a founder member of the
British Conference of Undergraduate Research.
3.
In 2013/14, UCLan’s sector-leading International Travel Bursary
enabled over 1,600 undergraduate students to add a global
experience to their UCLan education.
4.
UCLan is the UK’s top university for incubating start-up businesses
that are still thriving after three years of trading. In the last five
years we have helped over 1,000 students or graduates start a
business or become self-employed.
5.
UCLan is the UK’s leading provider of British Sign Language
education. Over 60% of British Sign Language interpreters working
in the UK have been taught on UCLan courses.
6.
UCLan is the largest higher education provider of forensic science,
policing and related subjects, in the world.
7.
When UCLan launched its School of Dentistry in 2007, it was
the UK’s first new dentistry school to be unveiled in more than
a century.
8.
UCLan is the only UK university to be working in partnership with
NASA to capture the highest resolution images ever achieved of
the Sun’s outer atmosphere.
9.
A revolutionary technique developed by UCLan uses a 3-D printer
to ‘print’ medicinal tablets, enabling medicines to be tailored to an
individual patient’s needs.
10.In 2010, UCLan was one of the first universities in the UK to
successfully enter the QS World University Rankings. QS awarded
UCLan a 4-star rating in its 2015 audit.
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Strategy 2015 - 2020
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STRATEGIC THEME
– STUDENT ACCESS, EXPERIENCE AND SUCCESS
Strategy 2015 - 2020
STRATEGIC AIM
The University will create an inspirational student experience, enabling
people, irrespective of their backgrounds, to fulfil their potential, develop
as global citizens and meet their life and career goals.
WE WILL ACHIEVE:
• T he highest quality, research-informed teaching and learning, across
the full range of our portfolio
•
An enhanced reputation for producing high-calibre graduates, with
the right blend of skills and attitudes to succeed in their future careers
•
A sustainable Foundation Year, offering a wide range of people
access to life-changing opportunities across the full breadth of our
subject areas
• A
dynamic approach to ensuring our portfolio of courses and
qualifications continues to reflect the changing needs of employers
and market demands
•
Best practice in our approach to student engagement, enabling us to
exceed their expectations
WE WILL ACHIEVE THIS BY:
•Investing in all our staff to inspire and support our students using
cutting-edge techniques and technologies in a first-class environment
•Engaging with employers to ensure that practical experience, skills and
professional accreditation are embedded across all our programmes to
help ensure our graduates secure high calibre jobs or set up their own
successful businesses
•Continuing to listen to and engage with our Students’ Union and
student body, adapting to meet their changing needs
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Strategy 2015 - 2020
HOW WE WILL MEASURE PROGRESS:
KPI
2020
Student satisfaction (National Student Survey)
86% (top quartile)
Retention 90% (top quartile)
Graduate level employment 75% (top quartile)
Total tariff points on entry (excluding Foundation Year ) 340
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– RESEARCH AND INNOVATION
STRATEGIC THEME
Strategy 2015 - 2020
STRATEGIC AIM
The University will be innovative and entrepreneurial in our approach
to research and knowledge exchange in order to maximise our
positive social, environmental and economic impact locally, nationally
and globally.
WE WILL ACHIEVE:
•Enhanced recognition for the quality of our international and
world-leading research, innovation and enterprise across an expanded
range of disciplines
•A growing and vibrant community of academic innovators, nurturing
postgraduate students and early-career researchers
•An increased number of high quality, results-driven relationships with
public, private and third sector organisations
•Substantial funding from external sources to broaden and deepen
our research and innovation and enterprise activities, maximising the
resulting economic and social impact
•A dynamic, supportive and enterprising environment in which our
students, graduates and staff can establish resilient businesses –
an area in which we will continue to be sector-leaders
WE WILL ACHIEVE THIS BY:
•Strategically targeting investment to support our ambitious focus on
high quality research and knowledge exchange
•Creating a culture and environment that attracts and retains
excellent academic leaders, and in which high quality international
collaborations can thrive
•Supporting and enabling our academic community to maximise
the real-world impact of their activities
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Strategy 2015 - 2020
HOW WE WILL MEASURE PROGRESS:
KPI
2020
REF 2020, proportion of 3/4 * and submitted FTE
70% / 330 FTE
Postgraduate research students
1000
External research income
£15 million
Engagement with business, public and third sectors
£40 million
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– INTERNATIONALISATION
STRATEGIC THEME
Strategy 2015 - 2020
STRATEGIC AIM
The University operates in a global market place. Our activities, from
our internationally focused research to our curriculum and study
opportunities will be international in their outlook.
WE WILL ACHIEVE:
•Increased numbers of international students at UCLan campuses,
experiencing excellent teaching and learning in a supportive
environment designed to enable their success
•Strategic, high quality partnerships in targeted overseas locations,
providing international students with access to cutting-edge UK
higher education
•A reputation for graduates with an international outlook, wherever
they study in their time with us, well equipped to succeed in the global
job market
•Staff engagement with high quality organisations and institutions
overseas to support our research and academic strategies
• An enhanced global reputation
WE WILL ACHIEVE THIS BY:
•Delivering a range of attractive, accredited, competitive programmes
•Investing in the development of international partnerships and
collaborations at both an individual and institutional level
•Enabling all UCLan students, wherever they are based, to have an
international experience as part of their degree
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Strategy 2015 - 2020
HOW WE WILL MEASURE PROGRESS:
KPI
2020
International students in Preston
3000
Student enrolments overseas
5000
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– SOCIAL ENGAGEMENT
STRATEGIC THEME
Strategy 2015 - 2020
STRATEGIC AIM
The University will continue to inspire positive change in organisations
and people from all walks of life, to enable them to achieve their
full potential.
WE WILL ACHIEVE:
•A reputation for attracting and retaining talented students, whatever
their background, to embrace a life-changing university experience in
a supportive environment - whether that’s at a UCLan campus or
studying a UCLan programme with one of our partners
•Deep-rooted engagement between our University and the wider
communities of Preston, Lancashire and the North West, encouraging
the sharing of ideas, knowledge and the spark of learning
•A vibrant and integrated community based on mutual respect and
inclusivity where all staff, students and those with whom we engage
feel empowered to succeed
•A reputation for socially responsible graduates who become valued
members and leaders of their communities
•A universal sense of pride in our University amongst our students,
staff and alumni
WE WILL ACHIEVE THIS BY:
•Continuing our extensive outreach programme, from engagement
with schools and colleges about educational opportunity to
community events where we celebrate knowledge and learning
•Providing a flexible, supportive environment, enabling students
and staff from all backgrounds to thrive
•Being an open and accessible University, embracing the world
beyond our campus
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Strategy 2015 - 2020
HOW WE WILL MEASURE PROGRESS:
KPI
2020
Brand recognition – spontaneous awareness
Greater than 30%
Increased engagement with University events
30% increase in
attendance figures
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STRATEGIC ENABLERS
Strategy 2015 - 2020
STRATEGIC AIM
We will further strengthen our financial stability, growing income from a
diverse range of sources, so enabling continual reinvestment in our people
and infrastructure.
WE WILL ACHIEVE:
• Continued long-term financial stability
•Transformational change of the Preston campus to provide an
enhanced environment for the highest quality teaching, learning,
research and knowledge exchange underpinned by a commitment
to environmental sustainability
•A highly skilled, motivated and valued staffing base, working together
to achieve the University’s strategic aims
•A technologically advanced learning and working environment,
designed to enhance student success and staff effectiveness
•A healthy university committed to the physical and mental wellbeing
of its students and staff
WE WILL ACHIEVE THIS BY:
•Demanding efficiency and effectiveness across our operations,
underpinned by robust governance that is at every level robust,
transparent and accountable and an appropriately managed
approach to risk
•Delivering the first phase of our £200m+ investment in the Preston
campus, including buildings, green spaces, class-leading technologies
and infrastructure
•A transformative people plan, enhancing existing skills, recruiting
new staff and creating a culture of success
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Strategy 2015 - 2020
HOW WE WILL MEASURE PROGRESS:
KPI
2020
Financial operating surplus
Greater or equal to 5% of
teaching related income
Estates Master Plan
Stage 1 completion
Staff engagement (I feel proud to work for UCLan)
Target 85%
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Strategy 2015 - 2020
KEY PERFORMANCE
INDICATORS AND TARGETS
KPI
2020
Student satisfaction (National Student Survey)
86% (top quartile)
Retention
90% (top quartile)
Graduate level employment
75% (top quartile)
Total tariff points on entry (excluding Foundation Year) 340
REF 2020, proportion of 3/4 * and submitted FTE
70% / 330 FTE
Postgraduate research students 1000
External research income
£15 million
Engagement with business, public and third sectors
£40 million
International students in Preston
3000
Student enrolments overseas
5000
Brand recognition - spontaneous awareness
Greater than 30%
Increased engagement with University events
30% increase in attendance figures
Financial operating surplus
Greater or equal to 5% of teaching
related income
Estates Master Plan
Stage 1 completion
Staff engagement (I feel proud to work for UCLan)
Target 85%
The KPIs and targets are subject to annual review and when benchmarks change or other factors
impact on the University the targets will be adapted appropriately.
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Strategy 2015 - 2020
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StudyAtUCLan
Strategy 2015 - 2020
University of Central Lancashire
Preston
PR1 2HE
01772 892400
[email protected]
uclan.ac.uk
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