Your SlideShare is downloading. ×
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Ja gregynog presentation 130611
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Ja gregynog presentation 130611

345

Published on

University of Glamorgan presentation at Gregynog on challenging times.

University of Glamorgan presentation at Gregynog on challenging times.

Published in: Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
345
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
4
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Always Look on the Bright Side of Life:Managing in Challenging Times
    Jeremy Atkinson
    Director of Learning and Corporate Support Services
    University of Glamorgan
  • 2. “Pessimist : one who, when he has the
    choice of two evils, chooses both” (Oscar
    Wilde)
    Or, in other words, let’s have a good
    wallow!
  • 3. ‘For our Future’ priorities
    Widening access to higher education
    Student experience
    Skills
    Supporting a buoyant economy through innovation and engagement activities
    Strengthening research performance
    Encouraging the development of collaboration in regions in order to strengthen support for local learning and employers (“adapt or die”)
  • 4. HEFCW Funding Changes
    In year reduction of 4% in 2010/11
    Overall sector funding for Teaching and Research in 2011/12 is 5.1% below that for 2010/11
    Further budget reductions
    - 3.6% in 2012/13?
    - 0.03% in 2013/14?
    Uncertain impact of student fee changes, eg total loss of teaching grant over time?
  • 5. Funding comparisons 2010/11 to 2011/12
    Glamorgan - 7.86%
    Aberystwyth - 6.27%
    Bangor - 7.11%
    Cardiff - 2.99%
    Trinity Saint David - 8.87%
    Swansea - 4.09%
    UWIC - 7.70%
    Newport - 6.42%
    Glyndwr - 7.72%
    Swansea Metropolitan + 1.06%
    Open University in Wales + 2.09%
  • 6. Capital funding Changes
    Single DCELLS capital budget from 2011/12
    DCELLS indicative capital budgets :
    2011/12 : reduction of 5.5%
    2012/13 : reduction of 6.9%
    2013/14 : reduction of 10.9%
  • 7. What are Finance Directors (and VCs) thinking about?
    Surplus/deficit on continuing operations (as % of income)
    Staff costs as % of income
    Income per academic FTE
    Net liquidity as number of days expenditure
    Benchmarking against other institutions
  • 8. HEFCE : Universities at Risk
    “Sizeable proportion of English universities face a tough transition to the new funding arrangements”
    “At higher risk” institutions “face threats to sustainability”
    Serious question marks over the use of funds or have “materially ineffective risk management, control or governance”
    Reported problems at Cumbria, Gloucestershire and London Metropolitan University
  • 9. Some key issues
    UK : Impact of more universities than expected charging £9k
    UK : Loss of students, particularly from low income families?
    Wales : Recruitment of students from outside Wales
    New providers, eg from private sector
    Role of FE Colleges
  • 10. “A pessimist sees the difficulty in every
    opportunity. An optimist sees the
    opportunity in every difficulty.” (Winston
    Churchill during World War II)
    Let’s be positive – there are no problems,
    only challenges and opportunities etc!
  • 11. Expectations & Perceptions
    Students (and Parents)
    Staff
    Our Managers
    Ourselves
  • 12. Some ‘opportunities’
    Students paying more will expect more for their money
    Increased emphasis on NSS results
    More focus on needs of undergraduates?
    ‘Salami slicing’ v. Argument for more resources in some areas
  • 13. What should institutions be doing?
    Major rethink of strategy plans – USPs, KPIs, CSFs etc
    Marketing – cooperation v competition
    Review of academic portfolio
    Creating an attractive environment
    Enhancing income
    Removing duplication and waste
    Reducing operating costs
  • 14. What should we be doing?
    Responding to institutional plans and priorities
    Don’t underestimate ourselves – strong tradition of adapting, changing, evolution and revolution, eg convergence, e-resources, self service
    Redefining services for a different age – provision of quality services with significantly less resources
    Making ourselves indispensible – individually and collectively
    Advocacy and lobbying - students and staff
    Promoting the value of libraries
    Basing service provision on evidence
  • 15. Key factors for Libraries (1)
    Doing things differently – leadership and management challenges at all levels
    Quality of service from student perspective
    Income generation
    Reduction of costs – waste and duplication
    Improvement in effectiveness – working ‘lean’ and ‘smart’
  • 16. Key Factors for Libraries (2)
    Use of technology
    Procurement
    Shared services – internally / externally
    Outsourcing?
    Collaboration – removing silos internally and externally
  • 17. Use of technology
    Technology to gain student interest and encourage applications
    Innovative approaches and use that is integrated and sophisticated (but less time and resource to innovate)
    Use to support widening participation
    Use to support collaboration and shared services
  • 18. Key role for WHELF
    Building on existing and potential collaboration :
    Access arrangements
    Welsh Repository Network
    E-books / E-journals
    Staff development
    Digitisation
    Sharing expertise, eg copyright, disability support
    Library Management Systems
  • 19. Colloquium Themes
    Value/impact of libraries
    Information literacy
    Working in the ‘community’
    Use of technology – mobile devices, chat enquiry services
    Collaboration – WHEEL and North Wales
  • 20. COMMENTS AND QUESTIONS
    pjatkins@glam.ac.uk

×