1. Nearly Halfway

2. The Game Changers UK Sport set medal target (47-65) 67 achieved
Team GB Olympics success built on long-term strategy

3. Guiding Principles
Team GB Olympics success built on long-term strategy
No deviation from over-arching strategy
Clear ambition, goals and targets
Identify opportunities & invest in talent
Build a performance culture
Create a culture of success
Build a culture where everyone understands their role and their contribution to success; medal is for the whole team
      

4. Identify key areas & invest for sustained growth
Cycling:
1986, 1 bronze
1990, 1 gold
1994, 2 golds
2016, 11 medals
(6 golds, 4 silvers, 1 bronze)

5. Strategy2020: Building Success
Vision
“An enterprising and innovative community renowned internationally, with an unrivalled student learning experience.”
Values
Professional Ambitious
Innovative Inclusive
Strategic Objectives
Grow our academic reputation
Build innovation, enterprise and citizenship
Deliver an excellent personalised student experience
Internationalise our work

6. Our Targets

7. Identify Key Areas & Invest
Academic strengths to build our reputation
- E.g. nursing, criminology, design, cybersecurity …..
PhD students
International operations
Online platform
Web (Marketing)
Enterprise
Enablers: People & Organisational Development; Infrastructure

8. Things happen …. …

11. Funding our development
2015/16
Surplus: £2.0m (target £2.1m) – NB excludes FRS102 adjustment
Staff costs as a % of income, 61.7% (target < 62%)
Income: £116.5m (target £123.3m)
- £4.1m, tuition fees; -£1.2m, Research; -£0.5m, CPD, executive education; -£1.0m, CSIC
2016/17
SFC cuts of 2.4% applied
Re-forecasting budget … £119.5m, surplus £2.7m

12. Our growth & development

13. Funding: looking to the future
Profiling long-term movements as % of total income
SFC Grants
Scotland/EU Fees
International Fees
TNE / Online fee income
Research income
Commercial income
Other income
Staff costs (<60%...)
Surplus for reinvestment (5%)
The growth challenge is now greater…

14. S2020: Where are we now

17. Academic Staff with Doctorates

19. Employee Engagement Survey
Overall engagement 80% (from 73%, 2013)
46% felt change at the University is managed well
I am trusted to do my job, 91%
My team leader/line manager/immediate supervisor has sufficient authority to make decisions, 91%
43% of staff agreed that the University listens and responds to their views
ULT set out a clear vision of where the organisation is headed 72% (43%, 2013)
Employee Engagement Action Group established (February 2016)

20. Our 2016/17 Plan ENABLERS GROW OUR ACADEMIC REPUTATION
DELIVER EXCELLENT PERSONALISED STUDENT EXPERIENCE
BUILD INNOVATION, ENTERPRISE & CITIZENSHIP
INTERNATIONALISE OUR WORK
Academic
Leadership
Opportunities & Engagement
Strategic
Approach
Online & TNE
Strategy
Portfolio for
Growth
Coherence &
Quality
Enterprise &
Attributes
On-Campus Recruitment
Teaching
Quality
Enhanced
Services
Knowledge Exchange & CPD
Enhanced
Services
Research
Growth
Widening
Participation
Customer Service & Efficiency
Internationalised Curriculum
ENABLERS

21. Enablers Estate plan and funding ‘Business’ Improvement
MyContribution & Total Reward
Recruitment & Contracts
Professional Services Development
Alumni & Fundraising
Planning & Change Frameworks

22. Estate
We will develop ‘a vibrant campus life at each site, extend access, improve usage, and enrich our local communities.
Inspiring Spaces
New facilities for Engineering & the Built Environment
Merchiston as a creative hub
Conference facilities at Craiglockhart
The Stones, enables us to realise our goals over a realistic timeline

23. Challenges & Learning
Resilience, Commitment, Belief…in the face of strong cross-winds
Building our culture, aligned to our values
Success, high performance, team working
Some personal reflections
Change is constant…
Proactive, adaptive, ‘fleet of foot’
Take/create opportunities within framework of Strategy 2020
Importance of leadership and team work

24. Renowned internationally for the quality
Our Medals
NSS
PTES
PRES
> 90%
Partner of choice
Known for academic excellence
Champions of diversity
Valued by employers
Renowned internationally for the quality
of our education …

25. Game Changers

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