1. SBL Plan 2016-2020 School of Business & Law 23 March 2016
SBL Annual Plan Summary
School of
Business & Law
SBL Plan
23 March 2016

2. Annual Planning Round…Retrieval Plan
Outline
HE Market Dynamics
Engaging the Challenge
New School Strategy/ Mission
Designing in Difference
Recruitment Plan UG PG
Additional programmes
Staff development
Research Innovation, Enterprise
Delivering the Strategy
Culture Shift
Restructure
Support required
‘Outlier’ School
Plan Data
Summary

3. The HE Market Dynamics SBL recognises the challenges facing HE
Four dimensions:
Policy
Competitors and disruption
HE trends, demographics & student preferences
Graduate labour market – skills and careers
TEF
Competition – more than traditional universities
Apprenticeship routes
Private providers
International institutions (inc Dutch and USA)
More London campuses for UK universities
Moocs

4. The HE Market, cont’d Important to be known for something
Portfolio management requires understanding the BAME market
London is another country for HE ethnicity
Improving graduate employability requires an educational paradigm shift
Work experience in the curriculum
Investment to engage employers to create opportunities
More feedback from recent graduates required

5. Engaging the Challenge
To meet the HE challenges, SBL has a new strategy focused on 4 priorities
Curriculum distinctiveness
Student Engagement
Research Environment
Supportive Working Environment
These priorities support of a revised Mission Statement:
SBL offers an inclusive education providing a transformational experience that creates job-ready graduates

6. Designing in Difference Improving the Student Experience
Themes:
Condensed timetable attend 2 days a week
Guaranteed work experience (credit bearing)
Business English as a free module
Develop data analysis skills
More in-company visits
Sessions from practicing professionals
Consulting report as the major assessment Making many changes so that in 3 years SBL will be an institution known for employability, company links and data, leading to higher NSS
DAVE

7. Recruitment: UG Plan Close small programmes Focus on core
Move to at most 4 UG programmes w/ pathways
Accounting
Business Management (includes Econ, Finance, THEM)
Criminology
Law
Block delivery
Work-based projects integrated inside the curriculum to provide internship experience
Expanded Law and Business Clinic (providing credit)
Competency-based assessments
More practitioners in the classroom

8. Recruitment: UG Plan, cont’d
Foundation Programmes
Finance & Professional Services
Paralegal
Tourism & Hospitality
Year-around delivery to allow optional 2 year completion
Three trimesters
Common first year to increase student options
Increased F2F time, particularly at Level 4
Skills component/ Personal Tutor time part of schedule
Distance learning concepts built into modules
Purchase on-line content
Launch September ’17
Complete Gate 2 by May ’16

9. Recruitment: PG Plan Close small programmes PG programme restructure
LLM suite
MBA
MSc International Accounting & Finance
MSc Finance & Risk
MA HRM
Programmes will have pathways
Enhance international attractiveness

10. Recruitment: New Programme Concepts
Beyond 2017 to meet market demand
Integrated 4-year Accounting BA and MAcc (international focus)
Accounting pathway within Business Management
Retail Development
Policing
Corruption and Fraud short courses
Oil & Gas programme beyond MBA pathway
Economics and Data Analysis
US/ PG changes designed to support school and university missions leading to greater student engagement, increased career opportunities and higher NSS
Build the brand and increase recruitment

11. Recruitment: Staff
Faculty recruitment focus on subject areas we are developing
Teaching competency
Applied research centered on School strategy & professional engagement
Need to change the culture
Faculty who reflect practitioner skills to enhance graduate employability

12. Research, Innovation, Enterprise
New Professor & Director of Research
Charged with enhancing the research culture
Focus research in support of school and university missions
Engagement with practitioners and business sector
Identify research excellence areas to ensure strategic oversight of research centres
Full costing exercise for centres
Each field integrated into the e-research platform
Systematic open access policy
Increase research visibility
Assess Exec Ed viability

13. Research, Innovation, Enterprise, cont’d
Better grant capture
Substantial grant increases thru CIME
Won a British Council grant to develop a Social Innovation hub in India
Successful association with the Finnish Chambers
Franchise model in agriculture
Expanded to South Africa with sponsorship from the Finnish government
Link with Essex County Cricket Club to develop entrepreneurship training through our Sport for Employability programme

14. Delivering the Strategy
The changes we are making will enhance the student experience leading to improved progression, retention, NSS and DLHE
To implement the changes and shift the culture requires:
Restructuring
Substantial support from the core

15. Organisational Change
The new strategy requires a new organisation
Matrix to add focus to programmes/ achievement
Dean
Assoc Dean
Admin
Business Management
Head
Accounting & Professional Services
Law & Criminology
UG Programme Head
PG Programme Head
Progression/ Retention/ Assessment Head
Centre
Research Director
Business Development Director

16. Support The SBL strategy and concepts require support:
Get the school in one location
CELT project to implement block concept
Calendar flexibility (trimesters)
Timetabling
USS set aside for block teaching
Specalised faculty
Resources to put industry professionals in classrooms
Core recognition of what the school needs
Understanding the school strategy
Regular attendees at SMT and Subject Group meetings
Participation in the ‘sandpit’
People seconded substantial periods
Target Operating Model maps for services
Marketing support to develop brand

17. The Numbers
Forecasts are based on the assumption that required changes to implement the school strategy occur

18. Student Numbers & Finance KPIs
Objective
Performance Indicator
‘15/’16 score
UEL average ‘15/’16
Targets
‘16/’17
‘18/’19
Reduce reliance on clearing
% of UG students recruited in main cycle 42 47 40 35
Strengthen portfolio viability
% of UG programmes meeting viability threshold 71 70 78 85
Objective
Performance Indicator
‘15/’16 Budget
‘15/’16 Forecast
‘16/’17 Forecast
‘17/’18 Forecast
‘18/’19 Forecast
Financial Sustainability
Total Income (£k)
17,894
17,507
18,104
17,924
18,559
Total Expenditure (£k)
(7,943)
(7,688)
(8,019)
(8,169)
(8,325)
Contribution before Estates (£k)
9,951
9,819
10,025
9,755
10,234
Contribution before Estates (%)
56%
54%
55%
Estates Overhead
(1,018)
Contribution after Estates (%)
50%
49%

19. SBL Financial Forecast Detail
£ in 000’s
‘15/’16 Budget
‘15/’16 Forecast
‘16/’17 Forecast
‘17/’18 Forecast
‘18/’19 Forecast
HEFCE grant
1,499
1,319
1,187
1,116
Tuition Fees - UK and EU
13,278
13,736
14,098
13,755
13,965
Tuition Fees - International
2,167
1,821
2,271
2,519
3,008
Tuition Fees - AKMI
300
280
287
294
302
Other Income
650
171
169
168
Total Income
17,894
17,507
18,144
17,924
18,559
Staffing
6,441
6,243
6,552
6,680
6,814
Non-Staff Costs
1,502
1,445
1,467
1,489
1,511
Efficiency
tbc
Total Costs
7,943
7,688
8,019
8,169
8,325
Contribution before Estates
9,951
9,819
10,125
9,755
10,234
Contribution before Estates (%)
56%
54%
55%
Estates Overhead
(1,018)
Contribution after Estates
8,934
8,802
9,108
8,738
9,217
Contribution after Estates (%)
49.9%
50.3%
50.2%
48.7%
49.7%

20. 1 December Enrolment Projection

21. Student Success KPIs Objective KPI ‘13/’14 ‘14/’15 Change
Target ‘18/’19
UEL average ‘14/’15
Student experience
UG student satisfaction
NSS (%) 86 72
-14 87 78
Progression, retention and achievement
First year
retention (%) 74 77 3 80
Degree completion
in 3 yrs (%) 54 40 55 46
Good honours (%) 17 75 63
Employability (FT UG population)
Graduate – level employment/ further study (%)
46 (DLHE 2013)
39 (DLHE 2014) -7 48

22. Staffing Strategy & Development
Objective/ KPI
Programme
‘13/‘14
‘14/’15
Change
Targets
‘16/’17
‘18/’19
Fitting & effective SSRs
(KPI used Staff-student ratio)
Economics
16.1
18.4
2.3 18
Law
26.0
21.8
-4.2 21
Business and Management Studies
28.7
23.8
-4.9 22
Objective
KPI
2013
2015
Targets
‘16/’17
‘18/’19
Employee engagement
Staff satisfaction and well-being (%) Result shown: I gain satisfaction from my job
n/a 57 60 68
Staff Development
% of PDRs completed on time 77 90

23. Research, Innovation & Enterprise
Objective
Performance Indicator
2013/
2014
2014/
2015
Change
Targets
16/17
18/19
Research development and income generation
Net contracts won (£k)
130
200
432
Consultancy and commercial income (£k) 5 18 13 50
105

24. SBL Summary
The new school strategy provides a roadmap for growth focused on four themes
The SBL 2016 Plan recognises and engages the HE challenge
Aggressive, but achievable with needed central support
UG programmes restructured focused on competency skills to enhance graduate employability
PG programmes consolidated and revalidated to be more attractive to the market
KPIs set in line with expected outcomes of changes to programmes and organisation