Seizing regional opportunities to diversify funding: a case study. Dr Adrian Graves, Registrar and Deputy Vice-Chancellor
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1 Seizing regional opportunities to diversify funding: a case study Dr Adrian Graves, Registrar and Deputy Vice-Chancellor
2 The Presentation A Case Study Strategy Organisational Structure Implementation For establishing Strategic Partnerships In the context of comprehensive organisational and cultural change 2
3 Salford s History Origins in 1830s (industrial revolution) 1896: Royal Technical Institute, Salford 1967: University of Salford 1982: dramatic funding reduction 1996: merger with University College and Northern College of Music 1997: Restructure from 8 Faculties and 38 Schools to 4 Faculties and 12 Schools 21,000 students (17000 ug, 4000 pg) 200M turnover 3
4 Recent History University has declined in performance academically operationally Rethinking the University driving with the brakes on Deciding the Future Registrar and Secretary - Realising our Vision
5 Transformation Agenda Governance Leadership and Management Performance Academic Performance Teaching (4 to 1) Research (2 to 1) Third Stream activities (3 to 1) Business Performance Business Planning Cost containment Efficiency and effectiveness Growth and Diversification of Revenue Culture 5
6 New Leadership New Values Culture Service Collaboration Innovation Excellence Outputs focussed New Ways of Working (Modernisation) Technology enablement Cross-functional collaboration Benchmarking Performance management Resource management 6
7 Strategies, Policies, Procedures New Strategic Plan New Academic Plan New Financial Plan New Master Plan New IT Plan New HR Policies Redundancy Discipline Grievance Organisational development strategy Performance and Development Review Pay and Reward Scheme New Academic Policies New Financial Regulations 7
8 Transforming the Core Business From Teaching Research Enterprise To Learning and Teaching Research and Innovation Strategic Partnerships Internationalisation 8
9 From: Towards Strategic Partnerships Few Partnerships none KEY Poorly Stewarded Balkanised Low value Low Impact Slight Reputational Benefit 9
10 Towards Strategic Partnerships Strategy To: Create a culture which actively seeks and maintains strategically developed partnerships Ubiquity - but focus on selected high profile, high value, business, govt agencies, local Govt, community Drive and Diversify Third Stream Income But Synergistic across L&T, R&I High Impact High Reputational Benefit 10
11 Steps to Achieve Develop an Effective Organisational Structure Recruit Leadership Develop and Promote Strategy Drive Implementation from the Top through the Leadership Structure Culture change through incentives and disincentives 11
12 Organogram 12
13 Strategic Partnerships New PVC [Keith Barnes] Division for Advancement University Development [Fund Raising, Alumni, Stakeholder cultivation] Marketing and Communications [Rebranding and reputation management] Business and Community Development International Partnerships Media City Project Plus Wider Context of Governance and Management Reforms 13
14 A Scholl Foot Care Health and Well-being products (Durex) 3m over three years Research and Development [India and China] Foot-bed and Foot-ware design Planning for the Diabetes epidemic Training and Development in India High Impact Effect 14
15 MediaCity:UK 15
16 MediaCity:UK BBC, Peel Media (Others) Opportunities: - BBC (Training and R&D) - FIRM (Research and innovation) - Enterprise Centre (Training and CPD) Other projects with Strategic Health Authorities, international blue chip companies (Nokia and BT) - increasing PGT, PGR and CPD numbers Major Investment [ 35M] Involved all Faculties Cross University Infrastructure to drive 16
17 MediaCityUK Benefits Research and Innovation Partnerships (Industry, Universities, Government) Training and Education Partnerships Diversification of revenue streams Closer relationships with Government and Industry Reputational and branding benefits - national and international Best of all!!!!! Agent of Culture Change 17
18 Questions 1. What are the range of development opportunities for your University in your region? (List by T&L, R&I, Strategic Partnerships) 2. How do you identify and facilitate partnership arrangements? 3. Are your institutional values, management and governance structures aligned for optimizing regional opportunities? 18
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