Welcome to Newcastle University

Linda Robinson Staff Development Manager

Welcome and Introduction to the Programme

ProgrammeProgramme

• Welcome and Introduction• Vision 2021 and the way ahead• Strategic Objectives – Counting What Matters• Coffee• Organisation, Structure and Governance or Who

Runs Your University? • Human Resources at Newcastle University• Staff Development Opportunities• Professional Association/Trade Union

Representation• Lunch – Close• Tour of campus (optional)

Questions to answer

1 What is the University’s core business?2 Who are its key senior people?3 How is the University organised and governed?4 What are the University’s policies on

employment-related matters?5 What opportunities will be available to you for

development and training?

Thank you

Vision 2021 and the way ahead

Professor Chris BrinkVice-Chancellor

13 March 2013

http://www.ncl.ac.uk/documents/vision2021.pdf

Our Mission: •To be a world-class research-intensive university•To deliver teaching and facilitate learning of the highest quality•To play a leading role in the economic, social and cultural development of the North East of England

Our Core Functions: • Research & Innovation • Learning & Teaching • Engagement

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By Faculty

By Core Function

Regional/National/International

Corporately

Or…

Different ways of looking at the University

See the University in terms of two questions

What are we good at?

What are we good for?

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Civic University

• We engage with civil society through the deployment of our research and teaching

• We focus on

o The supply side of the knowledge economy: knowledge creation

o The demand side of the knowledge economy: tackling societal challenges

• Our societal challenge themes:

o Ageing o Social Renewal o Sustainability

• We play a key role in the economic, social and cultural development of the North East.

Societal Challenge Themes

Excellence

(Faculties)

Medical Sciences

Science, Agriculture & Engineering

Humanities & Social Sciences

Ageing

Sustainability

Social Renewal

Purpose (Addressing Societal Challenges )

World Class

• Ranked in the top 200 world universities by both QS and Times Higher Education.

• 18th nationally in the Sunday Times/Times Good University Guide.

• Voted one of best places to work in the Times Higher Best University Workplace Survey 2014.

• Placed 10th in the UK for student satisfaction.

Research Excellence

• A member of the Russell Group, the association of the 24 leading research-intensive UK universities.

• Ranked 17th in the UK for research power (Research Fortnight).

• Holding one of the largest European Union research portfolios in the UK.

• Specific research strengths in Bacterial Cell Biology, Civil Engineering, Computing: Human-digital interaction, Geography/Planning , Geriatrics and Gerontology, Hepatology, Neuroscience, Rheumatology, Urban Studies.

Facts and Figures

• Students, Academic Year 2013-14:

o 16,872 Undergraduates o 6,002 Postgraduates

• Employing 5,429 staff (UK, Malaysia and Singapore)

• Awarding 4,133 Undergraduate and 3,774 Postgraduate degrees in 2012-13

• Generating £405.3 million in income (end of July 2013)

• Over £120 million in research income

• Two overseas campuses: NUMed Malaysia and NUIS Singapore

Non-UK 29%

Non-EU 22%

Institutional Objectives (And keeping track)

• Top 20 in the UK for research • Top 20 in the UK for student satisfaction• Focus on three societal challenge themes:

– Ageing – Social Renewal – Sustainability

• A significant international, national and regional profile and reputation

• Financial and environmental sustainability

For each objective, what are our KPIs? E.g:

• Research income / FTE • Citations • PhD graduations / FTE

For each KPI, what is the target? E.g: • ≥ Russell Group median

Core function and Faculty objectives

• Research Objectives • Learning and Teaching Objectives • Engagement and Internationalisation

Objectives • Medical Sciences Objectives • HaSS Objectives • SAgE Objectives

Each set of objectives is followed by KPIs and Targets

Conclusion We have a good base:

– Strong academic reputation – A clear sense of identity – Great student experience in a great city – International footprint – Growing student and staff numbers – Healthy financial position

But the competition is strong, and our ambition is high ... - There’s a lot of work to do

Thank you, and welcome

Newcastle University’sStrategic Objectives

Counting What Matters

Steve FraterDirector of Planning

20

UG 74%

PGT 18%

PGR 8%

GB 67%

Other EU 7%

O/S 26%

PartTime1,544,

7%

SAgE7,126,31%

HaSS10,767,

47%

FMS4,981,22%

Newcastle University 2013/14Total Student Population 22,874

About 5,000 staff

Diversity & Balance

Changing Market?

DiversityAcademic Incubator

China 26%Singapore 10%Malaysia 8%India 4%Nigeria 3%Greece 3%

> 120 Countries

Institutional Objectives

Top 20 in UK for Research

Top 20 in UK for

Student Satisfaction

Focus on Three Selected

Societal Challenge Themes

Significant International, National and Regional

Profile

Financial and Environmental Sustainability

Where do we fit in?

1. Top 20 in the UK for Research

What do we focus on?

• Being Research Intensive Research Strategies in all Schools Focus on prestige publications

Research Informed teaching

• It’s expensive & competitive Average income per academic staff member Total Research income trends Regional and national comparisons

• National Assessment Process Research Excellence FrameworkCurrently 27th Quality. 17th Power

• What is it good for? Impact Benefit to society

Citations News

Patents Spin out companies Cash

Reputation

Commerce

0

10

20

30

40

50

60

70

80

90

100

% 3

* p

lus

% 4

*

Various UoAs

Newcastle - % 3* + % 4*

In 26 of 38 Units of Assessment ≥ 50% = internationally excellent or world leading

How Good ? Research Assessment Exercise 2008

1. Top 20 in the UK for Research

Ageing and Health The Fusion of Arts, Science, Culture and Heritage

Cancer Cell and Molecular Biology Computing and Software Reliability Digital Media Energy

Engineering Biology System Biology and Molecular Agriculture Engineering Design The Environment, Sustainability and Earth Systems

Ethics Life Sciences Gender and Woman’s Studies

Health Services Research Human Genetics Informatics Chemical Processing

Language and Linguistics Marine Engineering Medical Imaging Music

Nanotechnology Neurosciences – Psychology, Brain and Behaviour

Public Policy The Rural Economy Sensors, Biosensors and Electronics

Stem Cells Urban and Regional Development Water

1. Top 20 in the UK for Research

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

100000

2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

NE Universities - Research Grants & Contracts Income

Durham Newcastle Northumbria Sunderland Teesside

Research Grants & Contracts Income

£k

• Entry Standards (AAB in 2012, ABB in 2013-2015)

• Widening Participation - Low Participation Neighbourhoods, Social Groups

• Attendance

• Internal Surveys

• National assessment processes - Quality Assurance - Student Survey (National Student Survey

NSS – 90% target)

• Employability - Overall - Graduate level jobs in Times league table

• Post Graduate Student numbers & Satisfaction Surveys

• Post Graduate Research Degree Completion rates

2. Top 20 in the UK for student satisfaction

What do we focus on?

23 Questions in 7 areas

• Teaching on my course

• Assessment and feedback

• Academic support

• Organisation and management

• Learning Resources

• Personal Development

• Overall Satisfaction 2013 - 90% (89% last year) (Sector 86%) 10th= nationally 4th= out of 24 in Russell Group

Issues ?

• We have an objective of 90% on Overall Satisfaction 90% in 30 subjects, out of 48

Success

• Assessment and feedback – 70% (up from 67%. Sector average - 72%)

• Ability to access general IT resources - 92% (up from 86%. Sector - 87%)

2. 90% institutional minimum for student satisfaction

How did you do in 2013 ?

2. 90% institutional minimum for student satisfaction

0%10%20%30%40%50%60%70%80%90%

100%Overall Satisfaction %

3. Focussed on 3 Societal Challenge Themes

What do we focus on? • One theme launched for each of three years. Then ongoing.

• Expertise at Newcastle• Global interest, local resonance• Public Engagement

• Led by a Faculty, but multi disciplinary. • Ageing• Sustainability• Social Renewal

• Broad Staff commitment - Not just a few research stars

• Outputs – Debates, Conference, Lectures, Presentations, Competitions, Alumni engagement, Commercial engagement

• Societal impact.

Themes that affect us all

4. A Significant International Profile

What do we focus on?

• Strategic PartnersGroningen (Netherlands)Monash (Melbourne, Australia)(Medical Research, Joint PG Degrees, Academic & Student Exchanges)

• In Country Delivery Numed MalaysiaMedical Campus

Singapore Institute of Technology Chemical Engineering Food and Human Nutrition Marine Engineering, Offshore Engineering and Naval Architecture Mechanical Design and Manufacturing Engineering

• International student body

• International Citations - Which Newcastle?

• International Employers

Newcastle University

NUMed CampusNusajaya, Malaysia

Singapore Institute of Technology

Singapore

Partnerships

Partnerships & In Country Delivery

?

European Student Exchange programmes

Student Exchange

Newcastle University

4. Engagement(Regional, National, International)

• Where our Teaching and Research impacts on our civic responsibility

• Working with local stakeholders City Council, Newcastle/Gateshead Initiative, Newcastle Science CityScience CentralLocal Enterprise PartnershipCity & regionally based organisations (e.g. Lit. & Phil, faith

communities) Sage Gateshead

• Offer what we have. Museums: Great North Museum : Hancock

Hatton GalleryPublic Lectures - Insights Concerts Northern Stage New Writing North

Newcastle University

Where does our Income Where does our Income come from come from

and where is it spent?and where is it spent?

5. Financial and Environmental Sustainability

Total Income 2012/13 £405m

Total Expenditure 2012/13 £389m

Other Sources, £67m, 18%

Interest on Cash & Investments,

£5m, 1%

UK Government, £106m, 28%

Student Fees, £116m, 30%

Research Grants, £86m,

23%

£m

??

Staff Costs, £210m, 56%

Interest Payable, £1m, 0%

Other operating costs, £151m,

41%

Depreciation, £10m, 3%

£m

5. Environmental SustainabilityOperational

Find out more - Get Involved - Become an Environmental Coordinator www.ncl.ac.uk/saveit

Recent achievements include;

•Recycling rate now over 90%.

•18% reduction in car usage, since 2004 14% increase in public transport usage to travel to work.

•Trial of electric cars and charging points on campus.

•Biodiversity projects, including reduction of pesticide / herbicide use and creation of allotments, woodland corridors and wildlife friendly areas. Plant and wildlife walks.

•Platinum EcoCampus award (2012) (The leading Environmental Management System and Award Scheme for the Higher and Further Education sectors)

•Extensive staff, student and community engagement

Challenging Government targets on carbon reduction

5. Environmental SustainabilityResearch

For more information, please visit;

www.ncl.ac.uk/sustainability

Enough, for all, forever.

Newcastle University’s second societal challenge theme is Sustainability.

The Newcastle Institute for Research on Sustainability

NIReS aims to bring people together to develop sustainable responses to the great challenges of our age: ensuring that everyone has access to a fair share of the world’s resources in perpetuity.

Summary

• Newcastle University is one of the 24 Universities in the Russell Group

• Large and growing student population

• Large employer (3rd largest based on Tyneside ?)

• Income as big as Manchester United (but without the enormous debt)

• Offer a very broad range of educational opportunities

• World-class reputation for research excellence:– spearheading three major societal challenges with impact on global society.

• Ageing • Sustainability• Social Renewal

• Research income 50% more than the other 4 universities in the North East combined

• We ranked 18th in The Times/Sunday Times 2014 Survey published 2013

• Amongst our peers, in 2013 Newcastle ranked:– 5th in the UK for employability of its graduates– 10th in the UK for student satisfaction

• First UK university to establish a fully owned international branch campus for medicine. NUMed Malaysia - opened 2011

• Doing well against Strategic Objectives,

… but will do better

The Cultural offer

Public Lectures - a programme to inform, stimulate, entertain, and excite debatehttp://www.ncl.ac.uk/events/public-lectures/

Great North Museum : Hancock - Free entry and great for all ages(now houses all the 3 University museums)

http://www.twmuseums.org.uk/great-north-museum.html

Hatton Gallery - Free entry http://www.twmuseums.org.uk/hatton-gallery.html

Northern Stage - great theatre on campushttp://www.northernstage.co.uk/

Newcastle Centre for the Literary Arts - programme of events open to allhttp://www.ncl.ac.uk/ncla/

Thank you

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Newcastle University, Newcastle University, Organisation, Structure and Organisation, Structure and

GovernanceGovernanceoror

Who Runs Your University?Who Runs Your University?

Dr John HoganDr John HoganRegistrarRegistrar

Governance structures at the Governance structures at the Newcastle UniversityNewcastle University

• 1963 Act of Parliament• Court – large body, external facing, lay

majority• Council – the supreme governing body• Senate – the supreme governing and

executive body in all academic matters• Academic Board – all academic and

equivalent staff• Convocation – all graduates• Faculties – schools/institutes

Academic StructureAcademic Structure

3 Faculties Humanities & Social Sciences

Medical Sciences

Science, Agriculture & Engineering

Schools, Research Institutes and Centres

Pro-Vice-Chancellors for Faculties

Deans – Postgraduate, Undergraduate, Research (and Business Development, International, Clinical Medicine)

Heads of Schools/Institutes

Professional Support ServicesProfessional Support Services

• Academic Services• Corporate Affairs• Estate Support Service• Finance and Planning• Human Resources• Internal Audit• NUIT• Research and Enterprise Services• Faculty Support Teams• Student Services

CouncilCouncil

• Governing body of the University

• Responsible for University finances

• Formally accountable for all aspects of the University including its overall performance and the propriety of its operations

• Up to 25 members

• Lay majority

• Chair - a lay member

SenateSenate

• Supreme authority on academic matters

• Responsible for regulating and directing the academic work of the University

• Up to 36 members – majority elected

• Chair - Vice-Chancellor

Lay OfficersLay Officers

• Chancellor – Sir Liam Donaldson

• Chair of Council and Pro-Chancellor – Mark I’Anson

• Vice-Chair of Council – Jacqui Henderson

• Honorary Treasurer – Stephen Lightley

Senior Management TeamSenior Management Team

Executive BoardExecutive Board

• Overseeing management of the University’s business and the communication and implementation of its strategies.

• Monitoring the academic and financial performance of all budgetary units and the University as a whole.

• Evaluation of academic and business opportunities and proposals for major new initiatives.

• Determining the University’s annual budgetary allocations.

Executive BoardExecutive BoardAgenda, 11 March 2014Agenda, 11 March 2014

1. Health and Safety

2. Neptune Centre

3. Armstrong Building Redevelopment

4. English Language Policy

5. N8 Future Strategy

6. Undergraduate applications report

7. Postgraduate applications report

How do I find out?

• https://my.ncl.ac.uk/staff/

Thank you

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Human Resources

Garry CouplandAssistant Director of Human

Resources

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HR Strategic Objectives

1. Be a great place to work with employees committed to University objectives and valued for their contribution

– Reward and Recognition– Communication

2. Improve the profile and performance of the University by recruiting and developing high calibre employees with appropriate external recognition

– Recruitment and Selection– Induction

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HR Strategic Objectives

3. Develop a high performance culture in which delivery to agreed standards and objectives is the norm

– Performance and Development Review– Training and Development

4. Develop an efficient, effective and sustainable employment environment

– Competitive cost effective employment package

– Flexible working practices

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HR Strategic Objectives

5.Promote diversity, flexibility and innovation by developing organisational capability and culture

−Culture of dignity and respect−Leadership Development

6.Promote a safe and healthy environment in which students and staff take a proactive approach to their own health and safety

−Workplace Wellbeing−Safety first

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What can you expect from us?

• Contract

• Communication

• Development and Career Progression

• Safe and healthy environment

• Benefits• Pensions

• Facilities, e.g. Library, sports

• NU Options

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What do we need from you?

• Tell us what you think and what you need• Be an ambassador• Share your skills, knowledge, experience• Be positive and constructive

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Thank you

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Linda Robinson Staff Development Manager

Welcome and Introduction to the Programme

Staff Development Unit

• University-wide role• Staff development opportunities• How do we do this?• Learning Resource Centre• Future plans• Staffing• Location

Staff Development Unit

“The SDU is here to anticipate, identify and fulfil the development potential of our University. We

work collaboratively at an individual and organisational level to enable continuing achievement of the University’s Mission.”

University-wide Role

• Development opportunities for all staff• Advisory service for Managers• Personal and Management Development• IT Training• CPD for Academic Staff and Research Staff• Leadership & Management Development

Opportunities

How do we do this?

• Tailor-made development activities for individuals, academic/service units

• A comprehensive Open Programme

• One to one coaching/mentoring, development centres

• Development Programmes e.g. Principal Investigator (PI) programme, NewStart programme, HASS faculty futures, NU Professors

• Career Pathways Framework and advice for Research Staff

• Accredited Programmes e.g. CASAP, NTA, SSSDP

• Vocational Qualifications – ECDL, MOS

Open Programme

• Motivating Staff in Challenging Times

• Events Planning & Management• Maximising your Memory• Self-hypnosis and Stress

Management• Microsoft Office application

training e.g. Word, Excel, Outlook• EndNote, SPSS• Strategies for Research Success• Academic Writing• Presentation Skills

• Getting the most from your PDR• The Essentials of Project

Management• Moving Mountains – (Influencing &

Persuading)• Building Personal Impact• Time Management• Research Supervision• The Role of the Degree Programme

Director• Four steps to (Research)

independence• An Introduction to Current

Teaching Room Technology

Learning Resource Centre

• LRC in the Staff Development Unit• Over 600 Resources available to staff• PDR online film• Web based learning materials

– IT– Personal development

http://www.ncl.ac.uk/staffdev/lrc/

Current and planned projects

• Leadership Succession Planning

• Developing leaders to work internationally

• Faculty Futures Development Programme for early career academic staff

• Designing e-learning materials

• Chameleon Management Development Programme

• Production of Effective Performance Conversations online video

• Enhancing digital literacy skills

• ‘Spotlight On’ series

• Future Planning Event

QuILT (Current and planned projects and services) • Support for learning & teaching development

– Co-ordinating projects and initiatives on chosen institutional themes, such as assessment and feedback, personal tutoring and research-informed teaching

– Co-ordinating funding for learning and teaching innovation– Supporting reward and recognition of excellence, including Vice-Chancellor’s Teaching Awards and

National Teaching Fellowships– Disseminating good practice through communities, events and case studies

• Support for the use of University-supported e-learning toolsIncluding the Blackboard VLE, ReCap lecture capture, e-portfolios, student response system, e-

assessment and feedback

• Quality assurance of new and existing programmesDeveloping policy, and providing advice on and support for implementation

• Support for student engagementGathering student opinion through module evaluation, National Student Survey, Postgraduate

Research Evaluation Survey, International Student Barometer, Postgraduate Taught Evaluation Survey, maintaining You Said, We Did webpages, and working with the Students’ Union on the implementation of the framework for student representation

• Support for external initiatives in learning and teachingAdvising on the development of educational partnerships, partnerships and bids

http://www.ncl.ac.uk/quilt/

How to find us

Staff Development Unit, Ground Floor, King George VI Building, Newcastle upon Tyne Telephone enquiries to extension 7872

RVI Hospital

Queen Victoria Road

* Staff Development Unit

St Thomas Street

OxfamShop

Kings Road

Hotspur Public House

Percy Street

Marks and Spencer

Thank you

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Welcome to Newcastle!

Why join UCU ? • Benefits to you• Benefits to all staff• TOGETHER WE CAN IMPROVE!

• Our democratic, non-political, employee union

• Members are academic, research and senior administrative staff in all areas of the University

UCU: who we are

UCU represents academic and professional staff in further and higher education:

Lecturers and professors

Tutors and researchers

Senior professional staff and managers

Admin, library and computing staff (at Grade F and above)

What does UCU do?

• UCU is the national voice of academic and related staff across the HE sector. It negotiates on your behalf at both national and local level

• Offers a range of member services:

• Support, advice, representation, training and forums

• For example, UCU provides individual case support with expert advice, negotiation with management and with legal backing

UCU: why have a union?

UCU acts as an ex officio professional body communicating with the government on higher education matters

Defending access to public education

Making the case for more funding for education

Lobbying for greater status and professional support for educators

Campaigning on your behalf

Locally:• Are talking to the university about

working hours/workload and stress• Take part in meetings on all sorts of

issues affecting staff • Working hard to prevent redundancy• Continually talking to the University

about the casualisation of staff on fractional or short term contracts

Casework

The most likely reason you will need the union locally is if you find yourself in difficulty at work

We can provide advice, support and in the most serious cases legal assistance

Who are UCU at Newcastle ?• President : Dr Joan Harvey • Vice Presidents : Prof Colin Brooks, Dr James Babb • Secretary : Gill Paczynski

plus 3 more officers and 9 committee members• A network of Local Reps in Schools/Institutes/ Services

• Branch Administrator : Jane Blakeman

Join today here: http://www.ucu.org.uk/join

Subscription: for a full-time member of staff is around £23 per month – tax deductible!

Contact us in person at: 10 Eldon Place, 1st floor:

By telephone on Ext. 6734 – Jane Blakeman, Chris Easton

By e-mail: ucu.office@ncl.ac.uk

UNISON [floor 2] and UNITE [floor 1] are also at 10 Eldon Place

Thank you for your attention