Welcome to Newcastle University

1. Welcome to Newcastle University

2. Welcome and Introduction to the Programme Linda Robinson Staff Development Manager

3. Programme • 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)

4. 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?

5. Thank you

6. Vision 2021 and the way ahead Professor Chris Brink Vice-Chancellor 13 March 2013 http://www.ncl.ac.uk/documents/vision2021.pdf

7. 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

9. Different ways of looking at the University By Faculty By Core Function Regional/National/ International Corporately Or…

10. See the University in terms of two questions What are we good at? What are we good for?

11. Civic University • We engage with civil society through the deployment of our research and teaching • We focus on • The supply side of the knowledge economy: knowledge creation • The demand side of the knowledge economy: tackling societal challenges • Our societal challenge themes: • Ageing • Social Renewal • Sustainability • We play a key role in the economic, social and cultural development of the North East.

12. Societal Challenge Themes Science, Agriculture & Engineering Humanities & Social Sciences Medical Sciences Excellence (Faculties) Ageing Sustainability Social Renewal Purpose (Addressing Societal Challenges )

13. 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.

14. 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.

15. Facts and Figures • Students, Academic Year 2013-14: • 16,872 Undergraduates • 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%

16. 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

17. 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

18. 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

19. Thank you, and welcome

20. Newcastle University’sStrategic ObjectivesCounting What Matters Steve Frater Director of Planning

21. Newcastle University 2013/14 Total Student Population 22,874 Diversity & Balance About 5,000 staff

22. 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?

23. 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 Framework Currently 27th Quality. 17th Power • What is it good for? Impact Benefit to society Citations News Patents Spin out companies Cash Reputation Commerce

24. 1. Top 20 in the UK for Research How Good ? Research Assessment Exercise 2008 In 26 of 38 Units of Assessment ≥ 50% = internationally excellent or world leading

25. 1. Top 20 in the UK for Research Breadth & Depth Ageing and Health The Fusion of Arts, Science, Culture and Heritage CancerCell 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

26. Research Grants & Contracts Income £k

27. 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?

28. 2. 90% institutional minimum for student satisfaction 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%)

29. 2. 90% institutional minimum for student satisfaction How did you do in 2013 ?

30. 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

31. 4. A Significant International Profile What do we focus on? • Strategic Partners Groningen (Netherlands) Monash (Melbourne, Australia) (Medical Research, Joint PG Degrees, Academic & Student Exchanges) • In Country Delivery Numed Malaysia Medical 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

32. Partnerships & In Country Delivery Newcastle University ? NUMed CampusNusajaya, Malaysia Singapore Institute of TechnologySingapore Partnerships

33. European Student Exchange programmes Newcastle University Student Exchange

34. 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 City • Science Central • Local Enterprise Partnership City & regionally based organisations (e.g. Lit. & Phil, faith communities) • Sage Gateshead • Offer what we have. • Museums: Great North Museum : Hancock Hatton Gallery • Public Lectures - Insights • Concerts • Northern Stage • New Writing North

35. Newcastle University

36. Where does our Income come from and where is it spent? 5. Financial and Environmental Sustainability Total Income 2012/13 £405m ? ? Total Expenditure 2012/13 £389m

37. 5. Environmental SustainabilityOperational Challenging Government targets on carbon reduction • 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 Find out more - Get Involved - Become an Environmental Coordinator www.ncl.ac.uk/saveit

38. 5. Environmental SustainabilityResearch 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. For more information, please visit; www.ncl.ac.uk/sustainability Enough, for all, forever.

39. 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

40. The Cultural offer Public Lectures - a programme to inform, stimulate, entertain, and excite debate http://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 campus http://www.northernstage.co.uk/ Newcastle Centre for the Literary Arts - programme of events open to all http://www.ncl.ac.uk/ncla/

41. Thank you

42. Newcastle University, Organisation, Structure and GovernanceorWho Runs Your University? Dr John Hogan Registrar

43. Governance structures at the Newcastle 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

44. Academic 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

45. Professional 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

46. Council • 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

47. Senate • 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

48. Lay Officers • Chancellor – Sir Liam Donaldson • Chair of Council and Pro-Chancellor – Mark I’Anson • Vice-Chair of Council – Jacqui Henderson • Honorary Treasurer – Stephen Lightley

49. Senior Management Team

50. Executive 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.