presentation all staff briefing - 2 apr14 full (16-9) jw & sj
TRANSCRIPT
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Staff Briefing2nd April 2014
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Staff Briefing2nd April 2014
Sarah JonesChief Finance Officer
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Sector financial health Actual Forecast
2011-12 2012-13 2013-14
Total income £23,277M £24,319M £25,337M
Operating surplus £972M £956M £547
Operating surplus as % of total income 4.2% 3.9% 2.2%
Cash flow from operating activities as % of total income
8.1% 8.3% 6.6%
Net liquidity as number of days’ expenditure 118 123 98
External borrowings as % of total income 23.5% 25.8% 27.0%
Discretionary reserves excluding FRS17 as % of total income
56.0% 61.7% 62.9%
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Surpluses Graph since 2007/08
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Operating and historical cost surpluses as percentage of total income 2002-03 to 2012-13
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Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAGHistorical cost surplus as a % of total income
0.60% 1.70% 5% after strategic investment
2009/10 2010/11 2011/12 2012/130
1
2
3
4
5
6
7
8 7.16
3.09
0.621.7
Perc
enta
ge (%
)
Historical cost surplus as % of total income
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Salford
Plymouth
Bournemouth
Greenwich
Glasgow Caledonian
Nottingham Tre
nt
Linco
ln
Northumbria
at Newca
stle
Liverp
ool John M
oores
Bradford
Miss
ion average
Sheffield Hallam
UWE
Kingston
Oxford Bro
okes
Cardiff M
etropolit
an
Portsmouth
Hertford
shire
Teesside
Coventry
Manch
ester M
etropolit
an
Huddersfield
-10
-5
0
5
10
15
20
0.625.31
16.12
Mission group historical cost surplus as a % of total income 2011/12
Perc
enta
ge (%
)
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0
2
4
6
8
0.62
3.02454545454545
6.94
Aspirational group historical cost surplus as a % of total income 2011/12
Perc
enta
ge (%
)
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Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
Net cash flow from operating activities as a % of total income
5.90% 1.50% 10-15%
2009/10 2010/11 2011/12 2012/130
2
4
6
8
10
12
14
16
18
2017.53
14.01
5.89
1.5Perc
enta
ge (%
)Net cash flow as a % of total income
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Salford
Glasgow Caledonian
Greenwich
Plymouth
Bournemouth
UW
E
Portsmouth
Sheffield Halla
m
Northumbria
at Newca
stle
Nottingham Tre
nt
Oxford
Brookes
Miss
ion average
Teesside
Hertford
shire
Liverp
ool John M
oores
Manch
ester M
etropolit
an
Linco
ln
Kingston
Bradfo
rd
Huddersfield
Cardiff
Metro
politan
Coventry
02468
101214161820
1.635.89
10.0395238095238
18.84
Mission group net cash flow from operat-ing activities as a % of total income
2011/12Pe
rcen
tage
(%)
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Newcastl
e-upon-Tyne
Leice
ster
Aston
Plymouth
Liverp
ool
Aspira
tional ave
rage
Nottingh
am
Warw
ick
Lanca
ster
Surre
y
South
ampton
02468
101214
1.415.89 7.519
11.9
Aspirational group net cash flow from operating activities as a % of total income
2011/12Pe
rcen
tage
(%)
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Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
Staff costs as a % of total income
54.8% 55.5% ≤53%
2009/10 2010/11 2011/12 2012/1348
49
50
51
52
53
54
55
56
50.6
53.854.8
55.5
Perc
enta
ge (%
)
Staff costs as a % of total income
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Hertford
shire
Bournemouth
Coventry
Greenwich
Huddersfield
Kingston
Oxford
Brookes
Linco
ln
Plymouth
Manch
ester M
etropolit
an
Miss
ion average
UWE
Cardiff
Metro
politan
Bradfo
rd
Teesside
Salford
Liverp
ool John M
oores
Nottingham Tre
nt
Portsmouth
Sheffield Halla
m
Northumbria
at Newca
stle
Glasgow Caledonian
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
48.054.8 55.1
62.4
Mission group staff costs as a % of total income 2011/12
Perc
enta
ge (%
)
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Warw
ick
Liverp
ool
Surre
y
Aspira
tional ave
rage
South
ampton
Lanca
ster
Newcastl
e-upon-Tyne
Nottingh
am
Plymouth
Aston
Leice
ster
44.0
46.0
48.0
50.0
52.0
54.0
56.0
58.0
48.6
53.6 54.856.3
Aspirational group staff costs as a % of total income 2011/12
Perc
enta
ge (%
)
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Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
Discretionary reserves (excluding pension liability) as a % of total income
33.5% 36.6% Increase (35-40%)
2009/10 2010/11 2011/12 2012/130
5
10
15
20
25
30
35
40
28%31% 33%
36.6%
Perc
enta
ge (%
)Discretionary reserves as a % of total income
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Salford
Plymouth
Liverp
ool John M
oores
Bournemouth
Greenwich
Nottingham Tre
nt
Cardiff
Metro
politan
Bradfo
rd
Hertford
shire
Northumbria
at Newca
stle
UWE
Miss
ion average
Sheffield Halla
m
Linco
ln
Portsmouth
Kingston
Oxford
Brookes
Coventry
Glasgow Caledonian
Teesside
Huddersfield
Manch
ester M
etropolit
an 0%
20%
40%
60%
80%
100%
120%
23%33%
60%
100%
Mission group discretionary reserves as a % of total income 2011/12
Perc
enta
ge (%
)
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Leice
ster
Plymouth
Liverpool
Newcastl
e-upon-Tyne
Warw
ick
Aspira
tional av
erage
Nottingh
amAsto
n
Lanca
ster
Southam
ptonSu
rrey
0%
10%
20%
30%
40%
50%
60%
70%
27% 33%42%
58%
Aspirational group discretionary reserves as a % of total income 2011/12
Perc
enta
ge (%
)
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Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAGExternal borrowing as a % of total income
33.6% 31.5% Decrease (<35%)
2009/10 2010/11 2011/1232.5
33
33.5
34
34.5
35
35.5
36
36.5
35.9%
35%
33.7%
Perc
enta
ge (%
)External borrowing as a % of total income
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Glasgow Caledonian
Huddersfield
Teesside
Portsmouth
Manch
ester M
etropoli..
.
Bournemouth
Bradfo
rd
Greenwich
Salford
Kingston
Miss
ion average
Liverp
ool John M
oores
Sheffield Halla
m
Northumbria
at Newca
...
Plymouth
Hertford
shire
Cardiff
Metro
politan
UWE
Linco
ln
Nottingham Tre
nt
Coventry
Oxford
Brookes
0.0
10.0
20.0
30.0
40.0
50.0
60.0
26.2%33.7%
55.3%
Mission group external borrowing as a % of total income 2011/12
Perc
enta
ge (%
)
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Newcastl
e-upon-Tyne
Nottingh
am
Leice
ster
Warw
ick
Liverpool
Southam
pton
Aspira
tional av
erage
Aston
Plymouth
Lanca
ster
Surre
y0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
4.3%
29.0% 33.7%
73.2%
Aspirational group external borrowing as a % of total income 2011/12
Perc
enta
ge (%
)
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Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAGNet liquidity days
113 80 80-85
2009/10 2010/11 2011/12 2012/130
20
40
60
80
100
120
140
93
115 113
80
Num
ber o
f day
sNet liquidity days
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Northumbria
at Newca
stle
Nottingham Tre
nt
Oxford
Brookes
Bradfo
rd
Salford
Hertford
shire
Linco
ln
Liverp
ool John M
oores
Plymouth
Glasgow Caledonian
Bournemouth
Miss
ion average
Cardiff
Metro
politan
UWE
Portsmouth
Kingston
Huddersfield
Greenwich
Teesside
Sheffield Halla
m
Manch
ester M
etropolit
an
Coventry
0
50
100
150
200
250
300
350
45
113145
318
Mission group net liquidity days 2011/12N
umbe
r of d
ays
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Nottingh
am
Leice
ster
Liverpool
Warw
ick
Aspira
tional av
erage
Aston
Lanca
ster
Plymouth
Newcastl
e-upon-Tyne
Surre
y
Southam
pton0
20
40
60
80
100
120
140
160
14
96
113
140
Aspirational group net liquidity daysN
umbe
r of d
ays
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Measure Baseline 2012 2013 update Target 2020 Trend RAGExpenditure on estate as a % of insurance replacement value (IRV)
7.34% 7.04% 7% of IRV
2009/10 2010/11 2011/12 2012/136.00%
6.20%
6.40%
6.60%
6.80%
7.00%
7.20%
7.40%
7.60%
6.56%
7.11%
7.34%
7.04%
Perc
enta
ge (%
)Expenditure on estate
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Operating Surplus
(6,000)
(4,000)
(2,000)
0
2,000
4,000
6,000
8,000
Operating Surplus
£ 00
0
| | | | | | | | | | | | |
03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
Financial Year
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Funding breakdown of capital expenditure (2008-09 to 2013-14)
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
£mill
ion
s
Receipts fromsale of tangibleassets
Deferred capitalgrants received
Mortgages andloans acquired
Net capital to befinanced frominternal cash
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Generate more cash
Increase income Reduce expenditure
Recruitment and retention
of students
Commercial income
Staff costs to 53% of income
Reduce non staff spend
Process efficiencies
Intelligent procurement
Cost control
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Staff Briefing2nd April 2014
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Staff Briefing2nd April 2014
John WrightChief Information Officer
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BACKGROUNDStudent Expectations Needs of Colleagues
Changing IT Landscape Legacy Environment
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PROJECTS TO BE COVERED
• Digital Learning Environment (DLE)
• Customer Relationship Management (CRM)
• University Website
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DLE Project
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Digital Learning Environment
Delivered so far: Framework and style design Building blocks of systems Early adopter accessGet involved: http://blogs.plymouth.ac.uk/dle/
What can you look forward to? More innovative & engaging learning experience Increased toolsets available e.g. quizzes, group tools, peer
learning options Integrated Assessment & eSubmission More online materials e.g. reading lists Lynda.com – online training portfolio Reduced sign on challenges
Support available Faculty focussed teams – 10 dedicated DLE
advocates to promote & support the Academic community
Fortnightly Show & Tell sessions Regular Drop-in support sessions Ongoing staff training programme
May – Dec 13 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1/3 – 30/4eSubmission, eAssessment, systems integration (TalisAspire, Turnitin)
1/5 – 30/7 Further integrations (PebblePad, CampusM)Business Readiness (student forums)
5/9Read only Tulip & Emily
Completion Dec 14
5/10Access removed
Tulip, Emily & SCOLAR
8/12Decommission Tulip & Emily
22/5 – 01/12Initiation & Planning
2/12Begin Delivery
AE
EP
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CRM title page
CRM Project
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36
Customer Relationship ManagementIntroduction of a strategic CRM – the ‘soup to nuts’ student journey; and engagement with enterprise and the local community.
Student & Employee Social Networks
Listen & Analyze
Social Marketing
PartnersRecruiting
Service &Engage
EnrolmentandRegistration
ExternalEngagement
Student Portals
Collaboration Student Services
Career Services
Alumni Mgmt
Business Devel
Teaching & Learning
Events
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Customer Relationship Management (CRM) – Phase 1
What can you look forward to? Greater coordination across all areas of the
University Improved management of the student lifecycle More detailed, timely and accurate performance
data; improved target setting and monitoring Strategic use of data to segment and target market
areas; improved and personalised communications
Future development: Extend CRM to encompass the whole student
journey and Alumni R&I, Academic partnerships Engagement with enterprise and the local
community
Get involved:Email the CRM Project Manager, Paul Westmore [email protected]
Jan – Dec 13 Jan 14 Feb March April May June July Aug Sep
2/4CRM goes live in Recruitment & Admissions
Apr 2014 onwardsDevelopment and implementation within Employability service area
2013Planning & Initiation
18/11Delivery begins
(R&A)
19/3 – 21/3User Acceptance
Testing (R&A)
24/3 – 28/3Training(R&A)
Phase 1 Closure
Jul 2014Development
/Configuration complete
Sep 2014 Completed Phase 1Deployment
SEAE
DT
EP
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Website title page
University Website Project
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University Website Project
Delivered so far: Collaborative design and build process School sites – e.g. School of Biology Selected course pages – e.g. BSc (Hons) Dietetics
Get involved: http://blogs.plymouth.ac.uk/website/
13/3 – 21/5 Our University
22/5 – 18/6Student Experience
19/6 – 13/8Research and Expertise
14/8 – 10/9Business and Partners
10/9Completion
Aug – Dec 13 Jan 14 Feb Mar Apr May Jun Jul Aug Sep
8/8 – 16/10Initial Setup
2/1 – 12/3Courses & Study
17/10 – 20/12
Our University
What can you look forward to? Mobile first – designed to adapt to all digital devices
Smart Search will be first & foremost Sophisticated & user-friendly content management
system Smart analytics embedded on all pages
Full social networking integration More personalised user experience Rigorous measurement tools Scalable to cope with peak demands
SOCM
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Staff Briefing2nd April 2014