FOREWORD | 03
plan in 2011/12. A business plan was developed and agreed by the University Board in July 2011.
In our planning for 2010/11, we sought to anticipate and then respond to the significant changes facing the higher education sector. The updating of the strategic and business plans provided an appropriate response to the major changes to HE as initially indicated in the Browne report on the future of higher education and then set out in the White Paper ‘Students at the Heart of the System’. The Government’s comprehensive spending review provided the strategic context for the faculty portfolio reviews, begun during 2010/11, as we model and address the likely impact of these changes on student recruitment. This work will continue in 2011/12 as we seek to ensure our offer is demand driven and student focused.
In addition, as one of the largest providers of teacher education we have sought to engage closely with the Government and Teacher Development Agency (TDA) as Government policy in relation to teacher education and training has evolved. There is still a lack of clarity in relation to policy, although the teacher education Green Paper in June 2011 begins to provide more clarity on policy intentions.
We have significant health care contracts and have continued to work closely with the NHS locally and regionally. We recognise that in the new ‘free market’ there will be both opportunities and challenges. With our strong reputation and areas of niche provision in healthcare, we are already planning for this new agenda, and will seek to capitalise on its potential.
The University Board, through its strategic, financial and academic planning has been mindful that the university and HE sector is facing a continued period of significant change and uncertainty, with major policy changes planned or
under consideration. Given the introduction of the new fee regime, the implementation of the new student number controls and the yet to be formally confirmed position of TDA students, the University Board has, in its plans and risk assessments, made prudent planning assumptions including financial planning. It is also supporting strategic investments in business critical areas, including marketing and recruitment and enhancing the international office. New enterprise structures have also been implemented and these are being developed further to support a significant increase in both the level and impact of our enterprise activities. The development and implementation of a new estates strategy is a priority for 2011/12 to support the improvement of the quality and utilisation of the estate in support of enhancing the student experience and improving sustainability. In advance of this during 2010/11 significant investment has been made to improve the provision of IT equipment for students and staff and the quality of classroom audio- visual equipment. With these steps in place, we believe that the University of Cumbria is in a good place to face the new challenges and will continue to build on the successful turnaround of the last 18 months.
It would be inappropriate to finish without acknowledging two important contributions. Firstly from our staff who have continued to demonstrate exceptional dedication and support throughout a period of great upheaval. They have resolutely maintained their commitment to the university and despite the significant financial challenges and the major change programme, they have continued to focus on our core business. As a result, our students continue to deliver great achievements that build on our national and international reputation, and interest in studying at the University of Cumbria continues to be high. And secondly, it would also be inappropriate to end this review
without recognising the significant contribution of our interim Vice Chancellor Professor Graham Upton who was in post for the whole of the period covered in this review. The contribution made by Graham to the development of the university is inestimable, and the university benefitted enormously from his experience and his inimitable style of leadership. It is a pleasure to recognise that contribution here. Graham left the university at the end of July 2011 having played a significant part in the appointment of our new Vice Chancellor Professor Peter Strike who will oversee the next phase of the university’s development.
With such good foundations to build on, and working together, we are confident that the University of Cumbria will go from strength to strength whilst maintaining the student experience, the quality of our academic programmes and continuing to meet the needs of the communities which we serve. 2010/11 has been an exceptional year, and we look forward with genuine enthusiasm to the challenges of 2011/12.
Professor Peter Strike Vice Chancellor
Stephen Henwood Chairman of the University Board
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