1 FACULTY OF MATHEMATICS AND PHYSICAL SCIENCES 2006 07

1 FACULTY OF MATHEMATICS AND PHYSICAL SCIENCES 2006/07 -2010/11 FACULTY REVIEW MEETING 9 th JUNE 2006 1

AGENDA 2 • • Faculty Vision Key Issues • • Delivery of Previous Plans Summary of Proposed Future Plans • • • Finance Research (including E&KT) Students Effectiveness Staffing • Key Issues requiring University support 2

3 FACULTY OF MATHS AND PHYSICAL SCIENCES DEAN: PROF MIKE WILSON PRO-DEAN R: PROF BRONEK WEDIZCHA PRO-DEAN L & T: DR DAVID SALINGER -> DR KELVIN TAPLEY PHYSICS Head: Prof Steve Evans->Brian Hickey MATHEMATICS Head: Prof Stan Wainer FOOD SCIENCE Head: Prof Bronek Wedzicha IMB SOMS CASS CHEMISTRY Head: Prof Philip Kocienski COLOUR CHEMISTRY Head: Dr Jim Nobbs FACULTY FINANACE MANAGER: Lisa Whipp-> Angela Byram FACULTY HR MANAGER: Alison Burns FACULTY IT MANAGER: John Dodds 3

4 FACULTY OF MATHEMATICS AND PHYSICAL SCIENCES FACULTY VISION 4

5 Faculty Vision The Faculty aspires to be in the top 50 for Physical Sciences in the World by 2015 through a commitment to world-class excellence in research and teaching. Its aim is to be at the forefront of advances in knowledge and technology and, by linking world class research, scholarship and education, provide trained scientists to meet the needs of society 5

6 WHERE ARE WE AT THE MOMENT? 6

Purpose & Values Vision Stakeholders & Partners 7 The Faculty aspires to be in the top 50 for Physical Sciences in the World by 2015 through a commitment to world-class excellence in research and teaching. Its aim is to be at the forefront of advances in knowledge and technology and, by linking world class research, scholarship and education, provide trained scientists to meet the needs of society We are a research-intensive university which strives to to make a major impact upon global society Our Research Sponsors expect…. P 1. . high quality research of importance to society P 2. . . the best externally recognised experts in their field Enhance our international Profile Students – as lifelong members of our University community expect…. P 3. . . to deal with a P 4. . . to study at a University with a reputation for delivery & professionalism first class University recognised for its strong, enduring reputation Raise our game research in T 4 Deliver international T 1 Develop, promote and excellence in all our areas of research publicise our international profile Key themes develop outstanding graduates & scholars create, advance & disseminate knowledge P 5. . . to learn from academics at the cutting-edge of knowledge P 6. . . an education that creates excellent career opportunities inspirational learning and teaching enivronment that supports personal development Enhance enterprise and knowledge transfer Inspire our students to develop their full potential T 7 Deliver excellent and P 7. . a stimulating T 10 Enhance performance and value derived from enterprise and knowledge transfer T 6 Translate excellence in research and scholarship into learning opportunities for students T 5 Develop selected peaks that T 2 Increase recruitment and deliver world-leading performance participation of international students T 8 Provide an exceptional student experience T 9 T 3 Develop a strong international research culture T 11 Contribute to the enrichment of society on a local to global scale Increase participation of those who can benefit Improving our effectiveness Strategic enablers E 1 Build strategic partnerships that add significant value E 2 Provide first class facilities E 3 Create time for academic development Aggressively grow research income F 3 Manage resources to deliver strategic priorities and processes E 5 Manage organisational performance Valuing & developing all our staff Financial sustainability F 1 E 4 Improve core systems F 2 Grow additional sources of S 1 Develop leadership skills in a wider range of staff S 2 Ensure effective communication F 4 Ensure all faculties and schools S 3 Proactively attract & retain high quality staff S 4 Manage performance and profiitable income to invest in our future able to generate surpluses for re-investment and ownership of values and strategy at all levels support the development of all staff 7

KEY FACULTY ISSUES 8 • GRIP/FEC • STUDENT EXPERIENCE • THE NEED FOR SOUND FINANCES • THE NEED FOR FUNDS FOR INFRASTRUCTURE INVESTMENT • ESTATES/CAPITAL PLANS • NEED TO RECRUIT AND RETAIN STAFF WHO CAN DELIVER GRIP/FEC AGENDA. • CREATING TIME FOR ACADEMIC DEVELOPMENT 8

SPECIFIC ISSUES 9 • £ 4 £ and Transitional Funding (Finance) • CHEMISTRY – COLOUR CHEMISTRY MERGER (Finance) • PHYSICS (Finance) • REVIEW/BUDGET • IMB • CASS (Research) • SOMS (Research) • ESTATES/CAPITAL PLANS • PEAKS (Research) • RAE POSITION (Research) 9

1 0 SINCE THE LAST REVIEW MEETING… • = strategic investments agreed last Faculty Review 2005 1 0

1 1 SINCE THE LAST REVIEW MEETING. . 1 1

1 2 OVERVIEW OF PROPOSED FUTURE ACTIVITY • = appointment in 2006/07 1 2

1 3 OVERVIEW OF PROPOSED FUTURE ACTIVITY 1 3

1 4 FINANCE 1 4

KEY FINANCE ISSUES 1 5 • CURRENT POSITION • TRANSITIONAL FUNDING • £ for £ • PHYSICS PLANS AND RESULTS OF REVIEW GROUP • COLOUR CHEMISTRY / CHEMISTRY MERGER • DEVELOPMENT OF A FUND FOR STRATEGIC & INFRASTRUCTURE INVESTMENT • PAY SETTLEMENT • FUNDING TO RE-HOUSE PHYSICS (covered in estates) 1 5

1 6 Unrestricted Funds, Transitional Funding & £ for £ Faculty Opening 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 Closing By School/Institute Balance Forecast Plan Plan Balance £k £k Chemistry 1, 233 (747) (452) (201) 313 529 577 1, 251 (1, 432) (211) (110) 73 699 631 386 35 861 (115) (129) 727 908 673 649 3, 574 Colour Chemistry (952) (125) (78) (230) (43) (7) 57 (1, 377) Food Science (697) (162) (384) (141) 163 247 246 (727) SOMS 72 32 (34) (30) (18) (6) (2) 14 Faculty Office 75 (62) (3) 4 4 4 19 188 128 - - - 316 Analytical Centre 21 (99) 9 33 25 25 22 35 Physics & Astronomy Mathematics IMB Faculty Total (632) (1, 360) (1, 181) 228 2, 050 2, 095 1, 940 3, 141 Transitional Funding 0 0 0 320 160 0 0 480 £ for £ 0 0 0 540 560 0 0 (632) (1, 360) (1, 181) 1, 088 2, 770 2, 095 1, 940 Faculty Total 1 4, 721 6 1, 100

Current Position 1 7 • 2005/06 Forecast to year end approx £ 600 k improvement on last years plan Multitude of reasons underlying but a major element included is slippage and savings in investments l Mathematics - £ 240 k l Food Science - £ 200 k l Chemistry - £ 150 k • 2006/07 now planned to be approx £ 700 k worse (when compared to plans made last year) Again a multitude of reasons a main element being due to expenditure in investments l Mathematics -£ 200 k l Food Science - £ 100 k l Chemistry - £ 100 k l IMB (change in plans) - £ 100 k 1 7

Transitional Funding 1 8 Requested on the basis of higher than average laboratory space charges for these subject areas. Over a two year period until f. EC fully embedded. 2007/08 • Chemistry - £ 203 k • Food Science - £ 82 k • Colour Chemistry - £ 35 k 2008/09 • Chemistry – £ 102 k • Food Science - £ 41 k • Colour Chemistry - £ 18 k 1 8

£ for £ 1 9 • For every pound surplus generated in-year, the University will give a pound to the Faculty. • The current offer: £ 300 k for Physics £ 300 k for Food Science £ 500 k for Colour Chemistry (if merger) • The agreed faculty methodology for distribution: Call on £ for £ based upon Faculty level in-year surplus Retain £ for £ in Faculty Office Distribute from Faculty Office to relevant Schools and Departments, on basis of surplus generated by self > amount of original offer 1 9

Physics 2 0 • Planned surpluses from 2007/08 onwards • £ for £ fully claimed by 2008/09 • cumulative breakeven by end of planning period • Includes IMB planned activity as Stake Holder Model • Increase in Student Numbers; £ 20 k pa 2006/07 & 2007/08 and £ 57 k pa 2008/09 onwards re first year in take • Improved Retention; building to £ 190 k pa • Introduction of Msc; £ 100 k pa (approx) 2008/09 onwards • Re-charge expenditure to Research Grants, main element of which is staff costs; £ 140 k 2006/07 rising to £ 210 k 2010/11 2 0

Colour Chemistry / Chemistry Merger 2 1 • Separate Financial Plans, currently • Review Group established to consider financial aspects of Merger • Activity Analysis of Colour Chemistry • Decisions to be made about the activities moving forward, to move Colour Chemistry into an in-year surplus generating activity • Then to look at merger • Identify options for further financial improvements through merger 2 1

Fund for Investment in Infrastructure 2 2 • Faculty aware that substantial funds need to be retained, so as to support infrastructure in the future • Need; estates plans to identify timing & levels of likely expenditure needs • Request; an f. EC estates rate at a higher rate than the University average • In the future funds need to be specifically set aside to attempt to match the estates plans. Hard decisions may be necessary over investments, especially when surpluses are being realised and cumulative reserves held. 2 2

Pay Settlement 2 3 £k 2006/07 2007/08 2008/09 2009/10 2010/11 Faculty 19. 2 111. 3 243. 7 326. 6 340. 0 Chemis try 5. 0 28. 6 63. 1 84. 2 88. 2 Physics 4. 2 23. 7 52. 6 73. 8 78. 4 Maths 6. 2 35. 8 79. 6 104. 3 106. 7 Colour Chemis try 1. 8 11. 0 23. 8 32. 0 33. 2 Food Science 1. 7 10. 5 26. 8 27. 8 2 3

Affordability of Pay Settlement 2 4 • The effect of the settlement will be to reduce our capacity for future investment e. g. a reduced reserve in terms of our future capital requirements/infrastructure needs. • We need an Estates Plan which will be indicative of the levels and timings of expenditure required. This allow us to identify the rate at which we need to build up to the required level of funds. • Request: someone from Estates be allocated to MAPS to help formulate a Capital Plan over the Summer, so that decisions can be made regarding how the impact of the pay claim can be managed, prior to new academic session. • 2 4

2 5 STRATEGIC CHALLENGES & RISKS THE RISKS (FINANCE) KEY RISKS 3 4 1 Physics plans 2 Chem/Colour Chem merger 3 FEC recoveries 2 1 4 Fund for investment (long term). 2 5

2 6 SUMMARY Faculty moves into in-year surplus 2007/08 Faculty moves into cumulative surplus 2008/09 With the exception of Colour Chemistry (subject to review group) and Food Science all the Schools within the Faculty move into in-year and cumulative surpluses within the planning period. Whilst Food Science shows healthy in-year figures which would pay-off their cumulative deficit within 2 years of the end of this planning period Surpluses generated create funds for future investments 2 6

2 7 RESEARCH 2 7

RESEARCH 2 8 OVERALL STRATEGY To deliver international excellence in all our areas of research To develop selected peaks that deliver world-leading performance KEY PRIORITIES Appointments in strategically important areas Implementation of GRIP Review and strengthening of research mentoring. 2 8

2 9 RESEARCH STRATEGIC INVESTMENTS/MAJOR PROJECTS Appointments in strategically important areas • The appointment of a Chair and lecturer in Atmospheric Chemistry • The appointment of a Chair in Geometry • The appointment of a Chair in Experimental Quantum Information Science • The appointment of a Chair and lecturer in Statistical Bioinformatics • 2 Chairs in Food Science are in the process of being filled (to develop current silver peak to gold). • Recruitment of a Reader in algebra to maintain strength of Gold Peak in Algebra and Logic. Specific projects in 2005: • Chemical Genetics: £ 1. 1 M refurbishment + £ 500 k equipment • Experimental Quantum Information Science: £ 350 k refurbishment + £ 1 M equipment • Visitor Centre in Mathematics £ 1. 1 M • Rheology Laboratory in Physics: £ 40 k refurbishment + £ 540 k equipment 2 9

3 0 RESEARCH POSITION WRT RAE 2008 All Uo. As in MAPS aspire to achieving a GPA of 3. 0 -3. 2; the Research Review carried out in April 2006 indicates that all Uo. As either have attained their target GPAs or have plans in place to achieve these by 2007. PEAKS MAPS: The Leeds Algebra and Logic Group Gold Astrophysical and Geophysical Fluid Dynamics Gold Colour Science Silver Physical Science of Food Silver Polymer and Complex Fluids Gold Nanoscale Science and Quantum Information Future Silver ENVIRONMENT: Environmental & Earth Systems Science including Ecology Evolution & Atmospheric Chemistry Gold. FBS: Astbury – Biological Sciences & Physical Sciences Gold 3 0

3 1 RESEARCH INCOME PER FTE RESEARCH Whereas the performance of some individuals is commendable, a specific weakness rests with reliance on a small number of academic staff to secure the majority of research income. RESEARCH PERFORMANCE The research performance of each school and department within MAPS was subject to Research Review (completed May 06); these Reviews provide the individual research strategy statement for each academic unit Reviewed. SOMS The future role of SOMS is currently being subject to formal review. CASS The viability of CASS and its Faculty/University role is currently being subject to formal review. 3 1

RESEARCH 3 2 MAJOR FACULTY STRATEGIC INITIATIVES • Research Mentoring • Integration of Strategic Staffing Plan into Faculty Management Process. • Implementation of GRIP 3 2

RESEARCH 3 3 STRATEGIC CHALLENGES & RISKS THE CHALLENGES To raise MAPS performance with respect to the three key performance indicators (RAE profile, research grant income per FTE, number of PGR students per FTE). To develop strategic enablers to create more time for academic development and through research mentoring. To refine and implement the MAPS strategic staff appointment plan so as to enable the development of emerging peaks and maintain our leading edge in selected areas. 3 3

3 4 STRATEGIC CHALLENGES & RISKS THE RISKS (RESEARCH) KEY RISKS 8 1 6 1 RAE profile 2 4 2 Cannot appoint key staff 3 3 Research grant targets 4 Lose key staff 5 5 PGR targets 6 FEC recovery below expectation 7 7 Market led approach fails to deliver 8 Research outputs 3 4

3 5 INTERNATIONAL KEY PRIORITIES • To develop a marketing campaign and promotional materials to improve international profile, targeting new territories and selected universities. • Introduce MSc programmes with international appeal • Produce a Faculty visitor strategy. 3 5

3 6 INTERNATIONAL MAJOR FACULTY STRATEGIC INITIATIVES • Raise International Profile through Marketing • Setup MSc Programmes with International Appeal • Produce a Faculty Visitor Strategy 3 6

3 7 INTERNATIONAL STRATEGIC CHALLENGES & RISKS THE CHALLENGES Coordinating its international activity so as to ensure that schools work together and effectively to raise international awareness and esteem of the Faculty as a whole. Promoting a culture whereby the international dimension is a normal aspect of Faculty life, and is seen to enrich our research and teaching. Addressing the constraints in time for academic development to allow individuals and groups to develop the Faculty international agenda. 3 7

3 8 STRATEGIC CHALLENGES & RISKS THE RISKS (INTERNATIONAL) KEY RISKS 1 1 RAE profile 2 2 Market led approach fails to deliver 3 3 International PGR and PGT targets 4 International conferences 4 6 5 Cannot attract visiting scientists 5 6 ‘International’ publications 7 7 ‘International’ projects and grants 8 8 Sabbaticals etc 9 9 EU grants 3 8

3 9 E & KT 3 9

4 0 E & KT STRATEGIC INITIATIVES Deliver KT opportunities in schools and departments Jul 2006 – Sep 2007: development of first tranche of Faculty EKT opportunities: Food Chain CIC: buy-in expertise to prepare research proposals. Department Colour and Polymer Chemistry: a) promotional materials and b) re-branding of PT Colour Science courses. Colour and Imaging Group (CIG): promote and manage all KT activities. Mathematics: organisation of an industrial workshop. Chemistry: provide services in collaboration with CASS. Physics: provide services in collaboration with CASS. 4 0

4 1 E & KT STRATEGIC CHALLENGES & RISKS THE CHALLENGES To improve the attitude across the Faculty to EKT activities. The current state of central infrastructure support for EKT, e. g. the infrastructure surrounding agreement, IP negotiation, finance, project management, etc needs to be streamlined to improve KT performance. 4 1

4 2 STRATEGIC CHALLENGES & RISKS THE RISKS (EKT) KEY RISKS 7 5 1 RAE profile 2 6 2 Market led approach fails to deliver 3 4 3 CIC’s not sustainable 4 CASS not sustainable 5 KT not embraced by Faculty Staff 6 EKT targets not met 1 7 Govt/RDA funding 4 2

4 3 STUDENTS 4 3

INSERT STUDENTS HERE 4 4 STUDENTS (DLS) • SUMMARY OF FACULTY STRATEGY & KEY PRIORITIES • CURRENT POSITION/DELIVERY OF PREVIOUS PLANS • • • RECRUITMENT (current admissions situation) RETENTION SCHOLARSHIPS/BURSARIES WP NEW COURSES • NEW INITIATIVES/FUTURE ACTIVITY • MAJOR FACULTY STRATEGIC INITIATIVES • SCHOLARSHIPS/BURSARIES • STRATEGIC CHALLENGES & RISKS 4 4

4 5 EFFECTIVENESS 4 5

4 6 EFFECTIVENESS 4 6

4 7 EFFECTIVENESS 4 7

4 8 EFFECTIVENESS 4 8

4 9 STRATEGIC CHALLENGES & RISKS THE RISKS (EFFECTIVENESS) KEY RISKS 2 1 Cannot create time for significant academic development 2 Cannot provide first class facilities 3 1 3. Cannot improve core processes 4 9

5 0 STAFF 5 0

5 1 STAFF KEY PRIORITIES/STRATEGIC CHALLENGES: • COMMUNICATION • RETENTION OF KEY STAFF • STAFF WELL BEING 5 1

5 2 STRATEGIC CHALLENGES & RISKS THE RISKS (STAFF) KEY RISKS 1 Cannot retain key staff 1 2 Communication fails to improve 3 2 4 3 Mentoring/SRDS fails to improve staff performance 4 Effectiveness initiatives fail to free up academic staff time 5 2

5 3 KEY ISSUES REQUIRING UNIVERSITY SUPPORT CAPITAL/ESTATES PLANS: • RELOCATION/REFURBISHMENT OF PHYSICS • FURTHER REFURBISHMENT OF MATHEMATICS Request: someone from Estates be allocated to MAPS to help formulate a Capital Plan over the Summer, so that decisions can be made regarding how the impact of the pay claim can be managed, prior to new academic session. PERMISSION TO MAKE STATEGIC APPOINTMENTS IN 2006/07 5 3

5 4