Presentation all staff briefing - 2 apr14 full (16-9) jw & sj
Transcript of Presentation all staff briefing - 2 apr14 full (16-9) jw & sj
Staff Briefing2nd April 2014
Staff Briefing2nd April 2014
Sarah JonesChief Finance Officer
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%
Surpluses Graph since 2007/08
Operating and historical cost surpluses as percentage of total income 2002-03 to 2012-13
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
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 (%
)
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 (%
)
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
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
(%)
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
(%)
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
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 (%
)
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 (%
)
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
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 (%
)
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 (%
)
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
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 (%
)
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 (%
)
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
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
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
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
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
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
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
Staff Briefing2nd April 2014
Staff Briefing2nd April 2014
John WrightChief Information Officer
BACKGROUNDStudent Expectations Needs of Colleagues
Changing IT Landscape Legacy Environment
PROJECTS TO BE COVERED
• Digital Learning Environment (DLE)
• Customer Relationship Management (CRM)
• University Website
DLE Project
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
CRM title page
CRM Project
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
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
Website title page
University Website Project
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
Staff Briefing2nd April 2014