University Executive Board

Faculty of Medicine, Dentistry and Health Strategy Update, February 2012

Vision

‘To be a Health Sciences Faculty distinguished by excellence in: learning, teaching and the student

experience; internationally-leading research and its translation into practice; impact on human

health and patient care.’

This paper includes:

(i) An update on the Strategic Plan for 2010/11-2013/14 and key priorities from 2012

(ii) Progress against targets defined in 2009/10

(iii) KPIs as at November 2011

(iv) Statement of Required Support from Professional Services to support strategy delivery

1. Context

The Faculty Strategic Plan 2010/11 – 2013/14 was produced in January 2010. Progress is measured

according to a set of KPIs developed in 2010 and against 6 key benchmark institutions (Birmingham,

Bristol, Leeds, Manchester, Newcastle, Nottingham). Although substantially amended, the NHS White

Paper still contains requirements to make £20bn NHS savings, changes to clinical placements, changes to

Multi- Professional Education and Training (MPET) budgets, and the abolition of Strategic Health

Authorities (SHAs), our commissioning partners, from 2013. Health Education England and new regional

Academic Health Science Networks (AHSNs; with potential for associated AHSC status) and Local

Education and Training Boards (LETBs) will be established in late 2012 with responsibility for innovation

and education commissioning respectively.

Our vision for 2022 places the Faculty clearly within a new and strong alliance with the NHS for education

commissioning and research collaboration. Newly emerged and emerging research institutes and centres

in key inter-Faculty strengths will be well established - Public Health; Cancer; Assistive Technologies;

Musculoskeletal Ageing; Translational Neuroscience; Infectious Diseases; Developmental and Biomedical

Genetics and the Virtual Physiological Human. With our key partner STH, the Faculty will be part of a

regional AHSN federated to a Northern Health Alliance, with strong NIHR underpinning and strong links to

academic directorates in STH, driving forward clinical research and improving patient outcomes through

innovation. Our UG teaching and student experience will consistently be ranked top 3 in the UK and our

graduates known for their excellence, public health knowledge and international and multi-professional

awareness. We will be strongly recognised in our region as healthcare partners of choice for industry and

as generators of positive impact for the City and regional population.

2. Update to Strategic Plan for 2010/11 to 2013/14 and key priorities

2.1 Priority Areas

As stated in the original plan, the Faculty has five strategic priority areas:

A. Teaching

B. Research

C. NHS Partnerships

D. Faculty Culture and Communication

E. Leadership / Staff Planning and Development

Importantly, we are now identifying a 6th

priority:

F. Internationalisation

While this will be embedded in many of the first five, it is separated out for emphasis and clarity.

The Faculty has a high volume of existing international links and a range of ambitions to develop

more. We need to integrate more with International Affairs, and at Faculty level, to achieve full

impact from existing activity and to develop strong markets for student recruitment in a range of

countries and continents. Ultimately, this will support the realisation of objectives under Teaching

and Research and contribute to financial stability.

1

2.2 Key Challenges

Within these 6 priority areas, the immediate key challenges are:

TEACHING

2.2.1

UG Teaching

(i) Deliver the 2012 propositions: enhancing feedback; UG research experience; enterprise and

employability; and IPE.

(ii) Continue NSS improvements: we are ranked 3rd

(93%) amongst our benchmark competitors

for overall satisfaction and 2nd

(59%) for assessment and feedback.

(iii) Maintain strong performance in Widening Participation (SOAMS, ADOPT, FE progression).

(iv) Establish relationships with the post-SHA commissioning bodies for professional courses.

(v) Manage the known reductions in SHA-commissioned numbers from now to 2014 in Speech

Therapy, Orthoptics, Dental Hygiene and Nursing CPD. These are now exacerbated by

reductions in HEFCE UG Home core quota for HCS and Nursing.

(vi) Enhance teaching efficiency via curricula mapping to identify areas for shared teaching.

(vii) Enhance workload modelling across the Faculty to identify and understand teaching resources

and staff workloads.

(viii) Complete repositioning of intercalated degrees (Dentistry, Medicine) within new fees context.

2.2.2 PG Teaching

(i) Continue to revitalise PGT portfolio with new programmes to attract international students.

(ii) Continuing to develop E-learning capabilities to offer increased flexible, part-time and DL

delivery (new DL courses being developed in Dentistry and ScHARR).

(iii) Develop a strong marketing strategy and plan to support international recruitment targets.

(v) Work with CICS and Student Services to improve registration procedures for non-standard

students.

(vi) Continue to closely monitor fees and new course approvals to ensure competitive position

and viability.

RESEARCH

2.2.3 PGR

(i) Continue the successful development of the Faculty Graduate School for PGRs.

(ii) Develop a strong marketing strategy and plan to support international recruitment targets.

(iii) Consider fee/scholarship packages to attract more PGRs.

(iv) Ensure the post Roberts support framework for training Early Career Researchers and PGRs

is successfully implemented, continuing the success of the Faculty Think Ahead programme.

(v) Monitor and improve submission rates.

(vi) Work collaboratively to win funded studentships.

(vii) Develop international links and joint supervision mechanisms to increase recruitment .

2.2.4 REF

(i) Continue Faculty REF Working Group to optimise REF submissions.

(ii) Ensure impact case studies become fully developed.

(iii) Ensure departments produce impact strategies.

(iv) Targeted investment in key appointments by the census date.

(v) Performance enhancement of staff through coaching and support for those at thresholds.

(vi) Careful staff planning of new / retiring staff to maximise submissions.

2

2.2.5 RESEARCH INCOME

(i) Continue diversification of sponsor portfolio to increase NIHR, RCUK, EU and industry funding

(ii) Ensure that new research support staff (in the Faculty, RIS, CRO) work optimally together and

across the Faculty to target major sponsors (RCUK, NIHR, EU) for large-scale projects

(iii) Appoint Faculty champions for MRC and NIHR funding to support investigators with bids and

ensure we obtain at least one NIHR Biomedical Research Unit in the next round

(iv) Support the process for renewal of the CLAHRC funding

(v) Support the development of a Northern Health Alliance through the AHSN framework

(vi) Support other collaborations, international, national and internal, to support large-scale

applications, creation of centres and attraction of PGR places

(vii) Support the Joint Clinical Research Office with STH to deliver its objectives for increasing

NIHR income

(viii) Establish clear and agreed principles with STH for the distribution of NIHR FSF/Research

Capability funding

(ix) Support progress of our new major research centres: Public Health; CRUK Cancer Centre;

Assistive Technologies; Insigneo (Virtual Physiological Human); CIMA (Centre for Integrated

Musculoskeletal Ageing, joint with Liverpool and Newcastle).

(x) Support the continuing development of existing major centres: SITraN, CDBG, Mellanby

(xi) Support the development of strategic new centres, e.g. the Florey Institute for Infectious

Diseases.

(xii) Increase the number of external, competitively awarded Fellowships

NHS PARTNERSHIPS

2.2.6

(i) Continue to develop strong partnership with STHFT at senior level for all areas of engagement

(Teaching, Research, Staffing, Estates, Communications)

(ii) Monitor changes in commissioning landscape and ensure we are strongly positioned within the

new structure.

(iii) Work with partner HEIs and Trusts to develop a strong AHSN and LETB for our region, and

contribute to the National Centre for Excellence in Sports and Exercise Medicine

(iv) Maintain close relations with the SHAs until their cessation in April 2013.

(v) Support the Joint Clinical Research Office in realising targets for growth in NIHR income

FACULTY CULTURE AND COMMUNICATION

2.2.7

(i) Share resources and expertise effectively to realise full benefit of Faculty structure

(ii) Promote Green Impact teams across the Faculty

(iii) Achieve Athena Swan Silver status

(iv) Enhance communications, to share successes and promote capability, working jointly with STHFT

(v) Raise the Faculty profile internally and externally through effective communications and campaigns

(vi) Enhance culture of raised standards, shared values, co-operation and teamwork

(vii) Build awareness of the Faculty’s heritage, identity and impact, working with Marketing and Alumni,

to emphasise our value and commitment to the city and region

(viii) Enhance internal communications to foster a sense of shared mission and belonging

(ix) Enhance and strengthen Alumni links and activities in support of strategic objectives

(x) Develop a Faculty impact strategy across teaching and research.

(xi) Continue implementation of the Faculty Estate Strategy, realising greater co-location of Faculty

departments, successful completion of capital projects within the current capital investment fund and

business planning for the relocation of ScHARR to the Psychology site.

LEADERSHIP / STAFF PLANNING AND DEVELOPMENT

2.2.8

(i) Gain agreement for Medical School financial sustainability plan

3

(ii) Achieve maximum value from our staffing resource, working with HR, and identifying resource to

invest strategically in future staffing .

(iii) Prepare targeted staffing investment plans to enhance REF outcomes

(iv) Promote mentoring schemes to raise performance and support development

INTERNATIONALISATION

2.2.9

(i) Work more closely with the International Affairs Office and International Recruitment to maximise

international links and promote our course portfolio in new and continuing markets

(ii) Define a marketing plan for international target markets, working with the IO and internal

marketing

(iii) Encourage students to undertake international placements / electives and raise the profile of

student activity overseas

(iv) Encourage cultural agility in our students through teaching, student placements and inter-

professional education.

(v) Share information on international links and promote joint international recruitment trips

3. Progress against key challenges and objectives in 2010/11 Plan

3.1 Activity completed and ongoing in the priority areas since the 2011 update

Objective Actions / Projects

Realise Estate plans to improve UG+PGT experience

3 capital projects underway 2012: Barber House (School of Nursing and Faculty Office); Medical School B/C floors, RHH; Clinical Skills Centre, NGH. 1 capital project Feb-Oct2013: IWP for Human Communication Sciences, likely move for HCS January 2014 These projects will significantly enhance UG+PG student experience increasing satisfaction, morale and recruitment of the best students.

Continuing NSS improvements

Moved from 89% to 93% in overall satisfaction and 58% to 59% on assessment. Highest Faculty scores across TUOS in teaching on my course, course satisfaction, learning resources and personal development. Ranked 3

rd in benchmark group for

overall satisfaction and 2nd

for assessment and feedback.

Develop Marketing strategy and message

Faculty Marketing Group established and due to finalise strategy and plan May 2012 2012 Propositions and Sheffield Healthcare Graduate statement defined Marketing messages workshop held and University marketing engaged in development of Faculty strapline and potential civic campaign.

Increase research income and RNC

Monthly monitoring of applications, awards and RNC at FEB. Volume and value of research applications have recovered in 2011/12 following a dip in 2010/11. Monthly application rates since October 2011 are consistently higher than in the previous 3 yrs. Awards value has also increased: in 2010/11, total award value exceeded £25M and 2011/12 awards are on track to exceed this. Definition of strengths v MRC/NIHR themes and 7 interdisciplinary priority areas defined: Stroke; Dementia; Assistive Technologies; Cancer; Microbial; Clinical Diabetes; Bone. Faculty Forum on Stroke in Spring 2011 with 26 presentations from across departments. Dementia Club established. STH has established Academic Directorates, most with clinical academic leadership, to stimulate clinical research and NIHR income.

Manage SHA reductions Close negotiations with EM and Y&H SHAs have ensured phased, manageable reductions. Dental Hygiene and Therapy, Nursing CPD, Orthoptics and Speech Therapy are undergoing phased reductions in 2011 and 2012. These will achieve the required 14% savings for the SHAs by 2014. We continue to negotiate closely on these contracts to maximise income. Growth in international students in HCS and Nursing is planned to mitigate income losses. These are now compounded by reduced HEFCE places for 2012 intakes to Nursing and HCS HEFCE courses.

Intercalated degrees Medical intercalated degrees developed into Masters programmes available from 2012. Continuing discussion in Dentistry and Medicine re positioning, fees and scholarships.

4

WP and flexible delivery SOAMS and ADOPT continue to perform well. WP spend being monitored. New blended learning degrees introduced in Dentistry and ScHARR. HCS and Nursing continue their PGT DL programmes. New part-time Cert in Medical Education introduced and recruiting well. Faculty E-learning group established to bring together expertise and technologists from across the Faculty. Registration for non-standard students was improved in 2011 but significant problems still remain. Ongoing discussions with CICS / Student Services on this.

Support for PGRs Faculty Graduate School launched. Faculty-wide PGR 4-day induction run successfully October and February. Faculty-wide peer mentoring, training, scholarship advice and progress monitoring in place. http://www.shef.ac.uk/faculty/medicine-dentistry-health/graduateschool/index

REF 2014 Faculty REF group established. Faculty Forum October 2011 devoted to impact for REF. All departments developing strong impact stories. Staff mentoring underway to increase performance. SRDS will include review of targets and outputs.

Scholarships and fee packages for PGs

This is to be further discussed and developed in 2012

PGR growth New scholarships (10) available through CRUK Centre and Centre for Integrated Muscoloskeletal Ageing (CIMA). Dentistry funding 6 scholarships internally. Target levels of PGR supervision set for academics.

Generate multi-disciplinary bids MRC and NIHR

Faculty strengths mapped to funder priorities and key themes established. Academic champions and research admin support being identified to help foster bids. New RIOM and Deputy Director in CRO will work with RIS and Faculty colleagues to stimulate bids.

Diversify research portfolio

EU officer appointed November 2011 and supporting submission of FP7 and other EU bids. He will work closely with RIS and RIOM.

Ensure successful delivery of Joint Clinical Research office

Achieved. The CRO is fully actioned, the website is launched, jointly-funded deputy director recruited and in post February 2012. New governance structure implemented. Ongoing promotion required.

Achieve national recognition through award of sponsored centres

Award of CRUK Centre status and MRC / ARUK Centre for Integrated Musculoskeletal Ageing. Loss of NIHR BRUs in CV and Bone was major blow. Award of National Centre in Public Health (J Nicholl, Director) in ScHARR.

Enhancing Faculty comms

Quarterly Faculty e-newsletter established. Brochure about to be published. Strong links with central comms and press office. Faculty Comms Group (with CICS, Internal Comms and Press Office) working well. Website continually enhanced.

Sharing resources and expertise effectively

Faculty Think Ahead programme for early career researcher training short-listed for THES award. Faculty Managers Group established and developing shared values and behaviours across support staff. Faculty Mentoring programme for support staff established October 2011. Green impact teams set up in 8 depts. Faculty-wide training day for 100+ support staff August 2011.

Increased PGT numbers and delivery efficiency

Total PGT recruitment increased by 3% in 2010/11 but was 46fte below target in 2011/12. The drop was wholly accounted for by full-time international students. The target is growth of 45% by 2013, compared to 2008/9 baseline data. The 2011 intake was +5% on 08/09 levels. 10 new PGT programmes were introduced in 2011.

Enhance graduate employability

Sheffield Healthcare Graduate attributes defined and embedded into courses. Inter-professional education expanded to include Faculty-wide induction for UGs in multi-professional team event (Street Medicine) and Faculty-wide student engagement events on ‘What’s Happening in the NHS’. All Medical graduates placed successfully in F1 positions 2011 and graduate experience placements scheduled for June 2012.

Enhance knowledge exchange and consultancy

Sheffield Healthcare Gateway established under HEIF5 in 2011. 2 New Business Development Managers recruited and new website launched. http://shg.sheffield.ac.uk/home.aspx

5

3.2 Review of Targets in 2010/11-2013/14 Strategic Plan

3.2.1 Income

TARGET Progress

4% growth in total income from 2008/9 to 2010/11, 16% growth by 2013/14 Updated targets from 2011:

2009/10 to 2011/12 target: 5% 2009/10 to 2014/15growth: 15% 2011/12 to 2012/13 growth: 5%

1% growth achieved between 2008/09 and 2009/10; 1% growth achieved between 2009/10 and 2010/11 2% growth achieved from 08/09 to 10/11 Growth would have been higher but unexpected cuts to SHA income and cuts to HEFCE T applied in 2010/11.

3.2.2 Teaching and student experience

TARGETS PROGRESS

NSS Assessment & Feedback: at least 50%, all courses, Overall satisfaction: all courses, ≥ Univ average and 90% New targets for 2012: achieve ratings as high or higher than 2011 scores

ACHIEVED with all courses > 60% ACHIEVED with Faculty avg = 93%, 3

rd in competitor group

UG recruitment Maintain volume and quality of intake

ACHIEVED HEFCE Home quota met and not exceeded ACHIEVED UG SHA-funded quota met and quality maintained 28 UG International recruited (-2 target)

PGT POPULATION Grow PGT 5% by 2011, 10% by 2012, and 45% by 2013 (baseline = 2008/9 population) New Target for total (home and overseas) FTE growth between 2010/11 to 2014/15: 30% New Target for overseas FTE growth between 2010/11 to 2014/15: 75%. New Target for overseas PGT Intake for 2012/13: 180

ACHIEVED 10% growth in total FTEs between 2009/10 and 2010/11 (37% between 2008/09 and 2010/11). 5% growth in PGT overseas FTEs achieved between 2009/10 and 2010/11 (increase of 35 FTE). Total PGT recruitment was 46fte below target in 2011/12. The drop was wholly accounted for by full-time international students. The revised target is growth of 30% by 2013, compared to 2008/9 baseline data. The 2011 intake was +5% on 08/09 levels. 175 new intake achieved in 2010/11.

Grow Non-Clinical PGT Programmes 10 new programmes introduced 2011; Further programmes to be introduced 2012.

Develop Inter-Professional Education events

Street Medicine Faculty-wide UG induction event 2010, and 2011, well-received. ‘What’s happening in the NHS’ events for students x 2 in 2011 Joint project with SHU under Leading Transf Change in IPE

Widening Participation Maintain and develop WP activities and extend Faculty-wide

Successful WP programmes continue in Medicine (SOAMS) and Dentistry (ADOPT). LeTS are liaising with the Outreach and Access Office regarding a pilot scheme to promote allied health subjects to school leavers. The School of Nursing and Midwifery have also extended progression agreements to include 7 colleges. LACIC programme in HCS continuing strongly.

6

3.2.3 PGR Students

TARGET PROGRESS

50% growth in PGR population, H+OS, by 2011 Target for 2010/11 to 2011/12 FTE growth: 20% Target for 2010/11 to 2014/15 FTE: 50% Revised target for 2010/11 to 2014/15 FTE: 40%

2011 recruitment maintained previous growth for Home students but saw a fall in overseas numbers. Total intake numbers are 25% higher than in 2008/9. 17% growth in population achieved between 08/09 and 11/12. 7% growth from 10/11 to 11/12

3.2.4 Research and Innovation

TARGET PROGRESS

Grow gross research income by 10% between 2008/09 and 2011/12 Target for 2008/09 to 2011/12 growth: 5% Target for 2008/9 to 2012/13 growth 10%

1% fall in internal gross research income between 2008/9 and 2009/10. ACHIEVED 5% growth at end 2010/11.(Total £27,350k)

Grow RNC by 12% by 09/10 and 30% by 2013/14

ACHIEVED 17% growth between 2008/09 and 2009/10; 2010/11 RNC financial forecast was exceeded but total less than 09/10. Longer term target of 30% growth by 2013/14 to be retained as ‘aspirational’

Grow research income per academic FTE 10% by 2012/3

ACHIEVED 6% growth between 2008/09 and 2009/10; 2010/11 shows a drop of 4% against 08/09 figs.

Grow RCUK gross research income between 2008/09 and 2011/12 Target for 2009/10 to 2011/12: 5% Target for 2010/11 to 2012/13: 5%

3% increase in RCUK gross research income between 2008/09 to 2009/10.

Grow NIHR income Sharing of NIHR knowledge and expertise within Faculty; launch of Joint Research Office; FEB away day identified 7 areas of key strengths mapped to NIHR/MRC priorities.

To pump-prime research 30 internal research awards made in 2010.

7

Version: 31 October 2011

Key: Highest

Lowest

Faculty of Medicine, Dentistry and Health Key Performance Indicators

NoKey

Performance Indicators

Measures

Dat

a so

urce

Purpose of KPI Comment

Faculty actual

direction of travel

Latest value Previous

value

Current rank

Previous rank Faculty target from strategic plan

Quantified Faculty target

Timescale for targetComparator

group medianFaculty of Arts &

HumanitiesFaculty of

EngineeringFaculty of Science

Faculty of Social Sciences

University Total

1Total (attributable) income per academic FTE (£s)

To track position within the University and to monitor growth across all income streams.

3rd in University, behind Engineering and Science. Decrease since 2009/10.

↑ £222k £311k 3rd 1st0% growth in total income

between 2009/10 and 2011/12£311k 2011/12 £222k £148k £276k £244k £194k £1085k

2

% of total income which is "growable". (Includes: non-Home UG fee income, RNC, other overheads. Excludes: HEFCE grants, Home UG fee income and NHS educational contract income)

To track position within the University and to monitor growth across income streams that can be grown.

Second lowest in University due to high cost UG programmes (funded by UG Home Fees and HEFCE T) plus NHS contract income. Slight increase in 2010/11, in keeping with a wider increase across the University.

↑ 23% 22% 4th 4th No target currently set N/A N/A 29% 15% 58% 29% 43% 39%

3 Ratio of PGT overseas: PGT home students To track PGT population balanceThis indicator can only be compared to other Faculties. FMDH has fallen in this ratio and the overall ranking.

↓ 0.67:1 0.73:1 3rd 2nd75% growth in international PGT

2010/11 to 2014/151.18 2014/15 0.67:1 058:1 4.99:1 0.34:1 0.93:1 1.02:1

4 Income from PGT activities To track PGT incomeCan only be benchmarked internally against other Faculties. Despite significant actual improvement in PGT income, the Faculty has been overtaken by Engineeering.

↑ £6339k £5426k 3rd 2nd30% growth in PGT income from

2010/11 to 2014/15£8241k 2014/15 £6866k £2307k £7393k £3511k £17944k £37496k

5 Gross Research Awards ValueTo track progress internally and externally and monitor growth.

Can only be benchmarked internally against other Faculties ↓ £26238k £39094k 3rd 1st30% growth in gross research

awards 2008/09 to 2011/12£29919k 2011/12 £26238k £2684k £45650k £29735k £4456k £108762k

Comparator Group data

NoKey

Performance Indicators

Measures

Dat

a so

urce

Purpose of KPI Comment

Faculty actual

direction of travel

Latest value (2009-10)

Previous value

(2008-09)

Current rank

(2009-10)

Previous rank(2008-09)

Faculty target from strategic plan

Quantified Faculty target

Timescale for targetCompetitor group

medianBirmingham Bristol Leeds Manchester Newcastle Nottingham

6 Number of UG students per academic FTETo compare UG commitment with competitors as indicator of capacity.

Sheffield and three competitors all reduced slightly since 2008/09. Difficult to change due to regulatory requirements.

↓ 7.3 7.8 6th 6thMaintain volume and quality of UG

intake (not quantified)N/A N/A 9.6 9.5 9.8 10.2 9.6 7.1 9.8

7 Number of PGT students per academic FTE To track growth in this area and compare with competitors.Strong improvement from 2008/09. Leeds and Nottingham have also increased this figure.

↑ 2.1 1.6 1st 3rd30% growth in PGT population

between 2010/11 to 2014/152.7 2014/15 1.6 1.6 1.8 1.6 1.4 0.8 1.4

8 Number of PGR Students per academic FTE To track growth in this area and compare with competitors.Stable Faculty value. All competitors have either decreased or remained static.

↔ 0.7 0.7 7th 6th35% growth in PGR population

2010/11 to 2014/151.0 2014/15 1.0 1.0 1.2 0.7 1.2 1.3 0.8

9 Average Tariff Score on Entry

HEI

DI (

2010

/11)

To track performance internally and externally and to ensure continuing high quality.

Measure has been modified to reflect a weighted average, based on actual student population. Performance is either stable or increasing across different subject areas. Decrease in rank is largely due to competitors (particularly Bristol and Birmingham) increasing their average entry scores.

↔457

(2010/11)

462

(2009/10)

4th

(2010/11)

3rd

(2009/10)

Maintain volume and quality of UG intake (not quantified)

N/A N/A 464 472 485 397 416 479 347

10Percentage of first degree entrants from state schools or colleges

Inte

rnal

sn

apsh

ot d

ata

To monitor the Faculty's WP performance.It is not possible to benchmark against other Faculties. High % is positive and should be maintained.

11 Percentage score on overall satisfaction(NSS)To measure student satisfaction and compare internally and externally.

The Faculty is above the University average (currently 90%). ↑ 93% (2011) 89% (2010) 3rd (2011) 2nd (2010) 90% or above for all courses 90%+ 2010/11 86% 86% 84% 94% 75% 96% 89%

12Percentage score on assessment and feedback (NSS)

To measure student satisfaction and compare internally and externally.

Target of being >50% in all areas achieved. Strong progress. Room to improve further.

↑ 59% (2011) 58% (2010) 2nd (2011) 2nd (2011) At least 50% on all courses 50%+ 2010/11 50% 44% 50% 55% 50% 63% 43%

13Percentage of graduates in further study or employment D

LHE

200

9/10 To track performance internally and externally and to ensure

continuing strong UG 'offer'.Sheffield, as well all in competitor group score 100% in Medicine and Dentistry.

↑ 97% 96% 3rd 5thMaintain or improve on current

value 96%+ 2010/11 97% 96% 98% 97% 96% 96% 99%

14Gross Research Income (relates to research spend)

To track progress internally and externally and monitor growth.

Decline in 2009/10. Only Nottingham and Sheffield has reduced Gross research income, but Newcastle has overtaken Sheffield, which is now bottom of the group.

↓ £27640k £27873k 7th 6th5% growth in gross research income (2008/09 to 2011/12).

£29267k 2011/12 £40977k £52613k £34846k £53927k £75099k £40977k £28071k

15Research income per academic FTE (£s) (relates to research spend)

To track progress internally and externally and monitor growth.

Reduction of 10% since 2008/09. This may be due to 13 additional academic FTEs in 2009/10. No competitor has improved since 2008/09.

↓ £79k £88k 6th 6th10% growth in research income per academic FTE 2008/09 to

2011/12£87.4k 2011/12 £130k £135k £139k £130k £144k £124k £53k

16Research income from RCUK (relates to research spend)

To track progress internally and externally and monitor growth in support of income and prestige.

Faculty RCUK income up by 2% on 2008/09, but still behind direct competitors

↑ £4430k £4322k 7th 7th7% growth in RCUK income

2008/09 to 2011/12£4625k 2011/12 £8728k £13308k £10055k £4556k £8728k £10448k £7320k

17HEFCE QR Charity Support funding (from 2011 grant letter)

To track performance externally and to highlight HEFCE return for generating charity income.

Decrease in charity support QR across all Units of Assessment between 2009/10 and 2010/11. Only Dentistry grew charity support QR in this period.

↓ £1,898,582 (2010/11)

£2,070,528 (2009/10)

5th 5th No target currently set N/A N/A £2966k £4188k £1770k £2966k £5915k £3522k £773k

18Research income from EU (relates to research spend)

To track performance externally, to measure growth and diversification of Research portfolio.

Strong Faculty performance, with an 8% increase on 2008/09 amounts. Increaases across Faculty - e.g. Medicine increased by 3%, Health and Community Studies by 75%. Birmingham and Leeds reduced this income.

↑ £2286k £2109k 4th 4th5% growth in EU income 2008/09

to 2010/11£2214k 2010/11 £2286k £2162k £1057k £1802k £4225k £2428k £3248k

19Research income from commercial organisations (relates to research spend)

To track performance externally, to measure growth and diversification of Research portfolio.

Significant decline in funding on 2008/09 (27% decrease). Comparable declines include Birmingham (-13%) and Newcastle (-15%). Manchester and Nottingham have improved.

↓ £2373k £3273k 5th 4th No target currently set N/A N/A £2730k £2730k £1432k £3624k £7214k £1470k £4481k

20 Number of active NIHR fellowship awards

NIH

R w

ebsi

te

To track performance externally and over time, to measure growth.

Improved Faculty performance, with 1 more NIHR doctoral researcher and 1 more CAT clinical lectureship. However, still behind competitor group median.

↑ 9 7 6th (5th)Growth in NIHR income (not

quantified) - propose to increase by 2

12 2013/14 12 16 17 12 26 12 4

Comparator Group dataTargets

Targets

Performance

Performance

Data to be provided by Admissions Service from 2012 admissions cycle onwards.

HEI

DI (

200

9/10

) ex

cep

t 17

(fr

om t

he M

arch

20

11 H

EFC

E gr

ant

lett

er)

NS

S 2

011

Inst

itut

iona

l (Fa

cult

y) S

usta

inab

ility

HEI

DI (

200

9/10

)20

10/1

1 Y

ear

end

inte

rnal

dat

a20

10/1

1 Y

ear

end

inte

rnal

dat

a

Res

earc

hAc

adem

ic P

rofil

e an

d M

arke

t P

osit

ion

The

Stu

den

t Ex

per

ienc

e an

d

Lear

ning

and

Tea

chin

g

8

5 Support needed from professional services

1. Strong HR support for performance management is essential. The Faculty and its departments are engaging strongly in performance review in order to raise standards, maximise resources and achieve sustainability. Strong professional support for this activity is essential.

2. Medical School: A 3 year plan for financial sustainability is being built. This combines cost savings in the staffing budget with plans for targeted, high potential investment. Support in terms of financial moderation while this plan takes the necessary time to be brought to effect, support from HR for effecting good performance management and support from the SDF to invest in high potential staff will be critical to the achievement of this plan.

3. Senior UEB engagement with STH and NHS partners and support for engagement with the local authority (City Council) wrt the Health and Wellbeing Board / Public Health agenda will be necessary.

4. Ever closer working with Life Sciences and other disciplines (BMS, MBB, Psychology, Computer Science, Engineering, Social Sciences) will be necessary to realise research income growth; support for inter-disciplinary working and structures to support joint development would be helpful.

5. Marketing: The Faculty Marketing Group is preparing a strategy and action plan to support income targets. Support for PG international recruitment and for local and national profile-raising in support of fund-raising is required. Internationalisation is a key priority and close working with International Affairs will be important. Partnership working to take forward these objectives will be critical.

6. International Affairs: We have a multitude of links overseas but have not thus far shared or exploited these links adequately. We want to work closely with the International Affairs office to capitalise fully on existing international links and to build others.

7. Estates: 3 capital projects are taking place in 2012, 1 in 2013. Essential that these complete on time and to specification. Essential also to have support for ScHARR’s future accommodation at Psychology as swiftly as possible. Support HCS with growth in staff and students until their move in 2013/14 to IWP.

8. The 5 departments within the Medical School are now well established and are driving forward separate targets for PGR and PGT recruitment, RNC income, research income growth and consultancy. However, it remains difficult to monitor performance and allocate resources according to income due to a lag in central systems recognising the departmental structure. Depts do not receive timely information and PGS and Finance colleagues waste valuable time making manual adjustments to create reports. This places depts at a disadvantage and is unsustainable. Amendment to the CIS to recognise the separate medical departments is urgently required.

9. Research and Innovation Services: Support for identifying interdisciplinary opportunities, constructing major bids and pushing colleagues to respond to high potential calls. Working directly with the Faculty, putting researchers in touch with researchers across the Faculty and Faculties. Ensuring continued success of Think Ahead within the post-Roberts arrangements. Support for interdisciplinary events to create connections and build critical mass in areas of strength which span Faculties. Support for cementing relationships with the CRO and developing joint clinical research.

10. CICS and RIS: support for the Clinical Research Office to develop its processes and IT systems in sympathy with University systems (e.g. interaction and interoperability with URMS).

11. Alumni and Development: Support for building the business case to enhance fund-raising, working in partnership with STH, will be important.

12. Biological Services: support for ongoing reconfiguration to map the services to user needs and to bring the service back to sustainability. Continuing support with HOI engagement important.

13. Strategic development fund: investment in high performing staff in priority areas to support financial recovery and REF strategy.

14. Support for new, cross-disciplinary research centres: Assistive Technologies; Florey Centre for Infectious Diseases, CRUK Cancer Centre, MRC/ARC Centre for Integrated Musculoskeletal Ageing, Virtual Physiological Human (Insigneo), SITraN, Centre for Developmental Biomedical Genetics.

9