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Key Performance Indicator Report 2012/13
Executive Summary
This annual update on the GCU 2015 key performance indicators provides a measure of how the
University has performed in relation to our strategic goals during the year. Building on the strong
foundations of past performance, the data included in this report clearly demonstrates that GCU
has continued to improve, progressing towards the successful deliver of the vast majority of our
key performance indicators.
Successes include:
Continued improvements in our student mobility indicator, which has now exceeded the
2015 target.
Proportion of postgraduate students. Performance has remained stable within a
challenging market, with positive indications of growth in postgraduate research student
numbers, particularly from overseas.
Strong improvement in our completion performance indicator, which now stands at 78.5%.
Continued improvement in our overall satisfaction rating from the National Student
Survey. The rating now stands at 85%, meeting our 2015 target.
Growth in high-value (over £100k) research awards and total research grant income,
indicating a healthy and improving research environment.
Strong growth in Business Academy income and reach, reflecting the strength of this
unique proposition within the sector.
Increased contribution to the economic growth of Scotland and the UK, along with
continued social impact at home and overseas.
Reputational growth. GCU continues to attract globally-influential thought leaders.
Activities to continue to target in 2013/14 include:
International fee income. Set against a challenging and competitive external market, our
efforts will focus on growing key markets and leveraging the opportunities created
through our capsule campuses and existing partnerships. Further detail on this activity is
included in the Internationalisation Strategy update paper.
League Table positioning. Focused action to improve our league table positioning is a
priority for 2013/14, targeting the aspects of the league table rankings in which we
currently underperform.
Building on the successes of 2012/13, then, colleagues at GCU remain committed to delivering the
2015 key performance indicators. This paper outlines the data and context behind performance in
each area.
2
Introduction
1. This report provides an update on progress against the University 2015 KPIs, which were approved by
Court in early 2011/12. The report also provides additional context around the strategic areas to
provide a fuller picture of performance and planned activities. Further context is also provided in other
reports being presented to the Court meeting, including the update on the Internationalisation Strategy
and the overview of Student Experience activities.
2. Internal data for 2012/13 is provided where appropriate. Data for 2011/12 is provided where this is
the latest information available and where it is externally published and allows us to benchmark the
University against the sector and out comparators.
3. The update shows that several of our key performance indicators are progressing on target for 2015,
including: HESA performance indicator on completion; Caledonian Club; income from philanthropic
sources; and the reduction of carbon emissions and EcoCampus status. Some indicators have already
been reached, including international student mobility and National Student Survey satisfaction.
However, some of the indicators look less likely to be achieved. These include doubling the income
from international activities and reaching our target positioning for UK league tables. Executive Board
will continue to monitor progress on all key performance indicators closely.
4. Appendix 1 provides an overview of progress against the KPI baselines for each strategic area.
Globally networked
5. The University had anticipated a drop in income in 2011/12 due to changes by UKBA that have had a
negative impact on international markets. The international fee income currently stands at £8.9 million
in line with 2011/12 but our budgeted position for 2013/14 shows significant improvement. Figure 1
below outlines this position in relation to our 2015 KPI.
Figure 1: GCU International Fee Income
•Double income from international student fees Globally Networked
02
46
81012
1416
09/10 10/11 11/12 12/13 13/14 2015 target
Mill
ion
s
International Fee Income
3
6. Since the approval of the new Internationalisation Strategy by Court in December 2012, a number of
activities have been taking place targeted at increasing income from our international activities. These
include, but are not limited to, revised and more focused approaches for managing overseas agents;
new scholarships and programme pricing structures; streamlined marketing; recruitment and
conversion processes; and closer collaborative working with colleagues in all Schools. Further
information is provided in the update on the Internationalisation Strategy.
7. The University has continued to see an increase in all forms of international student mobility in
2012/13, with a 14% increase in total outward mobility on the 2011/12 position. Erasmus and Non-EU
exchange participation has risen by 22%. ‘Non-formal’ mobility – which includes a wide range of
activities such as study trips, IAESTE work placements, practice placements and summer schools – has
increased by just over 12%. The proportion of students participating in international mobility now
represents 6% of the eligible home student population. For formal mobility this represents 1.4% of the
eligible student population. A recent report from the British Council on global trends in the sector
predicts that outbound mobility for the UK is expected to be 1.2% in 20201, clearly demonstrating
GCU’s strong performance in this area.
Table 1: International Student Mobility
2009-10 2010-11 2011-12 2012-13
Erasmus exchange 33 54 83 99
Non-EU exchange 8 21 24 32
Non-formal mobility 352 358 400 449
Total outward mobility 393 433 507 580
Figure 2: International Student Mobility %
1 British Council, The shape of things to come: higher education global trends and emerging opportunities to 2020,
2012, p61
• Grow the proportion of students participating in international exchanges to 5% of the home student population
Globally Networked
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
2009/10 2010/11 2011/12 2012/13
International Student Mobility %
Formal Total mobility
4
8. New partnership agreements have been signed to add to GCU’s range of exchange destinations for
students. This summer it is expected that 60 students will participate in short study trips to partners in
India and China, volunteering at Grameen Caledonian College of Nursing and at European summer
schools. This is an increase of 25% from last summer.
9. The University is also continuing to work with Schools and programmes to build in mobility possibilities
in the hard-to-send subject areas; for the first time there has been participation in outward mobility
from students from certain STEM subjects. In addition, research projects are underway to obtain the
numbers of students from widening participation backgrounds that participate in mobility and to assess
the impact of mobility of participating students.
10. To emphasise GCU's commitment to providing a diverse campus experience and to ensuring that all our
students have the opportunity to participate in outward mobility, specific objectives were included in
the 2013/14 Outcome Agreement negotiated with the Scottish Funding Council. Whilst not directly
funded by Scottish Funding Council, inclusion of targets around international diversity and student
mobility demonstrate how central these activities are to the experience we offer our students.
Excellence in Education
11. The total number of postgraduate students (taught and research) at GCU remains stable at around
19%, compared to the Scottish average of 26% and a University Alliance average of 15-16%. The charts
below provide an overview of postgraduate student populations in Scottish institutions.
Table 2: Postgraduate Headcount – Sector Comparison
Postgraduate headcount as % of total
students
GCU Scottish
average
University Alliance
average
2009-10 18% 26% 16%
2010-11 20% 26% 16%
2011-12 19% 26% 15%
Figure 3: Postgraduate Headcount – Sector Comparison
• Increase the proportion of postgraduate students to 20% of the student population
Excellence in Education
0%
10%
20%
30%
40%
50%
Postgraduate headcount as % of total students
% PG 2011/12 % PG 2010/11
5
12. GCU is now on its way to achieving this aspirational KPI with around a 9% improvement to the
projected completion rate, 78.5%. This indicator is modelled on our entire undergraduate population –
including articulating students and those from disadvantaged backgrounds – and demonstrates our
commitment to quality across our diverse student community. In comparison, the University of the
West of Scotland, where the undergraduate population is similarly made up of students from diverse
backgrounds, performs poorly in this area, with projected completed rates of just 62%. Performance is
now above the Scottish average (75.9%) and our benchmark (76.8%) and puts us in a strong position in
relation to the University Alliance grouping. Activities related to the new Strategy for Learning will
continue to focus on improvement in this indicator.
13. Measures of completion also reflect healthy performance in relation to the HESA non-continuation
performance indicator. In the latest published figures, GCU’s non-continuation rate was 8.4%,
compared to a Scottish average of 8.9%. Looking again at the University of the West of Scotland, we
can see that our focus on quality has paid dividends, as UWS has non-continuation rates of 23%.
Table 3: HESA Projected Outcomes
Projected
outcomes
2013
PI
2013
Benchmark
2012
PI
Degree 78.5 76.8% 69.8%
Figure 4: Projected Completion: Scottish Sector Comparisons
14. As can be seen from Figure 4, GCU is now joint fifth (with Robert Gordon University) in Scotland and the
projected completion rate is nearly 7% higher than our nearest comparator, Edinburgh Napier
University. In the University Alliance grouping (Figure 5), GCU shows the third largest growth, behind
the University of Salford and the University of the West of England. We are also performing well in
relation to our closest comparator (Hertfordshire), up 3.1 percentage points on their completion rate.
•Improve HESA performance indicator on completion towards 80%
Excellence in Education
50.0
60.0
70.0
80.0
90.0
100.0
Projected completion: Scottish sector comparators
2011/12 PI 2010/11 PI 2011/12 Benchmark
6
Figure 5: Projected Completion: University Alliance Comparisons
15. The 2012 HESA Performance Indicator on widening access shows that a third (32.2%) of GCU’s
undergraduate students come from disadvantaged backgrounds, reflecting a stable performance in this
area and one in keeping with our key performance indicator. The Scottish average remains at 27%.
Figure 6: Scottish sector - % from disadvantaged backgrounds (2011/12)
16. In 2012, 85% of final year students reported that they were satisfied with the overall quality of their
course. This is ahead of the University’s benchmark of 83% and a 3% increase on 2011. There were
65.0
70.0
75.0
80.0
85.0
90.0
Projected completion: University Alliance comparators
2011/12 PI 2010/11 PI 2011/12 Benchmark
•Maintain the proportion of students from disadvantaged backgrounds at a minimum of one-third of our student intake as measured by the HESA Performance Indicators
Excellence in Education
0
10
20
30
40
50
Scottish sector - % from disadvantaged backgrounds
•Improve student satisfaction as measured by the National Student Survey, achieving a minimum overall satisfaction rate of 85%
Excellence in Education
7
also increases in The Teaching on my Course (84%), Academic Support (78%) and Organisation and
Management (72%). Areas that remained unchanged were Learning Resources (81%) and Personal
Development (83%). These results were also supported by international students, through responses
gathered via the International Student Barometer.
17. After a small improvement in 2011, satisfaction with Assessment and Feedback has decreased by 4
percentage points to 57%. Not only is this a key area which all universities are seeking to enhance, it is
also an element of the NSS which feeds into the league tables. We have therefore invested in a
dedicated project – Feedback for Future Learning – and set targets for improvements for the 2013 NSS.
18. Satisfaction with the Students’ Association was also lower than anticipated at 55%. This is the first year
in which this area was covered in the NSS and we are working with the Students’ Association to focus
on improvements in the 2013 survey. The result is also at odds with the opinions collected through the
International Student Barometer, which rated satisfaction with the Students’ Association at 95%.
Specific work undertaken by the Students’ Association in response to the NSS includes focused market
research into the reasons why students rated their satisfaction in this way and lobbying with NUS
Scotland and NUS UK to remove the confusion in the question related to satisfaction with students’
associations. The University has also committed to work with GCUSA to enable the Students’
Association to engage more effectively with the broader University community.
Figure 7: GCU NSS Results 2010-2012
19. In comparison to the sector, GCU is on par with the UK sector for Overall Satisfaction (85%). The
Scottish average has remained at 86% for Overall Satisfaction, due to particularly high student
satisfaction at the University of St Andrews. GCU continues to outperform the sector in Personal
Development, 1% ahead of the Scotland average and 2% ahead of the UK average.
20. The 2013 results are due in August and Court will be provided with an update in due course. The
University is continuing to raise the profile of the survey and, after the success of the NSS Summit in
2012, a follow up event is now planned for September 2013.
50
60
70
80
90
100
OverallSatisfaction
The Teachingon my course
Assessmentand Feedback
AcademicSupport
Organisationand
Management
LearningResources
PersonalDevelopment
Students'Assocciation
GCU NSS Results 2010-2012
GCU 2010 GCU 2011 GCU 2012 Scottish average 2012
8
Excellence in Research
21. GCU intends to submit to nine Units of Assessment in the Research Excellence Framework 2014. Final
decisions on the selection of staff for submission will not be made until the assessment of individual
staff circumstances has been made, consistent with the commitment outlined in our REF Equality and
Diversity code of practice.
22. A number of activities have taken place in recent months in preparation for the Research Excellence
Framework submission, including: REF Code of Practice approved by Scottish Funding Council in
Autumn 2012; internal and external assessment of publication quality of all outputs; feedback to
individual staff by Units of Assessment on research outputs to date; and the development of draft
research impact case studies.
23. A review of research grant successes from 2009/10 to the current period was recently undertaken in
relation to this KPI. The analysis highlighted that a high degree of subjectivity was necessary to match
the figures previously reported as ‘high quality’ funding and that a more definitive metric should be
applied.
24. Following further analysis, it is proposed that this metric now relates directly to the number of research
grant successes at particular income levels. The aspiration for the 2015 KPI will be to move away from
a predominance of <£50k level grants to those at the >£100k level. Court members should note,
however, that, due to the increasingly competitive funding environment, there is more volatility in
these higher-value grants.
Table 4: Grant awards
Grant awards
Year
10 months
in
2009/10
2010/11
2011/12
2012/13
<£50k 62 73 90 68
£50k - £100k
11 8 11 9
£100k - £250k
9 10 6 11
>£250k 2 0 2 6
Total 84 91 109 94
Table 5: Grant amount Grant amount (000s)
Year
10 months
in
2009/10
2010/11
2011/12
2012/13
<£50k 602 630 515 669
£50k - £100k
800 631 392 663
£100k - £250k
1476 1301 598 1,426
>£250k 792 264 256 4,887
Total 3670 2,822 1,761 7,645
•Be positioned as a top 20 UK university in key areas in the 2014 REF
Excellence in Research
•Increase the number of research grant application successes from high quality research funding bodies and charitable sources by 30%
Excellence in Research
9
25. Tables 4 and 5 above illustrate that performance to date in 2012/13 shows a strong increase in the
number of grant applications at both the £100-250k and >£250k levels and a large overall increase in
research grant income. This impact reflects the increased focus that has been paid to these high-value
grants, with specific activities concentrating on leveraging opportunities from our strategic
partnerships, attracting stronger researchers and staff development.
26. The increase in grant income from 2011/12 can also be attributed to a small number of successful
larger projects. These include projects with: National Institute for Health Research, Health Technology
Assessment Programme, Medical Research Council, INTERREG (EU Inter-regional Funding Programme)
and Health Protection Scotland.
Delivering for business, the public and voluntary sectors
27. The GCU Business Academy strategy is one which focuses on the development of university to business
accredited programmes built on sustainable, strategic partnerships with world class organisations
across key sectors. The model offers high-quality, accredited programme-based solutions to workforce
development, from modern apprentice to middle management. Over a number of years, GCU has built
programmes and partnerships with a range of organisations, including: the MSc in Leadership and
Management of the Public Sector, developed and delivered in partnership with North and South
Lanarkshire Councils and now extended in CPD format to North Ayrshire Council; the MSc in Citizenship
and Human Rights by Learning Contract, offered in partnership with the Scottish Council of Voluntary
Organisations; and Academies offering a variety of programmes to staff from Howden and SSE.
28. As an example of how our Business Academies are developing, GCU has delivered a BSc in Railway
Operations Management in partnership with the Institution of Railway Operators for the last six years.
Operating at Certificate, Diploma and Degree level, this qualification is seen as an important industry/
academic route to niche knowledge, career progression and access to industry networks. We have now
transposed this programme to South Africa, in response to a need by Transnet Freight Rail to have an
internationally recognised, rail-focused qualification fit to respond to TFR’s knowledge and capacity
building challenges. In this way, GCU is offering a unique proposition within the sector and using
experience created through this proposition to identify and establish new partnerships.
29. To reinforce the importance of this offering, information about the Business Academies was included in
the 2013/14 Outcome Agreement. Again, whilst not directly funded through Scottish Funding Council,
Business Academies represent key opportunities for GCU to interact with business, the public and third
sectors. In 2013/14, our expectation is to develop two new academies, building on the 7 we already
have in place. This success is mirrored by a 44% increase in income from Business Academies, from
£0.9m in 2011/12 to budgeted income of £1.3m in 2013/14.
30. This strong performance also reflects the general climate of knowledge exchange activities at GCU.
Although the commercial and financial environment across the UK and Europe makes generating
knowledge exchange income very challenging, there are opportunities as organisations recognise the
•Increase the number of Business Academies by five in key areas
Delivering for Business, the Public and Voluntary Sectors
10
need to develop the capability of their human capital to remain innovative and competitive. Against a
very challenging commercial and financial backdrop right across the UK, then, GCU knowledge
exchange income has increased by 15% on 2011/12 figures. The appointments of a new Pro Vice-
Chancellor for Business Development and a Director of International Business Development will bring a
new energy and focus to further expand this work.
31. Competition for Knowledge Transfer Partnerships has increased substantially in recent years. Funding
has become more limited and criteria more challenging, focusing on wealth creation and innovation
leading to significant, rather than incremental, change specifically across product development and the
application of technology. Against this backdrop, there has been a reduction in the number of
Knowledge Transfer Partnership projects at GCU in 2012/13 (see table 6). However, GCU remains
committed to further development of this activity and has a range of experience and opportunities on
which to develop. Renewed focus is being paid to the KTP pipeline, building on the relationships formed
through the SFC-funded Innovation Vouchers projects. This has already resulted in three applications
planned for the June submission date.
Table 6: KTP project update
Current KTP portfolio KTP projects that reached their formal end 2012-13 Highland Colour Coaters Ltd Silvers Marine Ltd
FMC Technologies Ltd If Only Holidays Ltd
Mahle Engine Systems Ltd Natural Fruit and Beverage
First Scotrail Ltd Shearwater Marine Ltd
Agrico Ltd
Valuing our people
32. Following approval of the People Strategy by Court in September 2012, a six month progress report was
presented to the Staff Policy Committee in March 2013 confirming that People strategy initiatives are
broadly on track for their target delivery dates. A pulse survey was conducted in late 2012 and
demonstrated significant improvement in each category of the Corporate Compass target scores.
These improvements are attributed at least in part to the extensive consultation undertaken with staff
during 2012 about the results of the 2011 survey. Table 7 and figure 8 below display the outcomes from
the latest survey.
•Maintain our strong position in the Scottish sector for Knowledge Transfer Partnerships, increasing to 15 Knowledge Transfer Partnerships
Delivering for Business, the Public and Voluntary Sectors
•Develop and implement a new People Strategy Valuing Our People
11
Table 7: Pulse Survey Outcomes
Overall scores 2011 2012 Target
What I Value 65% 70% 80%
What I Feel 63% 72% 85%
What I Say 48% 61% 80%
What I Do 62% 67% 75%
Figure 8: Pulse Survey Outcomes
33. The Equality & Diversity Outcomes Framework was agreed in April 2013 and an application for Athena
Swan accreditation will be submitted in November 2013. Sickness absence levels remain static, and to
address this, a Health & Wellbeing Taskforce has been established under the leadership of Professor
Frank Crossan, to report in December 2013. A full progress report on the first year of the Strategy will
be presented to Court in September 2013.
Committed to the common good
34. GCU commissioned a further study of economic impact following the project undertaken by BiGGAR
Economics in 2010. The 2011/12 publication reported that GCU has had a substantial impact on the
Scottish economy, with over £444 million GVA and over 10,000 jobs; an increase of 9% since the 2010
report. The University’s graduate premium for 2011/12 graduates has been estimated at more than
£375 million in Scotland, bringing the total impact to more than £820 million.
35. The University’s students contributed £220 million and 8,093 jobs to Scotland. These students had an
impact through their spending, part-time work and volunteering. Glasgow Caledonian University
recruits significantly more students from deprived backgrounds than the average for the Scottish higher
education sector.
36. This commitment to our broader community also extends to social impact – through the Caledonian
Club in Glasgow and London (see below) and through other, global initiatives. This was showcased
earlier in 2013 with the first graduation ceremony for students at the Grameen Caledonian College of
Nursing. Chancellor Muhammad Yunus, Principal Pamela Gillies and a host of dignitaries celebrated
with the thirty-eight students who graduated a Diploma in Nursing and Midwifery, in what was the first
graduation ceremony at the College since its establishment in 2010.
0%20%40%60%80%
100%
What IValue
What I Feel
What I Say
What I Do
•Achieve a relative increase in the University’s economic impact for Glasgow and Scotland
Committed to the Common Good
12
37. The expected total membership for Caledonian Club at the end of 2012/13 is 7220 pupil members and
2400 parent members. This represents a 36% increase in pupil members from 2011/12 and 20%
increase of parent members. The expected total membership for the GCU London Club at the end of
2012/13 is 203 pupil members and over 100 parent members, well on the way to meet 2015 targets.
Table 8 shows the investment in the Caledonian Club and London Club since its launch in 2007 (2011
for the London Club).
Table 8: Caledonian Club Investment
Core Funds External monies Total
2007/08 (pilot year) £15,000 n/a £15,000
2008/09 £125,000 £15,000 £140,000
2009/10 £186,000 £16,500 £202,500
2010/11 £200,000 £16,500 £216,500
2011/12 £230,000* £72,750 £302,750
2012/13 £264,600 £84,250 £348850 *Core funding includes GCU London funding from 2011/12 Table excludes additional funding for the Tale of Two Sporting Cities project
38. In 2012/13, the Caledonian Club has continued to deliver its core activities across the five communities
it serves. As of May 2013, the Club has worked with 1600 pupils across its core activities with a
prospective 200 pupils still to participate in the Professors Challenge scheduled for early June 2013. In
addition, a prospective figure of 120 pupils will also take part in the Barcapel Foundation-funded week-
long S5 Summer Project.
39. The Club has also continued its commitment to working with the parents of pupils within our
communities and has engaged with approximately 350 parents during 2012/13, with showcase events
for a further three primary projects still to be delivered. A partnership between the Caledonian Club
and the Open University has also focused on delivering parent-specific projects, working initially with
16 parents on a ‘Reflection Toolkit’. A number of other parents have since engaged with the OU
Openings Course, with additional support from the Club.
40. The GCU London Club is now in its second year of delivery to three school communities local to GCU
London. GCU London Club started in 2011/12 with a focus on one primary school, working with nursery
pupils in the reception class and a Year 6 class. Plans for 2012/13 were to extend the work to three year
groups within the initial school and work with a year group in a further two primary schools. These
plans have been achieved, engaging a range of pupils and parents in a number of innovative ways
including a digital project book. Planned activity for 2013/14 is likely to mean that the 2015 key
performance indicator of 300 pupil members will be reached ahead of schedule.
•Deepen and evaluate the impact of the Caledonian Club in Glasgow and build the London Club to achieve 300 students and their families
Committed to the Common Good
13
Sustainability
41. The University’s positioning in the Complete University Guide for 2013 has increased by 1 place, ranking
GCU as 26th amongst UK modern universities. GCU’s ranking in the Guardian League Table has dropped
by 5 places and we are now positioned at 38 out of the UK modern universities. It is unclear how these
changes will be reflected across the other League Tables, as each uses a different methodology to
calculate the respective rankings. Given these outcomes, the key performance indicator is unlikely to
be reached. Improving our standing in these external measures is a critical priority for the University in
2013/14 and actions will be focused on areas in which we are currently underperforming.
Table 9: GCU league table positioning
2013 position
UK modern universities
2013
2012 position
UK modern universities
2012
Guardian 96/119 38 91/120 36
Times Due early June
81/116 27
Complete University Guide 80/124 26
81/116 26
Sunday Times Due in Sept 86/122 32
42. The University is forecasting an underlying surplus of 2.4% for 2012/13, due to continued key
investments to support the University Strategy.
43. The cash income from philanthropic sources for 2012/13 stands at £585,755 to date, exceeding the
internal target of £356,000 for 2012/13. Three-year projected income forecasts also indicate that we
are on track to meet all targets through to 2015. However, trend data for UK-sector performance
shows a significant decrease from 2010/11, highlighting the difficulty of raising income from
philanthropic sources in a harsh economic climate. Table 10 outlines this in more detail.
•Become a Top 10 UK Modern University as measured by our league table Sustainability
•Achieve an annual underlying financial surplus of a minimum of 3%
Sustainability
•Increase income from philanthropic sources by 50% (to £455,500) Sustainability
14
Table 10: Philanthropic Median Cash Income
Year UK sector median cash
income (Higher &
Further Education
Institutes)
University Alliance Group
median cash income
GCU cash income
2009/10 £774,000 £527,272 £303,690
2010/11 £1,052,000 £400,000 £562,412
2011/12 £453,000 £225,000 £640,830
2012/13 Not yet available Not yet available £585,755
44. Due to these external factors, additional activities are being put in place aimed at increasing income,
including more face-to-face meetings with potential donors and closer working with Schools to identify
larger projects to fundraise against. Investment in this area of activity, and opportunities created by
our capsule campuses in London and New York, should begin to show increasingly positive results in
2013/14.
45. Alongside philanthropic donations, we have also succeeded in securing a wide range of scholarship
opportunities for GCU students. Now in their sixth year, support for the Magnus Magnusson Awards by
individuals and companies have enabled the University to make 36 awards (12 of which were in 2013),
totalling £130k, to support projects that will enable the recipients to develop personally or
professionally at home or in developing countries, or by giving something back to communities around
the world. Other exciting opportunities for GCU students include a new partnership with industry giant
Warner Bros. and a wide range of Santander scholarships.
46. Combined Heat and Power (CHP) installation is due for completion in early July. The CHP system will
support the delivery of the University’s carbon management plan as well as initiatives such as
Sustainable Glasgow, a partnership formed to help Glasgow become one of the most sustainable cities
in Europe by reducing carbon emissions by 30% within 10 years. The project will also reduce the
University’s carbon taxes. In addition, the Combined Heat and Power installation will support a
specialised teaching and research unit.
47. The Gold EcoCampus audit is due to take place in late August 2013 and an action plan, based on
outcomes from a mock audit, has been developed to increase the University’s success in gaining this
award.
48. The University is one of nine companies and organisations throughout Scotland, and the only one in
Glasgow, piloting the ‘Recycle and Reward’ scheme, part of the Scottish Government’s Zero Waste
Scotland programme. Encore Hospitality Services, which provides catering services at GCU, has been
awarded £90,000 by Zero Waste Scotland to install six ‘reverse vending’ machines on campus. The
scheme will be piloted until September 2013.
•Reduce carbon emissions by 20% and achieve gold and platinum Eco Campus status Sustainability
15
49. GCU has had a number of key engagements with world thought leaders during 2012/13.
Communication was sent to Chancellor Yunus’s inauguration event in October by the office of the
former US president, Bill Clinton. In April 2013, Chancellor Yunus was presented with the US
Congressional Gold Medal in recognition of his efforts to combat global poverty.
50. Lily Cole will receive her Honorary Degree of Doctor of Letters from GCU at this summer’s graduation.
Ms Cole is being honoured for her outstanding contribution to humanitarian and environmental causes,
which include Impossible.com, an innovative social networking platform that will encourage people to
offer skills and services to one another free of charge, as a Yunus Social Business. Ms Cole is also patron
of The Ethical Justice Foundation and is an ambassador for the UN-affiliated organisation
Beauty4Empowerment.
51. Dr Madeleine K. Albright delivered a keynote speech to more than 700 senior guests at the Scottish
Council for Development and Industry (SCDI) International Awards. Shed Media/Warner Brothers – who
have a relationship with GCU via the MA TV Fiction Writing programme – were awarded an
international business award for their work in leading SHED productions to a successful merger with
Warner Brothers and creating substantial employment.
52. The Principal met Daw Aung San Suu Kyi as part of a British Council delegation at a Foreign and
Commonwealth Office reception hosted by the Foreign Secretary William Hague. During the meeting,
the Principal formally handed over an invitation from the Lord Provost of Glasgow inviting Daw Aung
San Suu Kyi to visit Glasgow and accept the Freedom of the City. The meeting led to a follow up visit to
the campus from a British Council study delegation of Higher Education Leaders, commissioned by Daw
Aung San Suu Kyi to conduct a comprehensive review of universities in Myanmar.
53. Professor Gillies attended the inaugural Forbes Women’s Summit, held in New York. The two-day event
was a meeting of more than 250 powerful minds, with a delegate list of world leading CEOs,
entrepreneurs, philanthropists, innovators, educators, heads of foundations and NGOs, artists and
politicians.
•Double the number of worlds thought leaders engaging with the University by 2015 and evaluate the impact of our contribution
Sustainability
Appendix 1: GCU Key Performance Indicators (updated position June 2013)
Targets 2009-10 baseline 2011-12 position Latest position June 2013 2015 Outcome
Internationally networked
Double income from international activities
£6.8m (2009-10 annual accounts)
£8.95m
£8.9m (2012/13 forecast) £13.6m
Grow the proportion of students participating in international exchanges to 5% of the home student population
2.5% of home students (HESA 2009-10)
1 % Formal Mobility (107 students) 5% Total Mobility
1.4 % Formal Mobility 2012/13 (134 students) 6% Total Mobility (based on internal data)
5%
Excellence in education
Increase the proportion of postgraduate students to 20% of the student population
17% (HESA Headcount)
18.9% (11/12)
Benchmark data not yet available
20%
Improve HESA performance indicator on completion towards 80%
75% (2010 HESA PI)
72% (2012 HESA PI) 78.5% (2013 HESA PI)
76- 80%
Maintain the proportion of students from disadvantaged backgrounds at a minimum of one-third of our undergraduate student intake as measured by the HESA Performance Indicators
34%
34% 32.2%
Minimum of 34%
Improve student satisfaction as measured by the National Student Survey, achieving a minimum overall satisfaction rate of 85%
83% overall satisfaction in the 2010 NSS
85% (2012 survey)
N/A (Results due in August 2013)
Minimum of 85% overall satisfaction
Excellence in research
Be positioned as a top 20 UK university in key areas in 2014 REF
2008 RAE results
REF preparations underway
REF outcomes
Increase the number of research grant application successes from high-quality research funding bodies and charitable sources by 30%
<£50k: 62 awards £50k-£100k: 11 >£100k: 11 grant awards
<£50k: 90 £50k-£100k: 11 grant awards >£100k 8 grant awards
<£50k: 68 (-24% on 2011/12) £50k - £100k: 9 grant awards >£100k: 17 grant awards (+112.5% increase on 2011/12)
Proposed KPI metric: Increase the number grants at >£100k level and move away from a predominance of <£50k level grants
17
Delivering for business and the public sector
Increase the number of Business Academies by five in key areas
2 in 2009-10 Howden and ClydeUnion
7
7: North/ South Lanarkshire Council; Clyde Union; Howden; Transnet (Pilot academy); SSE; MSc Citizenship and Human Rights (composite class academy); Scottish Ambulance Academy
Baseline +5 Academies
Maintain our strong position in the sector for KTPs and increase the number of KTPs to 15
10 KTPs
12 KTPs (11/12)
4 KTPs (12/13) 15 KTPs
Valuing our people
Develop and implement a new People Strategy, with measurable outcomes and indicators for the People and Organisation directorate
Baseline will be provided for the key elements of the strategy
People strategy was developed in 2011/12 with approval at Court in October 2012
People Strategy approved by Court. Accreditation of Athena Swan planned for August 2013.
Achievement of the 2015 People Strategy outcomes
Committed to the common good
Achieve a relative Increase the University’s economic impact for Glasgow and Scotland
£406M impact for Scotland £230M for Glasgow
£406M impact for Scotland £230M for Glasgow
£444.3m impact for Scotland; £216.2m impact for Glasgow; £498.5m for UK (not measured in 2010)
Relative increase in economic impact
Deepen and evaluate the impact of the Caledonian Club in Glasgow and build the London Club to achieve 300 students and their families
Caledonian Club established, working with five area clusters London Club established in 2011
Caledonian Club: 5,300 pupil members and 2,000 parent members. GCU London Club: 23 pupils took part in events at the London Club.
Caledonian Club: 7220 pupil members and 2400 parent members. GCU London Club: 203 pupils and 100+ parent members
Demonstrated impact of Caledonian Club and London Club (300 students and their families)
Sustainability
Become a Top 10 UK Modern University (Associated target to be in the Top 60 of UK universities in league tables)
2011 positions (UK modern universities): 19
th Sunday Times
19th
Guardian 17
th CUG
2012 positions (UK modern universities): 32
nd Sunday Times
36th
Guardian 26
th CUG
2013 positions (UK modern universities): 26
th CUG
38th
Guardian
In the top 10 moderns in at least two league tables
18
16th
The Times 27th
The Times
Achieve an annual underlying financial surplus of a minimum of 3% of turnover
5% (2009-10 annual accounts)
C2% C2.4% Surplus in excess of 3%
Increase income from philanthropic sources by 50%
£304k
£640,830 £585,755
£456k
Reduce carbon emissions by 20% by 2014 and achieve gold and platinum eco campus status
Achieved Bronze in 2009, Silver in 2010
Work began on the new combined heat and power (CHP) installation system
CHP installation due for completion in July 2013. EcoCampus Gold audit due to take place in August 2013.
Platinum eco campus status Achievement of Carbon Trust target
Double the number of world thought leaders engaging with the University by 2015 and evaluate the impact of our contribution
Professor Yunus in 2009 Mary Robinson in 2011
Kofi Annan (2011) Albright Clinton Cole Robinson Suu Kyi Yunus
Network of high profile thought leaders
