Report from Executive Board to Senate and Council. Annual Review of the University s Performance 2009/10

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1 Report from Executive Board to Senate and Council Annual Review of the University s Performance 2009/10 This paper is presented to Senate and Council annually to illustrate changes in Newcastle s performance within a comparator group of institutions across a number of measures. Over the past few years, the paper has been reconfigured to present a concise but clear summary of performance structured within the five institutional strategic objectives which were introduced in Vision 2021 A world-class civic university. Newcastle is compared to 34 other institutions taken from those ranked highest in the 2010 THE World Rankings (published September 2010), the 2010 QS World Rankings (published September 2010) and the 2012 Times Good University Guide (published June 2011). For each of the five strategic objective, a variety of measures is presented as a series of coloured horizontal bars. Each bar reflects the size of that measure for each institution, proportionate to the highest ranking institution. Newcastle s position and values, as well as the value of the highest and lowest ranking institutions, are noted in the charts. The latest sector-wide data available for this report is for the 2009/10 academic year (except for UCAS Applications 2010/11, and National Student Survey 2010/11). Where more recent data is known for Newcastle, including unconfirmed estimates, these have also been included. Professor Tony Stevenson PVC Planning and Resources 26 October

2 Annual Review of the University s Performance 2009/10 This report draws on published data and sets out the University s comparative position against a variety of measures. In previous years this has been a lengthy publication. This year we have taken the opportunity to brigade the measures in the report into five sections, reflecting the five strategic objectives established in Vision A world-class civic university. However, at this stage, as we have few hard measures to reflect performance against the objective a focus on selected societal challenge themes, performance is presented under the general heading of Engagement. The report therefore consists of a comparative performance chart for each of the five areas listed below. Student Satisfaction and Student Experience Research Quality and Power International Profile Engagement and Societal Challenge Themes Financial and Environmental Sustainability In each chart a variety of measures are presented as a series of coloured bars. Each bar shows the size of the measure for each institution, proportionate to the highest ranking institution. Newcastle s position and values, as well as those of the highest and lowest ranking institutions, are shown in the charts. The figures have been prepared primarily using data produced by the Higher Education Statistics Agency (HESA). Other data sources include the national Estates Management Statistics (EMS), the National Student Survey and data published in the 2012 Times Good University Guide. The latest sector-wide data available for this report is for the 2009/10 academic year (except for UCAS Applications 2010/11, NSS 2010/11). Comparator Group Newcastle has been compared to 34 other institutions with the highest ranking in the 2010 THE World Rankings (published September 2010), the 2010QS World Rankings (published September 2010) and the 2012 Times Good University Guide (published June 2011). BATH Bath E ANG East Anglia LANC Lancaster NOTT Nottingham S HAM Southampton BIRM Birmingham EDIN Edinburgh LEED Leeds OX Oxford ST A St Andrews BRIS Bristol ESSX Essex LEIC Leicester Q MRY Queen Mary SURR Surrey CAMB Cambridge EXET Exeter LIV Liverpool Q BEL Queen's Belfast SUSX Sussex CARD Cardiff GLAS Glasgow LSE LSE READ Reading UCL UCL DUN Dundee IMP Imperial College MAN Manchester R HOL Royal Holloway WAR Warwick DUR Durham KING King's College NCL Newcastle SHEF Sheffield YORK York Each chart shows a series of measures where, in the majority of cases a high ranking position corresponds to a high value/percentage. The comparator group average and Newcastle s movement within the group are noted next to each measure. Where Newcastle has targets and updated (2010/11) values for the measure these have been included below the charts. This is a broad overview and, as an indicator of comparative performance, is subjective. Presentation of Newcastle s change in ranked position in the comparator group is supported by traffic light systems using two sets of colours. This is summarised below. Improving position by more than 5 places in the group compared to previous year No change, or movement of 5 or less places in the group compared to previous year Deteriorating position of more than 5 places in the group compared to previous year Professor Tony Stevenson PVC Planning and Resources 26 October

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