UNIVERSITY OF EXETER EXTERNAL AFFAIRS STRATEGY ......2. EXTERNAL AFFAIRS AIMS AND OBJECTIVES 2.1 The University’s Corporate Plan identifies External Affairs as one of its four key

Page 1 of 30

UNIVERSITY OF EXETER EXTERNAL AFFAIRS STRATEGY 2008/09

We believe that our success in undertaking leading-edge research, high quality teaching and generating increased earned income depends to a high degree on our ability to engage effectively with networks and communities; to communicate well with our markets; and to collaborate closely with our partners. All parts of the University are involved in managing a complex set of relationships with key audiences whose connections with us are dynamic. As a medium-sized University we can achieve world-leading status more effectively through partnership. (Corporate Plan 2007-09) One of our key values describes the University as Outward looking, bold and creative, working in partnership with others to achieve success.

1. EXECUTIVE SUMMARY 1.1 A University moving towards top 10 takes its external affairs seriously, and in particular

the management of its reputation. This Strategy provides an overview of our external- facing activities for 2008-09. It underlines the importance of continued work to better identify key audiences and target communications; build partnerships; create more networking opportunities and enable ‘planned opportunism’. It describes how the University’s overall corporate plan objectives are supported through external affairs activity aimed at each of our key direct and indirect audiences. It shows how the University plans to manage its links with external stakeholders and customers for 2008/09. It lists specific activities proposed for the year, the target groups which they aim to address, the communications methods proposed and the way in which we will monitor success.

1.2 The strategy builds on the gains made in 2007/08. We plan to review our overall

approach after the December announcement of the RAE outcomes along with other reviews of strategy. This will tell us whether or not we are on track to meet our top 10 aspirations and whether we can maintain our broad-based research focus. A number of other factors will be taken into account in our planning in January including the state of the UK and world economy; China’s post Olympic position in the World; the state of Middle East and Eastern European politics and; closer to home, UK policies emerging in response to growing opposition to the current Labour Government; the decision on local authority unitary status in Exeter and the bid for ESI.

1.3 Given School plans we expect the following themes to have a major impact on

reputation: climate change – led by SECAM and SoGAER; international and Islamic politics – led by HUSS; Lifesciences – led by PCMD and Biosciences; Education – led by SELL; and Sport and Sport Science – led by SHS and the Sport Office. An emerging theme will be the impact of the announcement of the establishment of our new Business School.

1.4 Most of the elements of this plan are affordable within existing resources, however as

part of this plan we are proposing the development of a new international strategy which will require new resources from 2009-10. Schools plan to spend over £7m on external affairs activity including bursaries/ scholarships.

1.5 The Strategy does not describe ongoing external affairs work such as managing an

effective press office, providing a graduate recruitment service; handling student enquiries well, or producing the undergraduate prospectus; rather it focuses on new activities designed to tackle identified issues. It explicitly does not cover student recruitment activities as these are described in the Education Strategy, except those that have an impact on our overall reputation such as activities targeted at head teachers or alumni teachers.

Page 2 of 30

1.6 Although we plan to manage our external affairs effectively, there will undoubtedly be

unexpected ‘events’ during the year to which we will have to respond swiftly and effectively. There is growing Professional Services capacity in Communication and Partnership to react both to opportunities and threats to our reputation.

1.7 The Strategy is unlike the Research and Teaching strategies in that it contributes to key targets across the piece. It has a particularly important impact on the KPI associated with non-HEFCE income i.e. it supports research income from partners, consultancy, other earned income including sponsorship and philanthropic donations, premium fee income, international student fees, and hospitality services external income. These are all subject to separate plans and targets but all rely on External Affairs activity for their success. Where other plans already contain external affairs activity, this plan simply refers the reader to those plans. It is essential that there is good communication between the external elements of the various strategies and demonstrating the interlinkages and interdependences between them is one of the main roles of this plan.

2. EXTERNAL AFFAIRS AIMS AND OBJECTIVES 2.1 The University’s Corporate Plan identifies External Affairs as one of its four key aims:.

External Affairs - effective connection with our communities, markets and partners 2.2 This aim cannot exist in isolation. External affairs is an underpinning activity which

supports the other main corporate objectives ie:

• Research intensiveness recognized internationally

• Providing one of the best student experiences internationally

• Working for a sustainable future

2.3 In supporting these aims our external affairs objectives will be linked closely to the customers and stakeholders that we aim to influence and the brand messages we aim to get across.

2.4 We will undertake a range of activities in support of external affairs objectives. The full

list is shown at ANNEX A. Some of these will require input from task and finish groups reporting to the DVC External Affairs (except where indicated otherwise).

3. BRAND MESSAGES

3.1 We currently describe the University in the following ways depending on the audiences

involved:

• Research intensive, recognised internationally for its excellence

• Offering challenging programmes at all levels of study, highly attractive to students from varied backgrounds

• Providing an outstanding student experience which prepares students for meaningful employment and a fulfilling life

• Offering a high-quality, campus-based living and learning environment which is welcoming and inclusive

• An international university, in outlook and impact

• Committed to making a positive, distinctive and measurable impact on society, and playing a leading role in the South West region

Page 3 of 30

3.2 The overall aim is to strengthen the recognition of our brand messages amongst key

audiences thereby continuing to strengthen our brand. Each of these messages is underpinned by a number of substantiating statements. We also have a set of value statements which describe the sort of people we aim to be (ANNEX B).

3.3 However for top 10 universities these sorts of messages are becoming just ‘hygiene

factors’. They do not act as differentiators. 3.4 During this year we will want to develop a stronger overall statement which can help

differentiate us from competitors, help us build a stronger corporate reputation and inform the development of the next Strategic Plan. This will describe how we want the University to be seen as it moves into the top 10. The development of our new website offers an excellent opportunity to get across our vision for Exeter in a compelling way. The design attributes that we have agreed for the new website due to be launched in October should help to create an impression of the University as:

• confident, dynamic and innovative

• challenging and changing people and society globally • inclusive, welcoming and ‘green’ (in the sense of environmentally sustainable). Our preference is to develop a new overall statement that combines some of these elements above with the existing University Value below: Outward looking, bold and creative, working in partnership with others to achieve success.

3.5 We also aim to develop a strand of work around the idea of creating a position of ‘thought leadership’ for Exeter around key areas of strength where we can provide information resources, access to publications, and podcasts via the new website.

3.6 We will also ensure that our built environment makes strong statements about our

aspiration. The Forum project will make a major contribution to this but in 2008-09 we will redevelop Northcote House public spaces to project a top 10 image.

4. STAKEHOLDER MANAGEMENT 4.1 The University has identified 400 key stakeholders and through their external affairs

plans, Schools have drawn our attention to 250 that they are engaged with. There is significant overlap between these.

4.2 It is estimated that our Professional Services alone undertake over 400,000 separate

significant communications each year with our key external audiences including mailings, face to face meetings, email, dinners, events etc. If we include all the communications and interactions between academic staff and others, such as Hospitality Services, then this number will be greatly multiplied. Our website attracts around 1million hits a week, over 600,000 from external users.

4.3 We have developed a comprehensive list of stakeholders and customers and have

developed tailored approaches to cover all of these. Some will simply receive regular written communications, others will be targeted for one to one meetings or events. Positioning messages (shown at ANNEX B) will be tailored for each audience. Key stakeholder categories, application of messages and overall aims are shown at ANNEX C.

Page 4 of 30

4.4 There are two overall categories of stakeholder –

1. Direct customers/ funders - for most of our direct customers/ funders, strategies already exist for engagement and active marketing. This Strategy does not attempt to duplicate these but they are included within the Strategy (at Annex C) for completeness. This Strategy does not cover student recruitment activities as these are covered by the Education Strategy.

2. Opinion Influencers - Most of the focus of this strategy is on indirect audiences or

influencers. These have tended to be neglected over the years but are increasingly important for the development of a top 10 profile.

4.5 We have revised the system for stakeholder reporting for 2008-09 in view of the Dual

Assurance system. Each stakeholder will continue to have an assigned lead from CaP or a school and a senior management Champion (primarily a member of VCEG). Stakeholder leads will develop action plans for each stakeholder and submit them to CaP. The Director will then ensure that Champions are happy with the action plans. Leads will report on activities during the year through the External Affairs Dual Assurance framework. Champions will only need to be involved again if problems occur with the stakeholder or there are new developments that require the input of the Champion. All feedback to Champions will be directed via the Director of CaP.

5. REPUTATION MANAGEMENT AND COMMUNICATIONS 5.1 In 2007-08 the Performance and Risk Steering Group increased to the maximum level

the gross risk associated with our reputation. This confirmed that reputation is one of our most important assets, if not the most important. This is in line with the view of large corporations where it is now estimated in the US that intangible assets represent 72% of a company’s market value (NYU Stern School of Business) – up from 5% twenty years ago. Having strong reputation management should enable us to: gain market leadership, create business growth, earn investor confidence, secure talented employees and build stakeholder loyalty.

5.2 We aim to strengthen our reputation management processes this year by establishing a

set of reputation management Performance Indicators to enable us more effectively to judge our success or otherwise. These PI’s will be underpinned by an annual survey of our key stakeholders to determine how much they understand of our progress to date and our ambitions. The already established biannual use of the Opinion Leaders Survey panel will be continued to provide us with evidence of the opinions of national opinion formers who have limited contact with us.

5.3 The list of agreed PIs is given at ANNEX D. A number of these metrics has been

suggested through the World Top 100 Communications Network project for top universities. It should be noted that many of these are already collected and that by looking regularly at the total basket of indicators we believe we can gain a clearer picture of our overall reputation.

5.4 The metrics fall within 2 broad categories

1. Objective measures of how well we perform and the value our customers place on our products and services. These are mostly indicators that we currently measure. eg RAE score, NSS, International Student Barometer, overall league table positions, tariff scores, research income, value of consultancy contracts, value of philanthropic earnings.

2. The strength of our communication and the company we keep, eg stakeholder opinion, alumni and philanthropic giving, focus groups, surveys, media stories, web comment, hits on website, number of top international sponsors, institutional partnerships, employers of our graduates.

Page 5 of 30

5.5 We propose that the PIs shown in ANNEX D should be reported to VCEG on a 6 monthly

basis. 6. INTERNATIONAL FOCUS 6.1 We appear to have met our international student recruitment target of 1750 students two

years early. Already you can notice the difference on campus. The challenge now is to become a truly international University.

6.2 We plan to develop a new international strategy during the year. A series of Task and

Finish Groups are being established during this year to determine what an ‘International Exeter’ will look like. Are we to be international ‘across the board’ or selective, be that by subject or even campus? If we are to be known internationally, what precisely are we to be known for? It might be:

• a reputation for an international student experience and employability, both key attributes already identified as essential in the domestic market;

• as an international leader for PhD training;

• for world-class research in a handful of areas where we drive thought leadership;

• for having a well-established profile in a number of key regions via a network of representative offices;

• for spearheading our reputation in a key part of the world by supporting one or more of our Schools, e.g. Business, SELL, to deliver degrees in country.

7. SCHOOL EXTERNAL AFFAIRS 7.1 All Schools have now completed an external affairs plan. These have been driven by

DVCs through the School Planning Group process. Plans will be monitored by the DVC External Affairs. A number of specific projects which have the potential to impact on corporate external affairs have emerged from this process. Some of these will need Professional Services support and possibly investment. These are included in the activity listing in ANNEX A.

7.2 School activities will have a variable impact on reputation since their focus is varied. So

for example, SELL, SALL, HUSS, PCMD and Law are aiming to have an impact internationally; Biosciences, PCMD, SECAM, SELL and Psychology are aiming to link with business and exploit intellectual property and consultancy: SoGAER and SECAM will continue to promote their strengths in climate change and links with the Met Office. The Business School is planning to become ‘A Business School with an International outlook and growing repute’ but clearly the new Director will want to reflect on this aspiration and the timescale needed to achieve this.

7.3 Given School plans and the key school messages listed in Annex E, we expect the

following themes to have a major impact on reputation in 2008-09: Climate change – led by SECAM and SoGAER; international and Islamic politics – led by HUSS; Lifesciences – led by PCMD and Biosciences; Education – led by SELL; and Sport and sport science – led by SHS and the Sports Office. There will be a positive reputational impact from the announcement of the establishment of the new Business School.

School expenditure on external affairs 7.4 The total expenditure planned by schools for 2008-09 (as shown in their external affairs

plans) is £7.14m but this includes some £5.882m for scholarships and bursaries. Schools are spending wildly differing amounts on their external affairs and bursary arrangements. Currently no schools seem to have systems in place to measure the effectiveness of this expenditure but since most is aimed at student recruitment then their recruitment success will be the ultimate success indicator.

Page 6 of 30

School Employability initiatives 7.5 There is strong interest from schools in running more activities and events aimed at

engaging students in employability interests and particularly linking them with employers and alumni. It will be a priority during the year to encourage this type of activity. A number of schools – Biosciences, Psychology, Business School, SoGAER are aiming to improve the number and quality of placements offered to students both in the UK and overseas although this will only be possible with additional resources from the Education Strategy..

School Stakeholders

7.6 Schools have identified 250 key stakeholders. 87 of these are also University

stakeholders. It is encouraging that more schools this year have identified national players as key targets for them. Only a very few have identified international partners. Again a large proportion of planned activity is at the regional level. There is very little planned engagement with named national employers despite the content of employability development plans.

School Media coverage

7.7 We aim to spread the focus of proactive media stories to encompass some of our key

themes such as employability, global climate change, international development etc which will draw in opportunities for wider school involvement. In promoting the work of schools to the media we recognize that not all Schools have the same potential to generate news so we have grouped them into bands where effort is likely to be rewarded by opportunity for success.

8. GOVERNANCE

8.1 While the Deputy Vice-Chancellor External Affairs is responsible overall for the external

affairs strategy, other senior managers are also heavily engaged in external affairs work as is to be expected. Dual Assurance for external affairs and Marketing/ Brand is provided by Council member Peter Lacey. There is naturally overlap with dual assurance arrangements for Research (Lead Professor Kain) and Education (Lead Professor Kay), Sport (Lead Professor Armstrong) and the Arts (Lead Professor Kay).

8.2 The Dual Assurance system for External Affairs involves 6 meetings a year coinciding

with relevant meetings of SPARC and Council. The meeting receives reports on progress towards the External Affairs Strategy including reports on stakeholder activity and feedback. This ensures that there is regular reporting of external affairs activity and especially stakeholder management issues to senior managers on a regular basis.

8.3 The DVC External Affairs also establishes task and finish groups from time to time to

monitor and improve various aspects of this plan. In 2007-08 there were task and finish groups on: the new website; the international projects in the Middle East and China; the new CRM database; the business school development; and the CSR project.

School External Affairs Management

8.4 Management arrangements for external affairs in schools are handled differently in each

school depending on their particular circumstances. CaP staff work with schools to help deliver their external affairs action plans and school facing teams meet school representatives each term.

Page 7 of 30

9. RISK MANAGEMENT

External affairs activity is monitored by the Performance and Risk Steering Group via the items in the Risk Register shown below. It should be noted that all of these risks are currently sited in the top half of the risk register ie the risk of non-performance is higher than our tolerance and our mitigation plans. Risks relating to external affairs activity are also reviewed by the Dual Assurance leads as part of our regular series of meetings. There is an additional risk that schools may not focus the required time or effort on external affairs activities to achieve their aims. DVCs are monitoring this to ensure momentum is maintained. Risk ref

Description Residual risk/ tolerance gap 2007

Residual risk/ tolerance gap 2008

29 Science Strategy 33 33 28 Employability 31 31 3 PGT recruitment 27 23 4 Research performance and funding 27 27 11 International student recruitment 24 17 10 Income generation from business/IP 19 22 27 PGR student recruitment 22 22 21 Communication and commitment to strategy 19 11 9 Reputational Management 17 20 15 Undergraduate admissions policy and intake 17 24 27 Product portfolio 17 -

Neil Armstrong DVC External Affairs Sean Fielding Director Communication and Partnership

Page 8 of 30

ANNEX A - EXTERNAL AFFAIRS ACTIVITIES 2008-09

KEY ACTIVITIES SUPPORTING CORPORATE PLAN OBJECTIVES

Actions with an asterisk will be managed by a Task and Finish Group reporting to a member of VCEG.

Research intensiveness recognized internationally

University–level Activities include:

• Promoting the new science strategy particularly to funders and key stakeholders (led by DVC - Science schools) particularly via the new University web site

• Develop a communications and funding strategy (both central and School-based) to support our research strength and PGR recruitment once the results of RAE 2008 are known (DVC R/ Dean GR) *

• Demonstrating our global research impact through a strong partnership with the Met Office linked to our joint interests in climate change and impacts on society (DVC Ed) *

• Promoting the new Environment and Sustainability Institute to stakeholders and global networks

• Promoting the Science Park and formation of new Science Park Company * (Reg)

• Launch the Innovation Centre in Tremough project

• Strengthen our RKT team with the appointment of a new director

• Build 2 further strategic partnerships for IP exploitation

• Using our Middle East Office, strengthen our connections with the Middle East to seize new opportunities, including engaging with alumni in the region. Bring to fruition at least one of the major opportunities presented by the UAE. (DVC EA) *

• Build stronger links in China with high quality universities to establish our new PG programmes and build research partnerships. (DVC EA)*

School Activities Include SALL –

• Develop 3 key centres: The Exeter Interdisciplinary Institute (EII);The University-supported Centre for Intermedia, and the new Tremough-based 'Centre for Literature, Identity and Place (CLIP)

• Develop an action plan for the Bill Douglas Centre and the Centre for South West Writing to exploit linkages with the National Trust.

Biosciences –

• Build on the strategic partnership with Shell, particularly in the area of renewable energy sources and the Climate Change agenda.

• Host a network meeting of relevant Knowledge Transfer Networks (BioProcess UK and BioScience for Business) and the South West Science and Industry Council.

• Create action plans for IP generation and commercial exploitation with strategic partners identified in an internal IP audit.

Business School

• Launch new Business School

Page 9 of 30

• For the ESRC Sport, Leisure and Tourism Business Cluster award with Psychology develop a strategy for relevant external partner engagement with a specific focus on partners who signed letters of intent on the original bid (GlaxoSmithKline, Unilever and Motive8).

• Take to contract stage British Olympic Association and Lloyds TSB projects SELL

• Develop the preliminary proposal for Exeter Institute for Future-Oriented Education for submission to Derek Wyatt

• Further explore international research collaborations in Middle-East and Asia for TESOL and SEN programmes

• Develop and promote consultancy activity in the School SECAM –

• Identify key international contacts for Centre for Water Systems and develop opportunities for research and training exchanges

SoGAER

• Develop links with the wave energy device developers as the wave hub/PRiMARE project develops

• Explore the potential of QEMSCAN and Sediment Research Facilities (SRF) as NERC facilities. Wave array may be a possibility when installed.

• Generate two new research opportunities, outside of SoGAER, using QEMSCAN HUSS

• Identify income generation opportunities related to joint Maritime History/Met Office conference on use of historic weather charts to help predict weather patterns.

• Identify and capitalise upon funding opportunities arising from the new School research centre for Turkish Studies (see also MA programmes in Turkish Studies)

• Host BISA annual conference and promote effectively other seminars and events to build research reputation

LAW

• Identify partner universities with Erasmus and Socrates links and propose EU research collaborations with at least 3.

• Develop an engagement plan to establish connections with 5 national and international legal organisations and explore tendering lists for research

• Use alumni law network to explore research partnerships with at least 2 top law firms PCMD –

• Build on the reputation of the PCMD nationally and internationally as a research intensive medical school.

• Launch the Peninsula CLAHRC initiative

• Exploitation of Intellectual Property via Peninsula Bio-Ventures (PBV) – to agree a clear patent strategy and define key research strands for exploitation.

Physics –

• Engage with existing contacts in order to establish a PGR Student Fund of £30k per year.

• Conference or meeting held to raise the profile of Extrasolar Planets

• Develop new research collaborations for Centre for Energy and Environment Psychology

• For the ESRC Sport, Leisure and Tourism Business Cluster award with SoBE develop a strategy for relevant external partner engagement with a specific focus on partners who signed letters of intent on the original bid (GlaxoSmithKline, Unilever and Motive8).

• Identify academic/external organisation partnerships for ESRC CASE studentship submission and provide assistance with the application.

• Launch Centre for Animal Behaviour

Page 10 of 30

SHS

• Develop a focus on Olympics 2012. Also consider exploiting contacts with organizations in the region who are official sponsors of 2012.

• Work with external partners to construct (and then deliver) a communication plan for UK Society of Behavioural Medicine Conference (hosted by MENPHYS), Jan 6

th/7

th 2009, in

Exeter and the BASES workshops.

• Perform a strategic review with DoR on which areas of the NHS (regional partners) to target for engagement on potential collaborative projects.

• Compile a list of the major organizations in the SW associated with sport, leisure, health and fitness (from manufacturers to service providers). Map research strengths onto the above list and construct plan for engagement.

Providing one of the best student experiences internationally University-level Activities include:

• Launch the Exeter Award scheme and rebrand employability to build a major focus on CVs and interview training. Involve alumni (especially those involved in recruitment or HR) as CV reviewers and providers of mock interviews (DVC Ed) *

• Use the new University website to promote a sense of community and innovation. (DVC EA)*

• Support the internationalisation of the University of Exeter Business School (DVC EA)*

• Develop a strategy to internationalise the student experience (DVC EA) *

• Establish a DLHE process for international students so we can track employability.

• Build opportunities for placements and work experience home and overseas

• Develop our alumni network around the World – online community, developing a group of alumni ‘ambassadors’ in priority countries, engaging alumni to support international student recruitment

• Further develop the Innovation Centre offer to include explicit entrepreneurship programmes.

• Further develop and promote the Vice-Chancellor’s role in respect of national opinion formers and national committees and supporting the 94 Group in running events and press coverage

• Implement the Communications Plan for schools and colleges which will develop a targeted, proactive and sustained programme of communications in order to impact positively on awareness, opinion and advocacy amongst key influencers in schools.

• Develop a plan to impact positively on awareness and advocacy amongst head teachers including developing compact school arrangements with selevcted schools.

School Activities include

SALL –

• New links in Turkey (English/MacLean) and Far East (Drama/Schaefer) have been established, but require institutional guidance.

• Ensure that Routes Into Languages Project meets its aims and objectives Biosciences

Page 11 of 30

• Engage with employers to obtain a total of 20 regular placement opportunities. Business School

• Launch new Business School

• Identify and provide appropriate placements for PG and MBA students, working with CES.

• Develop Framework for International Study in third year, starting in 2010

• Collect robust information on career destinations for PGT

• Identify, develop and manage an increase in customised executive programmes

• Submit bid for HMForces contract SELL –

• Explore opportunities for PGT growth in: MEd in TESOL in South-East Asia and Middle East, MEd in SEN in Middle East, MEd in Creative Arts in South East Asia

• The School has decided to close down the PGCE – PCE programme and relationship with 4 Colleges will need careful handing during the closure.

SECAM

• Investigate market for programmes in Comp Sci and digital media SOGAER

• Offer a higher number of relevant student placements

• Identify relevant placements for PGT students to provide an increased variety of opportunities, including for DL students

• Explore a link with the MASDAR initiative in Abu Dhabi

• Develop the Archaeology Exploration Fund

• Create the ‘Holmans Test Mine’ – a unique teaching and research environment HUSS

• Set up HUSS external advisory body

• Investigate feasibility of establishing MA Turkish History and MA Modern Turkish Studies for 2009 intake

• Investigate market potential for new PGT programme in public health ethics

• Research the potential for a new executive-level premium fee defence-security studies PGT programme and/or CPD programme

PCMD

• Working closely with Registry Services and the two Universities, to have established a clear idea of the market position and potential of the College with regard to the recruitment of overseas students.

• Establish support to research the International student market for PCMD courses. Engagement with high profile representatives of funding councils/funding bodies – briefing strategy for areas of Internationally recognised expertise and emerging areas (ie. Diabetes).

• Need to ensure that CaP and Schools are co-ordinated.

• To have the College recognised as a high quality provider of medical and dental education in the international student marketplace.

• In order to address the potential changes in HE funding and projected changes in the role of the medical workforce, to have agreed a detailed recruitment strategy for positioning the College in the new education and training marketplace.

Physics

• Liaison with the MEO to market Radiography. Psychology

• School to decide whether or not it will be feasible to develop a psychology specific placement scheme linked directly to the degree programme. Target to obtain 10 additional placement opportunities (focus on MSc students).

Page 12 of 30

• CES to offer support to students before and after their placements so they are prepared for the workplace and can articulate what they have gained from these placements to future employers.

• Engage with Chinese Psychological Society and key Chinese Psychology departments to raise our profile & attract students.

• Look at possibilities of higher-profile marketing of Psychology and Management FCH.

• Assess the market for CPD including costings SHS

Undertake targeted marketing for the MSc in Sport and Exercise Medicine, particularly in the fields of medicine, physiotherapy, podiatry, sports therapy, exercise and health, achieving an intake of 13 Home/EU full-time, 1 Home/EU part-time and 2 International full-time students for 2009/10.

Working for a sustainable future

University–level Activities include:

• Undertake fundraising for projects which will help the University achieve Top 10 eg for iconic projects such as the Forum.

• Undertake a major proactive operation to shift public opinion around University developments in the City of Exeter, especially the Forum and major residences projects.

• Develop a major annual stakeholder meeting in April (in the refurbished Senate Chamber) to replace University Court involving alumni, and key regional stakeholders (DVC EA)*.

• Develop a proactive Cornwall stakeholder management process.

• Manage a series of international visits by the Vice-Chancellor to grow our international profile.

• Manage the University’s reputation in the UK particularly using the Vice-Chancellors involvement in national bodies.

• Engage more regularly with local MPs and MEPs including working with HERDA Parliamentary groups.

• Promote the University’s corporate social responsibility activities, particularly our social engagement and sustainability activities through a submission to the HEFCE CSR return. (DVC EA)*

• Use the new University website to promote our ‘green‘ credentials. (DVC EA)*

• Undertake an evidence-based review of Access to Exeter bursaries scheme to develop a revised scheme which maximizes effectiveness in terms of targeting under-represented groups whilst meeting OFFA/HEFCE objectives (DVC Ed)*

• Improve alumni communications with the aim of getting alumni to re-engage, ‘get involved’ and help us achieve our goals - for example, production of a statement document explaining what Exeter is all about.

• Develop an environment/non-profit alumni network

• Develop a pilot training programme for academic and professional staff covering all outward facing issues such as: networking, negotiation, media training, selling and

Page 13 of 30

asking, writing good proposals, IP, course marketing, handling enquiries, project management etc.

School Activities include:

SALL

• Develop strategy and key deliverables for Helen Taylor Fellowship

• Explore potential for the development of ‘executive education’ or CPD type course using expertise in SALL and Foreign Language Centre.

• Further market new courses at Foreign Language Centre.

• Development of contacts for FLC initiatives with local and regional business. HUSS

• Promote the School’s expertise in Middle East Politics via a new web portal Law

• Development of new community projects led by new business and outreach coordinator

• Invite local law firms to regular conferences/ events and develop the Law Network

• Develop regular series of events for local law firms in Cornwall

• Develop an alumni fundraising campaign to support community work

• Establish a sponsorship programme to raise at least £15K pa.

Psychology

• Identify further larger-scale opportunities such as health and wellbeing in the workplace

• If appropriate develop one CPD course that can be delivered in-house

• Develop a psychology specific network aimed at businesses interested in the application of psychological approaches to their work. School to introduce a regular newsletter (‘Psychology Update’) for alumni / business contacts – advice from DARO on content required.

Page 14 of 30

EXTERNAL AFFAIRS PLAN 2007-08 ANNEX B - BRAND MESSAGES We propose to use the University’s Corporate Plan characteristics as our key brand messages. For each of these we can provide an evidence-base of realistic substantiators underpinned by findings from market research and league tables etc. These will be used with differing audiences as described in ANNEX C below. By the end of 2008-09 when we resurvey opinion leaders we expect these statements to feature in the responses. We describe the University in the following ways:

Research intensive, recognised internationally for its excellence

Factors we can promote:

• In the last (2001) Research Assessment Exercise, ninety-eight per cent of subject areas were rated 4, 5 or 5* (of national or international standing), including all those offered at undergraduate and taught postgraduate level.

• The University won research funding worth £48 million last year and the value of new grant awards rose by 26 per cent.

• Exeter receives significant funding from the Research Councils. We are in the top 10 UK universities for receipt of research awards from the Arts and Humanities Research Council and in the top 15 for awards from the Economic and Social Research Council.

• We have won three Queen’s Anniversary prizes for our research, most recently for discovery of important genes relating to diabetes.

• We have made 185 new academic appointments in the last 18 months and have succeeded in attracting truly world class scholars, including some 25 new professors in disciplines as diverse as Arab and Islamic Studies, Psychology, Bioscience, Engineering, Geography and Modern Languages.

• Our Cornwall Campus, which opened in October 2004, has attracted top-flight academic staff, including five Royal Society and two NERC (Natural Environment Research Council) Research Fellows. With a growing team of world-class academics, the University has brought some £5.4M in new research income to Cornwall since 2004.The opening of Phase 2 of the Campus in September 2007 saw further excellent appointments history, politics and law.

• A reflection of the growing stature and reputation of research at Exeter is the appointment of 13 of our academic staff as panel members in the 2008 RAE.

• The University’s research and knowledge transfer team is one of the few in the country to have been awarded ISO 9001 for its quality processes.

• Exeter is leading a groundbreaking £14m research partnership of South West universities, including Bristol and Bath, to boost research in areas of economic importance to the region, through the creation of 130 PhD studentships, supported by 20 new Research Fellows and the establishment of a South West Postgraduate Training Network.

• The University is becoming a major player in climate change impacts research, with unprecedented links to the Met Office through three jointly funded professorships and a strategic initiative in development.

Page 15 of 30

Offering challenging programmes at all levels of study, highly attractive to students from varied backgrounds Factors we can promote:

• The University of Exeter is ranked in 13th in the Times and 14th in the Guardian 2008 league tables, scoring particularly highly for student satisfaction, completion rates, and for students achieving good honours degrees of 2:1s or firsts.

• It is University of the Year 2007-08. It has been shortlisted for the Sunday Times University of the Year Award more times than any other university.

• We are one of the UK’s most popular universities with applications for 2008 entry for UG programmes maintaining the 2007 level (which itself increased by 22%) despite the national reduction of choices from 6 to 5 which should have resulted in a decline of 16%. There was a 40% increase this year in the number of students making Exeter their first choice.

• At Exeter you study and learn with the experts – with those who write the books and create the knowledge, not just those who read other people’s books. Our academics work at the forefront of developments in their fields and in active research centres. This means that your learning and teaching will be up-to-date and relevant and you will benefit from access to the latest thinking, equipment and resources.

• Our UG and PG portfolio include an increasing proportion of vocational and employment-led programmes – e.g. UG: ITMB, Radiography plus Cornwall portfolio (Conservation Biology, Geography with Environmental Management/Earth Systems Science, Renewable Energy, Geology, Mining Engineering, Law); PG: MSc in Climate Change and Risk Management offered by the Department of Geography at our Cornwall Campus; a Masters in Sustainable Development which is also available through flexible and distance learning; an MSc in Aquatic Biology and Resource Management; and a new MSc in Sport & Exercise Medicine.

• Our MBA is accredited by AMBA and is delivered in a variety of flexible modes

• We are investing £24M in the University of Exeter Business School

• The University has invested over £3.5 million in a suite of undergraduate and postgraduate merit scholarships to attract and support talented students and recognise outstanding ability in science, sports, music, leadership, entrepreneurship or community engagement.

• Our students stay the course: Exeter is in the top 10 in the country for student retention with just 3% of full-time first year undergraduates not continuing their studies.*

*HESA Performance Indicators 2005-6/THES 20 July 2007

Providing an outstanding student experience which prepares students for meaningful employment and a fulfilling life Factors we can promote:

• Exeter has one of the highest National Student Survey rankings in the country and has maintained its top 10 position for three years running. In 2007, the University came 7th in the UK and 4th amongst mainstream universities, just behind St Andrews, Oxford and Birkbeck College, London.* Departments in the School of Business and Economics were ranked first in their class for student satisfaction. Our sports science programme achieved the highest satisfaction rating of any subject.

• Exeter is ranked 13th

in the latest (2007) Times league table, scoring particularly highly for student satisfaction, completion rates, and for students achieving good honours degrees of 2:1s or firsts.

• Amongst traditional research-led universities, Exeter offers an exceptionally wide range of opportunities for its students to develop personally and professionally, giving them a head start in the graduate recruitment market.

Page 16 of 30

• The Careers and Employment Service has been expanded to increase work experience and placement opportunities available for Exeter students. A dedicated employer liaison team has been created to develop work experience opportunities for students and innovative schemes such as the virtual careers fair and the Exeter Award. A total of 7,100 students undertook employability training in 2006, often with employers.

• We are launching The Exeter Award to recognise the extra curricula activities of students in a variety of areas

• An employability centre, The Works, opened in October 2005 in partnership with the Students’ Guild as a ‘one stop shop’ for information on graduate jobs, termtime work, project placements with local companies, skills training and volunteering.

• Exeter runs one of the most successful and largest STEP business placement schemes in the country (the nationwide business project scheme for students sponsored by Shell). We achieve some of the highest number of placements, of which, 42% were students attending the University of Exeter. In 2006, our students were the second most successful in the country in securing a STEP placement.

• Exeter’s Community Action (CA) boasts the highest number of student-led volunteering projects in the country. More than 500 students are taking part in student-led projects and 100-plus community partnerships. Students devote 100,000 volunteering hours per year (the equivalent of 70 full-time voluntary sector workers) to activities that directly benefit the local community.

• Exeter has an excellent reputation with graduate recruiters and our students and graduates compete very successfully in the employment market. Many employers target the University when recruiting new graduates. Six months after graduation 95 per cent of Exeter’s first degree graduates were in employment or further study.

• The Careers and Employment Service runs five Careers Fairs each year, as well as an annual Law Fair, all of which are well attended by major employers (eg, Accenture, Cadbury, Debenhams, ExxonMobil, Freshfields, JP Morgan, PricewaterhouseCoopers, Reuters).

• We have over 150 partner universities worldwide offering study abroad opportunities.

• The University increased its graduate-level employment indicator again last year to 70% – a rise of 11 points in three years.

Offering a high-quality, campus-based living and learning environment which is welcoming and inclusive Factors we can promote:

• A safe, friendly and welcoming campus environment where there’s always lots going on but small enough so you’re not just a face in the crowd. Our campuses are very compact with all the academic, social and sports facilities, as well as most student residences, within easy walking distance.

• The University is looking to the future with a planned £450 million investment in campus facilities by the end of the next decade. This will include a £40 million redevelopment of the centre of the Streatham Campus, £24 million investment in our Business School, £18 million investment in Biosciences and a new £45 million INTO Centre for international students.

• The University has invested over £1 million in a suite of merit scholarships to attract and support talented students and recognise outstanding ability in science, sports, music, leadership, entrepreneurship or community engagement.

• In the 2007 National Student Survey, Exeter scored in the top 10 in every category, including 4th for teaching, 5th for organisation and management, 6th for assessment and feedback and 6th for learning resources.

• The library is in the midst of a £9 million investment programme and Exeter’s expenditure on library books, journals and electronic resources is some 35% above the national average in terms of spend per full-time student.*

Page 17 of 30

• University management works in partnership with the student body to continuously improve the student experience – our systems of student representation are a feature of good practice according to the QAA.

• Exeter attracts students who love getting involved, whether it’s in running clubs, volunteering, fundraising, sports or the arts and music. The Students’ Guild is one of the most active in the country, and plays a big part in creating the buzz and energy around campus.

• Exeter has the most politically ‘switched on’ students in the UK: over 3,800 of them voted in the 2008 elections, giving Exeter the top Student Union turnout in the UK. The Guild also boasts a record 110 affiliated societies with over 6,000 members between them. Membership of the Athletic Union reached 4,200 in 2007-8, a significant rise on the previous year. The RAG appeal by the Guild raised £70,000 in 2007 with the money donated to ten local charities.

• Some of the top bands in the country perform on campus and Exeter was rated by The Guardian as one of the UK’s top three universities for gigs. Recent acts include: Amy Macdonald, Kula Shaker, The Hoosiers, Mr Scruff, The Magic Numbers, Arctic Monkeys, Hard Fi, James Blunt, Bloc Party, The Editors, Richard Ashcroft, Just Jack, The Twang, The Automatic, the Maccabees, The Rakes, Goldie Lookin' Chain, Dropkick Murphys and Dizzee Rascal.

• In 2005, £1 million was invested in upgrading the Students’ Guild nightclub, the Lemon Grove, including the type of sound system used in clubs in London and Ibiza. In 2006 £1.3 million was invested in the social facilities in the main Guild building, Devonshire House which now houses some of the best examples of catering for students in the country.

• Student music and theatre is thriving on campus. Footlights, Exeter Theatre Company and the Gilbert and Sullivan Society perform at the Northcott Theatre, a professional theatre based on the Streatham campus, and the Exeter University Symphony Orchestra puts on termly concerts.

• Exeter has one of the most advanced student media networks in the country and more than 1,000 students take part in Guild media, including the student newspaper, TV and radio stations and website. Its radio station, Xpression FM, is one of only three student stations in the country to have a year-round FM licence. The weekly newspaper, TV station and student radio have all won several student media awards, the latest being a record five National Student TV Awards and the NUS Student Newspaper of the Year award. Involvement in Guild activities has provided the springboard for the careers of several famous Exeter graduates, including Thom Yorke of Radiohead who was a DJ and Emma B who was on the Guild Executive.

• Exeter’s Community Action (CA) boasts the highest number of student-led volunteering projects in the country. More than 500 students are taking part in student-led projects and 100-plus community partnerships. Students devote 100,000 volunteering hours per year (the equivalent of 70 full-time voluntary sector workers) to activities that directly benefit the local community. (“Exeter’s amazing students donate thousands of hours each year through one of the largest and most successful Student Volunteering groups anywhere in the country. You can be proud of the work you do which makes a huge impact on the city and the region.” Graham Allcott, Director of Student Volunteering England)

• Exeter is one of the UK’s top sporting universities and was placed 11th in the 2007/08 British Universities Sports Association (BUSA) rankings. A total of 48 University teams compete each week in sports ranging from cricket and rugby to hockey and fencing. Exeter has been selected as a potential training camp for visiting teams in the 2012 London Olympics.

• £8 million has been invested in sports facilities making Exeter’s facilities amongst the best in the country. New indoor tennis facilities to LTA standards opened in 2004: Exeter is one of only nine UK universities to have such facilities. A new £2 million cricket centre will open in early 2009.

• In a national survey of international students in 2006 we came first out of 40 institutions in terms of being recommended as a good place to study. 90% of respondents said that they'd recommend the institution to other students. [Source: International Student Barometer]

Page 18 of 30

• In surveys of prospective and new students from home and overseas we consistently rate better than other universities for being welcoming and friendly.

An international university, in outlook and impact

Factors we can promote:

• We have 180 partner universities worldwide offering study abroad opportunities

• We have international links with business – Thomson Reuters, The Met Office, Honda, Barclays Bank Plc. International Red Cross

• We have an Office in Dubai

• We have strong links with key universities in China

• We have almost 1900 international students from over 100 countries worldwide

• We have developed a partnership with INTO which should increase substantially the number of international students studying at the University, enhance still further the quality of student intake and the student experience, and provide long-term opportunities for global networking with partner universities overseas.

• Our Institute of Arab and Islamic Studies is one of the best centres of its kind in the UK. It gives us excellent links to the Middle East.

• We give honorary degrees to exceptional people from across the world such as the President of Turkey, Abdullah Gul and the chair of the Islamic Congress, Dr Ekmelledin Ishanoglu

• We undertake high level visits to key regions of the world and receive international visitors in Exeter.

• Our research is cited internationally and our researchers are all of international standard.

• About 20% of the University’s academic staff are drawn from about 70 countries overseas. Committed to making a positive, distinctive and measurable impact on society, and playing a leading role in the South West region

Factors we can promote:

• Our research increasingly focuses on translation and eventual impact on society

• We have established our new campus in Falmouth and are now preparing for Phase III

• Our expanded Innovation Centre in Exeter provides innovation support services to new and high growth businesses in the region.

• The Science Park will be launched in 2010/11.

• Our students provide 100,000 hours of volunteering in the local Community, benefiting people from a wide background and of all ages.

• The STEP, GBP and KTP schemes have a significant impact on the performance of around 80 regional businesses a year.

• Our work with business and other external organizations including those from the region is valued at £22m.

• We support arts and culture in the region through our performance venues, art galleries and support for the Exeter Northcote.

• We support sport in the region through our sports facilities and outreach programmes, including work with local schools and colleges.

• We lead HERDA SW and regional business support programmes such as KESW and G4B. The Vice-Chancellor is a member of the SW Science and Industry Council.

Page 19 of 30

• Our economic contribution to our communities is very substantial - £250m each year in Exeter and over £20m of gross value added in Cornwall.

• We take our Corporate Responsibility seriously, using the BITC survey system to benchmark our work – Platinum award for CR Index undertaken for 2006/7.

• We strive to minimise our environmental impact and manage our campuses in line with “good practice” Biodiversity principles.

• Our Business Leaders Forum provides a stimulating and supportive networking environment for over 100 of the regions’ business leaders.

OUR VALUE STATEMENTS These are listed in our Corporate plan. These move us closer towards our compelling messages but are mostly not differentiators.

• tolerant, humane and liberal minded, with the pursuit of truth, openness and equality and diversity at the heart of what we do

• a champion for our students, dedicated to their development and wellbeing

• engaged with our graduates and rejoicing in their success

• committed to being an employer of choice, providing support, recognition and reward

• for our staff

• customer focused, providing the highest standards of service for students, alumni and external partners

• outward looking, bold and creative, working in partnership with others to achieve success

• self-determining through sound governance, self-investment, and with less reliance on the State

• responsible, sustainable and ethical, meeting the needs of the present and leaving a better environment for future generations

• always striving to be better than our previous best

Page 20 of 30

ANNEX C - STAKEHOLDER COMMUNICATIONS

The key messages for each audience are shown in the table below through use of numbers corresponding to the position statements below. They are listed in the table in order of importance for the stakeholder group.

1 = Research intensive, recognised internationally for its excellence 2 = Providing an outstanding student experience which prepares students for meaningful employment and a fulfilling life 3 = Offering a high-quality, campus-based living and learning environment which is welcoming and inclusive 4 = Offering challenging programmes at all levels of study, highly attractive to students from varied backgrounds 5 = Committed to making a positive, distinctive and measurable impact on society, and playing a leading role in the South

West 6 = An international university, in outlook and impact

Direct Customers/ Funders

Focus for 2008/09 Messages Aims Senior Mgr Lead

Lead Unit

National Core Funders

HEFCE / TDA 1, 4, 5, 2, 3, 6

To ensure funders are kept aware of developments at Exeter through regular dialogue

Reg PJK (Planning)/ VC EO

Research Funders

National research funders 1,5,6

To promote the new science strategy to ensure funders are aware of our growing science strength. To target larger-scale collaborative partnerships particularly involving international partners in the EU, Middle East and China. To more effectively target funders of PGR scholarships. To strengthen our approach to knowledge transfer so that ‘non-traditional’ partners are confident about investing in Exeter. See Research Strategy

DVC R

CaP (RKT)

International research funders esp Middle East/ China and EU.

1,6 To promote the new science strategy to ensure funders are aware of our growing science strength. To target larger-scale collaborative partnerships particularly involving international partners in the EU, Middle East and China See Research Strategy

DVC R

CaP (RKT/ INT/ MEO)

Regional research funders eg SWRDA

1,5,

To make the case for regional investment in research at Exeter. To strengthen our approach to knowledge transfer so that ‘non-traditional’ partners are confident about investing in Exeter. See Research Strategy

DVC R

CaP (RKT)

Charities and Trusts 1

See Research Strategy DVC R

DARO

Philanthropic funders 5

See Fundraising Strategy DARO

Medical Research and Education

Health Authorities and regional medical

1,4,2,6

See PCMD External Affairs Plan Dean PMS

PMS

NHS Research & Development/ MRC

1, 5,6

See PCMD External Affairs Plan Dean PMS

PMS

Regional NHS Trusts 1, 5

See PCMD External Affairs Plan Dean PMS

PMS

Businesses and Prospective Employers

National/ European employers

1, 4, 2, 6

Seek research partners for major research bids in response to demand from academics. Develop close links with major graduate employers. Encourage development of placements and other work experience opportunities for focused groups of employers eg members of science parks in the UK and overseas. Provide a fully responsive business support service only to tenants of our innovation centres or members of innovation centre networks.

DVC EA

CaP (CES/ RKT

International employers 1, 4, 2, 6

Encourage development of placements and other work experience opportunities for focused groups of employers eg members of science parks overseas.Develop bespoke CPD opportunities via the business school.

DVC EA

CaP (CES) UEBS

Banking, Finance and legal employers (national and regional)

1, 4, 2, 6

See Employability Strategy DVC EA

CaP (CES)

Large regional employers 4, 2, 5

Target businesses able to benefit from bespoke CPD provision offered by the Business School including through

DVC EA

CaP (RKT)

Page 21 of 30

the Business Leaders Forum. (See UEBS External Affairs Plan)

/ UEBS

National Military Managers

1, 4, 5

Promote leadership and other CPD programmes DVC EA

CaP (RES/ UEBS

Regional recruiters of graduates

4,2,5 Encourage development of placements and other work experience opportunities Develop strong links with the major recruiters in Exeter and develop new processes for graduate recruitment.

DVC EA

CaP (CES)

High tech firms 1, 5

Connect to these firms through the Innovation centre network. Provide a full business support service drawing on the full range of ‘business friendly’ tools offered by the University eg STEP, GBP, KTP, consultancy, training.

DVC EA

CaP (RKT)

Major University suppliers 3, 5

See Procurement Strategy DVC EA

CS

Sector skills councils 2, 4 Identify lead sector skills councils for our subject areas and maintain a watching brief.

DVC Ed

CaP

Potential and Actual Donors and Alumni

See Top Prospects List 1, 4, 2, 5, 6

Undertake fundraising for projects which will help the University achieve Top 10 eg for iconic projects eg the Forum. Improve alumni communications with the aim of getting alumni to re-engage, ‘get involved’ and help us achieve our goals. See Fundraising Strategy

VC DARO

Joint venture Partners

1,5,4,3,2,6 Involve our joint venture partners eg INTO, Science Park, CUC etc more in the life of the University and undertake a communications plan around our major new investments.

Reg CaP (P&PR)

Tenants Innovation Centre 1,3,5,2 Keep up to date with University and campus developments. Provide a fully responsive business support service only to tenants of our innovation centres or members of innovation centre networks.

DVC EA

CaP RKT)

Shops etc Keep up to date with University and campus developments

Lead Units: CAP = Communication & Partnership , CaP (CES) = Careers and Employment Service, CaP (INT) = International Office, CaP (MSR) = Marketing & Student Recruitment, CaP (PR) = Press & Public Relations Office, CaP,(RES) = Research and Enterprise Services, SG = Students’ Guild, DARO = Development & Alumni Relations Office, UEBS = University of Exeter Business School, JT = Jean Taylor (Cornwall), CS =- Corporate Services, AS = Academic Services, VC EO = Vice-Chancellor’s Executive Officer.

Senior Manager Lead: VC= Vice-Chancellor, DVC Ed = Deputy Vice Chancellor for Education, DVC R = DVC for Research, DVC Reso = DVC Resources, DVC EA = DVC for External Affairs, Reg = Registrar

Page 22 of 30

ANNEX C - PART 2 - STAKEHOLDER COMMUNICATIONS

Opinion Influencers

Focus for 2008/09 Messages Senior Mgr Lead

Lead Unit

Internationl Key Opinion Formers

Middle East 1, 2, 3, 6

See International Strategy – Annex E

DVC EA CaP (INT)

China 1, 2, 3, 6 See International Strategy – Annex E

DVC EA CaP (INT)

US/Australia/ Canada 1, 2, 3, 6 See International Strategy – Annex E

DVC EA CaP (INT)

National Key Opinion Formers

Prime Minister 1, 4, 5, 2, 3, 6

Engage Vice-Chancellor as key ambassador VC Reg

Opposition Leaders 1, 4, 5, 2, 3, 6

Vice-Chancellor – low key engagement on policy development may become more overt as political situation changes.

VC R

Research Council Chief Executives and Technology Strategy Board

1, 5, 6

Ensure that key players are aware of our growing research strength in science and our overall aspirations

DVC R DVC Ed

CaP (RKT)

National Education/ HE organizations (Non-HEFCE)

1, 4, 5, 2, 3, 6

Promote Exeter as sector leading university DVC Ed VC EO/ CaP (P&PR)

Govt Ministries 1, 4, 5, 2, 3, 6

The Vice-Chancellor is extremely well connected with DIUS and DCSF. Given our interest in environmental programmes, and international development more should be done with DEFRA, DFID and the Foreign Office. The Department of Health will need a stronger focus as the Peninsula College of Medicine and Dentistry develops. Take any opportunity to invite a Minister on campus.

DVC R CaP (RKT)

National Environment bodies

1, 5, 2, 6

DVC Education to engage as part of Science Strategy promotion

DVC Ed CaP (RKT)

National Sports Organisations

1, 5, 2 DVC EA to devise communication plan linked to Olympics. Promote sports science and medicine

DVC EA Sport

National Arts bodies 1, 5, 2, 6 Build stronger links with national and regional arts bodies in order to create opportunities for arts and cultural activity at Exeter linked to the emerging Forum project. Promote developments in SALL, particularly given the vacuum created by the departure of Dartington. Promote centre for Creative Writing and the Arts Promote link with Shakespeare/ Jane Austen Promote national collections at Exeter Promote British Asian Theatre project

DVC Ed Helen Taylor

National business bodies and business leaders – CBI etc

1, 5, 2, 6 Invite senior figures from CBI/ IoD to speak at Exeter.so that they recognise the University as a serious top 10 institution.

DVC EA CaP (RKT)

Head Teachers 1, 4, 2, 3, 5

Ensure that head teachers in high performing schools are aware of changes to Exeter’s recruitment position and our national student survey results. See Schools Outreach Plan

DVC Ed CaP (MSR)

Alumni teachers 1, 4, 2, 3,5

Ensure that alumni teachers in high performing schools are aware of changes to Exeter’s recruitment position and our national student survey results. See Schools Outreach Plan

DVC Ed DARO

Alumni in key positions 1, 5, 2, 3, 6 See Fundraising Strategy DVC EA DARO

Honorary Graduands 1, 5, 2, 6

Continue the policy of ‘big name but serious’ awards of hon degrees with targeted follow-up to ensure we link their interests to the University.

DVC EA DARO

Regional Key Opinion Formers

Peninsula VIPs 1, 4, 5, 2, 6

Ensure that our local stakeholders are proud of the aspirations and achievements of the University. Invite to local stakeholder event.

DVC EA CaP / DARO

SWRDA/ GOSW 1, 4, 5, 2, 6

Project based engagement. Invite to local stakeholder event.

Reg CaP

Local MPs 1, 4, 5, 2, 6

Keep up to date with University developments DVC EA CaP

Local Government (inc 1, 4, 5, 2, 6 Play an effective part in our local communities and ensure DVC EA CaP

Page 23 of 30

City Council and County Councilors

that our local stakeholders are proud of the aspirations and achievements of the University Keep up to date with University developments, especially growth plans and impact on community. Invite to local stakeholder event.

Regional Voluntary Sector 5, 2,

Promote community action DVC EA SG/ CLO

Regional Arts 5,2

Develop an arts and culture project plan in partnership with local arts organisations.

DVC E CaP (RES)

Regional Sport 5,2

Promote sports science and medicine DVC EA Sport

Regional Education/ FE 4, 2, 5

Work particularly with schools identified as having students with the strongest potential to benefit from Exeter education. Develop a strong partnership with Exeter Schools and Exeter College . (See schools outreach plan) Invite to local stakeholder event.

DVC Ed CaP (MSR)

Regional Business Support/ intermediaries

1, 4, 5, 2

Work with the Innovation Centre DVC EA CaP (RKT)

Regional Medical 1, 5, 2, See PMS External Affairs Plan Dean PMS

PMS

Regional Environment 1,5, 2 DVC Education to engage as part of Science Strategy

Regional Utilities/Services 5, 6

Keep up to date with University developments DVC EA CaP (RKT)

Regional Hospitality/ Hotels

5, 6

Keep up to date with University developments DVC EA HS

Business Leaders Forum 1,4,5,2,6

Keep up to date with University developments – esp related to business improvement and innovation. Invite to local stakeholder event.

DVC EA CaP (RES)/ UEBS

Cornish Influencers 1, 4, 5, 2, 6

Develop stakeholder management plan to build confidence in the University amongst key stakeholders, particularly once the result of the ESI bid is known

DVC Reso/ Provo

JT/ CaP (PR)

University Council 1,5, 4, 2, 6 Invite to all events and send all corporate publications CoC R/ CaP

Regional HEIs 1,2,3,4,5,6 Maintain good connections with regional HEIs and especially with the Universities of Bath and Bristol for research, Plymouth for medical education and Falmouth for the Cornwall campus.

VC VC EO

Current Staff

New staff 1, 4, 2, 3, 5, 6

Ensure that current staff are aware of the aspirations and successes of the University and are well prepared to engage effectively with external audiences.

DoP Personnel/ Schools/ R

Retired staff Emeritus Professors 1,5 Ensure that Emeritus Professors are kept up to date on the university’s aspirations and successes

DoP Personnel

Retired academic staff 5 Ensure that retired staff are kept up to date on the university’s aspirations and successes Inform about progress in their School

DoP Personnel

Retired administrative staff

5 Inform about progress at the University DoP Personnel

Media International 1, 5, 6 Target specific stories relating to corporate and school activities

PR CaP (PR)

National 1, 5, 6 Target specific stories relating to corporate and school activities

PR CaP (PR)

Regional 1,5, 2, 6 Target specific stories relating to corporate and school activities

PR CaP (PR)

Cornish Media 1, 4, 5, 2, 6

Target specific stories relating to corporate and school activities

PR CaP (PR)

Lead Units: CAP = Communication & Partnership , CaP (CES) = Careers and Employment Service, CaP (INT) = International Office, CaP (MSR) = Marketing & Student Recruitment, CaP (PR) = Press & Public Relations Office, CaP,(RKT) = Research and Knowledge Transfer, SG = Students’ Guild, DARO = Development & Alumni Relations Office, UEBS = University of Exeter Business School, JT = Jean Taylor (Cornwall), CS =- Corporate Services, AS = Academic Services, CLO = Community Liaison Officer VC EO= Vice-Chancellor’s Executive Officer.

Senior Manager Lead: VC= Vice-Chancellor, DVC Ed = Deputy Vice Chancellor for Education, DVC R = DVC for Research, DVC Reso = DVC Resources, DVC EA = DVC for External Affairs, CoC = Chair of Council, Reg = Registrar, DoP = Director of Personnel, Provo = Cornwall provost.

Page 24 of 30

ANNEX D - MEASURING REPUTATION

Suggested Reputation Performance Indicators (PIs) 1. HOW WE PERFORM IN RESPECT OF EXTERNAL AUDIENCES

Overall UK and international League Table positions

NSS results *

International Student Barometer survey (student willingness to recommend)

Graduate level employment rate UK *

Graduate employment rate International ~

Home applications and overall conversion rates UG and PGT

International applications and conversion rates (UG and PGT)

PGR students applications and overall conversion rate (non Exeter conversion)

Home UG Entry Tariff score *

Value of all Collaborative/ contract research/consultancy/ IP and sponsorship

Value of philanthropic giving

Business in the community CSR survey result

2. OPINIONS OF STAKEHOLDERS AND THE COMPANY WE KEEP

Open Day attendee numbers

No of strategic international University partners in top 100 in country

Quality of business partners/ supporters (absolute measure to be decided eg membership of FTSE 250) ~

World ranking of University by employers in Times GUG

Awareness amongst stakeholders of uni key strengths and achievements (including local councillors and head teachers) ~

Opinion Leader Research Panel reputation number

Opinion of alumni ~

Staff willingness to recommend University as a place to study

No of stories featured in national broadsheets or scientific/ serious media ~

No of external hits on new website – UK and International

* Existing University level KPIs ~ Not currently collected

These data will be presented every 6 months to VCEG in the form of a report comparing the key indicators given in section 1 with the resulting attitudes and opinions demonstrated by the indicators in section 2. This will help us to understand the lag between relative and absolute datasets and their impact on reputation.

Page 25 of 30

ANNEX E - KEY SCHOOL MESSAGES

Key School Messages Substantiators SALL

A wide range of research centres and groupings provide the basis for significant interdepartmental and interdisciplinary collaboration.

All departments rated highly for research and teaching including the University’s only 5* department in the last RAE (2001). Top Ten National Student Survey results for English and Drama, and top 20 for Modern Languages. 102.33 FTE submitted in 2008 RAE, against only 67.1 in 2001 with an anticipated grade point average significantly higher than the University average (2.8 compared to 2.5).

Excellent Facilities for Arts and Humanities research and the student experience

Significant investment in physical resources enhancing research facilities and supporting PGR recruitment. £3m refurbishment of Queen’s Building, £4m new build construction of the Alexander Building in Drama.

Research centres with significant external profile in the following fields: Intermedia; Creative Writing, Victorian Studies; Sexuality and Gender in Europe; Medieval Studies; Film Studies; Latin American Studies

SALL has 10 formally constituted research centres including one of the 5 University-supported Centres in addition to major international presence in other areas of expertise.

Biosciences

Critical research undertaken Research undertaken supports a systems-based approach, reflecting the 10 year strategic plans of NERC and BBSRC Success at research grant earning especially in responsive mode to Research Councils 28% success rate with NERC, 30% success rate with BBSRC and value of research income per academic FTE - £146K (above national benchmark ) Funding to purchase new platform-level technologies (LC-MS, Solexa and 454 sequencer) and technical expertise for ‘genomic’ approaches supported by external peer review of Systems Biology Science Strategy bid BBSRC £300K award to Smirnoff/Grant for a LC-MS machine in Dec 2007 Interdisciplinary Climate Change research

Excellent PhD training NERC failed to make DTG awards to HEI's for 2008 where they were not convinced of their training provision

First-rate facilities £5m spent on laboratories in the GP Building to-date and the further £17.6m planned over the next two years

Strength of Biotechnology intellectual property generation successful spin-out companies eg sale of Evanesco £4m in 2007

Strong programme portfolio 40+ 07/08 premium fee paying MSc students UG applications up by 54% for 07 and a further 18% for 08

Business School

Excellent student experience and satisfaction Position in National Student Survey

Centres of Research Excellence Amount of quality research activity and funding through Centres, including the Applied Centres

A Business School with an International outlook and growing repute

International activity - students, staff, collaborations and businesses worked with

High quality and research led undergraduate, postgraduate and executive programmes

The Times, Guardian and Independent League Tables

Page 26 of 30

SELL

Strong research culture throughout all elements of the School’s work

One of only 10 RAE 5 rated Education depts in England; Staff heavily engaged in national policy and advisory bodies; Strong PGR recruitment; ESRC recognition across all PGR delivery

Consistently high student satisfaction NSS Scores

Well linked to practitioners Mature partnerships with SW schools - a network which can be extended to action research

Strong PGT recruitment – better than education competitors

More PGCE students being trained on A grade courses than any other institution, ESRC Recognition for MSc in Research Methods (online; face to face; and CASE)

SECAM

Expertise in a wide range of technical and technological areas of relevance to industry and commerce in a unified school, with a large number of active regional partners and funding agencies

TSB funding and wide industry engagement

Critical mass in several research groups, in particular in water systems, climate systems and materials engineering.

The School’s External Advisory Committee (EAC) has as its membership senior staff from national and regional industrial, commercial and professional organisations

Comprises representatives from South West Water, IBM, Met Office, DSTL. The board is regularly consulted on major developments and strategy within the school.

There is very close involvement with the Met Office at many levels, from technical contracting work to joint research projects.

Activities within SECaM supported by Met Office advisory board, meets twice a year, receives progress reports from MO Chairs

SECaM leads two Science Strategy Themes and is involved in two others.

Key partnerships with a wide range of other schools, in particular Physics, SoGAER and Biosciences.

SOGAER

Experts in Climate Change and Sustainable Futures and their inter-relationship

- Professor Catherine Mitchell is a panel chair of the IPCC working group on Energy; Professor Mitchell and Dr Bridget Woodman are currently responsible for policy and regulation within the infrastructure and supply theme of the UK Energy Research Centre and frequently advise national and international NGOs and other institutions on energy-related issues. - The wave hub/PRiMARE project has established an expertise in renewable energy with a focus in the marine renewables area, funded by SWRDA and EU Convergence and Competitiveness support (c. £5.4M, shared equally with Plymouth Marine Laboratory). Further external funding in this field is received from Scottish and Southern Energy in the form of support for Prof George Smith - RC, DEFRA, NGO and EU grants

World-renowned experts in Mining, Minerals Engineering and Applied Geology

Continued support from Rio Tinto, Anglo American, Scottish and Southern Energy, Mines Rescue Service, Golder Associates, Rock Mechanics Technology LTD and many other companies, both in terms of financial sponsorship

Page 27 of 30

(c£250k/annum) and for student placements RC, EU, Commercial Grants

Experts in Evidence-Based Social Archaeology Two Heritage Lottery Funded (c. £0.5M) for regional outreach/community archaeology project The largest contingent of American archaeologists outside the American continents RC, EU, Leverhulme Trust grants

Outstanding Sediment Research facilities at Streatham The environmental radionuclide laboratory is the best equipped in any UK geography department and is supplemented with a comprehensive suite of sediment analysis hardware, an experimental hall and sample preparation suites. A heap-filtered ultra clean laboratory for preparation of cosmogenic samples and radiocarbon dating has just been added.

World-renowned Society-Nature research group The Society-Nature research group is amongst the largest and most influential in the UK and internationally

A joined-up approach to environmental education Stakeholders eg, local authorities in Devon, Cornwall, Worcestershire; NGOs, eg, Somerset Rural Youth Porject, LENTRA, CoastNET, Environment Council, BTCV; and government departments (DEFRA)) value the joined-up approach to the issue of sustainable rural environments and the production of a local knowledge economy

HUSS

All round excellence in humanities and social sciences. All departments rated highly for research and teaching. Rated 5 for all six disciplines in the last RAE (2001). 136 staff returned in 2008 RAE. Good National Student Survey results for all subjects with top 10 rankings for Classics, History, Theology, Philosophy and Sociology. Top 10 league table rankings for Classics, History, Sociology and Middle East Studies.

One of world’s leading institutions for research in the Philosophy of Biology.

ESRC-funded Centre for Genomics and Society. Highly ranked internationally in the Philosophical Gourmet Report for Philosophy of Biology.

One of the most important centres of Arab, Middle East and Islamic Studies in the UK.

Purpose built Institute of Arab and Islamic Studies providing unrivalled facilities and housing the Arab World Documentation Unit, a national resource for documents relating to the Arab World. Largest cluster of experts in Islamic Studies in the UK. Only Durham, Oxford and SOAS have centres comparable in size and quality.

Research centres with significant external profile in the following fields: War, State and Society; Advanced International Studies; Ethnopolitical Studies; Kurdish Studies; Regulatory Governance; Medical History; Maritime History; Genomics and Society; Cornish Studies and Mediterranean Studies.

Some of these centres are among international, European and UK leaders in their fields.

Wide range of innovative and flexible undergraduate and postgraduate programmes.

Distinctive programmes at Cornwall, large number of flexible combined honours.

Law

Research Excellence in key niche areas Grade 5 RAE with all teaching members of the School engaging in original research; Niche research interests e.g. legal ethics, socio-legal studies; Centre for European legal studies and European documentation centre

Many opportunities to enhance your employability Annual Law recruitment fair attended by local and national legal employers; Local firms involved in skills training sessions; Work experience and Advocacy modules. All students have individual careers interviews. Organisation of placements within Law firms both locally and nationally; LLB programme recognized in Singapore & Malaysia; study abroad opportunities; High percentage of 1

st and 2.1s. Variety of scholarship opportunities; School funded

Page 28 of 30

GTAs; possibility of undergraduate paid placements

Opportunities for interdisciplinary study and research Collaboration with HUSS, SOBE, SOGAER, BIOSci etc;

Friendly international School Staff from a wide range of academic and professional backgrounds including in Europe, Brazil, Nigeria, Ghana and the UK; Active student Law society & staff student liaison committee

Expertise in EU legal systems Expertise arising from elite programmes such as the LLB (European) Magister and Maitrise at Streatham;

PCMD

Research intensive medical school as well as centre for national and international excellence in education and training.

Significant contributor to social and economic growth in the region and Key force in the improvement of healthcare in the region.

Excellent level of employability.

To have the College recognised as a high quality provider of medical and dental education in the international student marketplace.

Psychology

One of the UK’s top ranking schools in the field.

Top 10 in NSS 2007, performing particularly well on teaching. School aims to be UK’s top 7 psychology departments by 2010. Recently listed as 8

th in the Times league table

and 4th

in the Guardian.

Mood Disorders Centre’s strong research record. Unique partnership with the NHS. New contracts include the high profile NHS Treatment Centre and Improving Access to Psychological Therapies

Social, Economic & Organisational Psychology research group has reputational advantage and internationally prominent work.

This group conducts high profile internationally recognised research, supported with a large ESRC grant. Many examples of research with applied outcomes and partnerships with a range of external organisations.

Centre for Applied Psychological Research. Platform to co-ordinate and showcase the School’s outreach activities.

Unique Animal Behaviour programmes offered. Animal behaviour programme as part of Psychology school is unique in England.

Page 29 of 30

SHS Substantiators

One of the UK’s top ranking schools in the field

Top rated NSS score in the UK, Ranked 3rd in the Guardian, 4th

in Good University Guide, 3rd

in Times subject tables, 5 rated RAE

A leading interdisciplinary centre for the study of health and human performance

Top 4 for volume of researchers (RAE 5/5* depts), prize-winning Children’s Health and Exercise Research Centre, closely aligned with PMS, Psychology and Education; leading unique interdisciplinary research network in mental and physical health; regularly quoted by all the media for expert opinion

Uses the latest techniques and thinking Teaching informed by latest research. All research staff teach.

State-of-the-art research and teaching facilities including MRI scanner

We prepare you well for the workplace Great employability initiatives – employers attend school events and are embedded in teaching programmes. Big demand from employers for our graduates.

Experts in the measurement of physical activity. School performing the physical activity measurements on two major health epidemiological studies (Health Legacy 2012).

Page 30 of 30