1. Staff Briefing
2nd April 2014

2. Staff Briefing
2nd April 2014
Sarah Jones
Chief Finance Officer

3. Sector financial health
Actual Forecast
2011-12 2012-13 2013-14
Total income £23,277M £24,319M £25,337M
Operating surplus £972M £956M £547
Operating surplus as % of total income 4.2% 3.9% 2.2%
Cash flow from operating activities as % of total
income
8.1% 8.3% 6.6%
Net liquidity as number of days’ expenditure 118 123 98
External borrowings as % of total income 23.5% 25.8% 27.0%
Discretionary reserves excluding FRS17 as % of total
income
56.0% 61.7% 62.9%

4. Surpluses Graph since 2007/08

5. Operating and historical cost surpluses as percentage
of total income 2002-03 to 2012-13

6. Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
Historical cost surplus as a % of
total income
0.60% 1.70% 5% after strategic
investment
7.16
3.09
0.62
1.70
0
1
2
3
4
5
6
7
8
2009/10 2010/11 2011/12 2012/13
Percentage(%)
Historical cost surplus as % of total income

7. 0.62
5.31
16.12
-10
-5
0
5
10
15
20
Percentage(%)
Mission group historical cost surplus as a
% of total income 2011/12

8. 0.62
3.02
6.94
0
1
2
3
4
5
6
7
8
Percentage(%)
Aspirational group historical cost surplus
as a % of total income 2011/12

9. Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
Net cash flow from operating
activities as a % of total income
5.90% 1.50% 10-15%
17.53
14.01
5.89
1.50
0
2
4
6
8
10
12
14
16
18
20
2009/10 2010/11 2011/12 2012/13
Percentage(%)
Net cash flow as a % of total income

10. 1.63
5.89
10.04
18.84
0
2
4
6
8
10
12
14
16
18
20
Percentage(%)
Mission group net cash flow from
operating activities as a % of total income
2011/12

11. 1.41
5.89
7.52
11.90
0
2
4
6
8
10
12
14
Percentage(%)
Aspirational group net cash flow from
operating activities as a % of total income
2011/12

12. Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
Staff costs as a % of total
income
54.8% 55.5% ≤53%
50.6
53.8
54.8
55.5
47
48
49
50
51
52
53
54
55
56
57
2009/10 2010/11 2011/12 2012/13
Percentage(%)
Staff costs as a % of total income

13. 48.0
54.8 55.1
62.4
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
Percentage(%)
Mission group staff costs as a % of total
income 2011/12

14. 48.6
53.6
54.8
56.3
44.0
46.0
48.0
50.0
52.0
54.0
56.0
58.0
Percentage(%)
Aspirational group staff costs as a % of total income
2011/12

15. Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
Discretionary reserves (excluding
pension liability) as a % of total income
33.5% 36.6% Increase (35-40%)
28%
31% 33%
36.6%
0
5
10
15
20
25
30
35
40
2009/10 2010/11 2011/12 2012/13
Percentage(%)
Discretionary reserves as a % of total income

16. 23%
33%
60%
100%
0%
20%
40%
60%
80%
100%
120%
Percentage(%)
Mission group discretionary reserves as a %
of total income 2011/12

17. 27%
33%
42%
58%
0%
10%
20%
30%
40%
50%
60%
70%
Percentage(%)
Aspirational group discretionary reserves
as a % of total income 2011/12

18. Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
External borrowing as a % of total
income
33.6% 31.5% Decrease (<35%)
35.9%
35%
33.7%
32.5
33
33.5
34
34.5
35
35.5
36
36.5
2009/10 2010/11 2011/12
Percentage(%)
External borrowing as a % of total income

19. 26.2%
33.7%
55.3%
0.0
10.0
20.0
30.0
40.0
50.0
60.0
Percentage(%)
Mission group external borrowing as a % of
total income 2011/12

20. 4.3%
29.0% 33.7%
73.2%
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
Percentage(%)
Aspirational group external borrowing as a %
of total income 2011/12

21. Measure Baseline 2011/12 2012/13 update Target 2020 Trend RAG
Net liquidity days 113 80 80-85
93
115 113
80
0
20
40
60
80
100
120
140
2009/10 2010/11 2011/12 2012/13
Numberofdays
Net liquidity days

22. 45
113
145
318
0
50
100
150
200
250
300
350
Numberofdays
Mission group net liquidity days 2011/12

23. 14
96
113
140
0
20
40
60
80
100
120
140
160Numberofdays
Aspirational group net liquidity days

24. Measure Baseline 2012 2013 update Target 2020 Trend RAG
Expenditure on estate as a % of
insurance replacement value (IRV)
7.34% 7.04% 7% of IRV
6.56%
7.11%
7.34%
7.04%
6.00%
6.20%
6.40%
6.60%
6.80%
7.00%
7.20%
7.40%
2009/10 2010/11 2011/12 2012/13
Percentage(%)
Expenditure on estate

25. Operating Surplus
(6,000)
(4,000)
(2,000)
0
2,000
4,000
6,000
8,000
Operating Surplus
£000
| | | | | | | | | | | | |
03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
Financial Year

26. Funding breakdown of capital expenditure (2008-
09 to 2013-14)
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
£millions
Receipts from
sale of tangible
assets
Deferred capital
grants received
Mortgages and
loans acquired
Net capital to be
financed from
internal cash

27. Generate more cash
Increase income Reduce expenditure
Recruitment and
retention
of students
Commercial
income
Staff costs to
53% of income
Reduce
non staff spend
Process
efficiencies
Intelligent
procurement
Cost
control

28. Staff Briefing
2nd April 2014

29. Staff Briefing
2nd April 2014
John Wright
Chief Information Officer

31. BACKGROUND
Student Expectations Needs of Colleagues
Changing IT Landscape Legacy Environment

32. PROJECTS TO BE COVERED
• Digital Learning Environment (DLE)
• Customer Relationship Management (CRM)
• University Website

33. DLE Project

34. Digital Learning Environment
Delivered so far:
 Framework and style design
 Building blocks of systems
 Early adopter access
Get involved: http://blogs.plymouth.ac.uk/dle/
What can you look forward to?
 More innovative & engaging learning experience
 Increased toolsets available e.g. quizzes, group tools, peer
learning options
 Integrated Assessment & eSubmission
 More online materials e.g. reading lists
 Lynda.com – online training portfolio
 Reduced sign on challenges
Support available
 Faculty focussed teams – 10 dedicated DLE
advocates to promote & support the
Academic community
 Fortnightly Show & Tell sessions
 Regular Drop-in support sessions
 Ongoing staff training programme
1/3 – 30/4
eSubmission, eAssessment, systems integration
(TalisAspire, Turnitin)
1/5 – 30/7
Further integrations (PebblePad, CampusM)
Business Readiness (student forums)
5/9
Read only
Tulip & Emily
Completion Dec 14
5/10
Access removed
Tulip, Emily &
SCOLAR
8/12
Decommission
Tulip & Emily
22/5 – 01/12
Initiation &
Planning
2/12
Begin
Delivery
AE
EP

35. CRM title page
CRM Project

36. 36
Customer Relationship Management
Introduction of a strategic CRM – the ‘soup to nuts’ student
journey; and engagement with enterprise and the local
community.
Student &
Employee Social
Networks
Listen &
Analyze
Social
Marketing
Partners
Recruiting
Service &
Engage
Enrolment
and
Registration
External
Engagement
Student
Portals Collaboration
Student
Services
Career
Services
Alumni
Mgmt
Business
Devel
Teaching &
Learning
Events

37. Customer Relationship Management (CRM) – Phase 1
What can you look forward to?
 Greater coordination across all areas of the
University
 Improved management of the student lifecycle
 More detailed, timely and accurate performance
data; improved target setting and monitoring
 Strategic use of data to segment and target
market areas; improved and personalised
communications
Future development:
 Extend CRM to encompass the whole student
journey and Alumni
 R&I, Academic partnerships
 Engagement with enterprise and the local
community
Get involved:
Email the CRM Project Manager,
Paul Westmore
Paul.Westmore@plymouth.ac.uk
Jan – Dec
13
Jan 14 Feb March April May June July Aug Sep
2/4
CRM goes live in Recruitment
& Admissions
Apr 2014 onwards
Development and implementation
within Employability service area
2013
Planning &
Initiation
18/11
Delivery begins
(R&A)
19/3 – 21/3
User Acceptance
Testing (R&A)
24/3 – 28/3
Training
(R&A)
Phase 1 Closure
Jul 2014
Development
/Configuration complete
Sep 2014
Completed Phase 1
Deployment
SE
AE
DT
EP

38. Website title page
University Website Project

39. University Website Project
Delivered so far:
 Collaborative design and build process
 School sites – e.g. School of Biology
 Selected course pages – e.g. BSc (Hons) Dietetics
Get involved: http://blogs.plymouth.ac.uk/website/
13/3 – 21/5
Our University
22/5 – 18/6
Student Experience
19/6 – 13/8
Research and Expertise
14/8 – 10/9
Business and Partners
10/9
Completion
Aug – Dec 13 Jan 14 Feb Mar Apr May Jun Jul Aug Sep
8/8 – 16/10
Initial Setup
2/1 – 12/3
Courses & Study
17/10 –
20/12
Our University
What can you look forward to?
 Mobile first – designed to adapt to all digital devices
 Smart Search will be first & foremost
 Sophisticated & user-friendly content management
system
 Smart analytics embedded on all pages
 Full social networking integration
 More personalised user experience
 Rigorous measurement tools
 Scalable to cope with peak demands
SOCM

41. Staff Briefing
2nd April 2014