Recommendation
|
Actions Needed
(Outputs)
|
Desired
Outcomes
| Reporting Devices or Performance
Indicators
|
By Whom?
|
See in Draft Plan
|
| 1. Define Lincoln University's market position more clearly by moving from branding to targeting/ positioning
| Development of marketing strategy
Determination of desired market position
Organisation/ internal backing achieved at programme level
| More competitive market position
Clearer consensus regarding target market
Clearer, stronger messages to target markets
| Higher enrolments
Survey data
Market research
| Community Relations Centre
Council
APDs _
Academic Staff
| Mgt 2.1
Mgt 3.6
Also see P.I.s
|
| 2. Plan for strategic alliances with other providers. For example:
CHCH College of Education
CHCH Polytechnic
CHCH Clinical School
Establish a beneficial linkage with non-Lincoln University provider
| Explore options
Meet with potential partners
Sign protocols/ delivery contracts etc
Negotiation with potential partner
| Stronger market position
Stronger negotiat- ing stance
Stronger public profile
Establish an agreement in 1996
| Higher enrolments
Agreement reached
More effective lobbying
Market/survey data
Opposition pre- empted
Enhanced perfor- mance and breadth of teaching and research programmes
EFTS figures and programmes, research contracts and publications
| Council/Management Forum
Senior Management Group
Council
Vice-Chancellor
Pro Vice-Chancellor
| T&R
2
Mgt 3.7
Also see P.I.s
|
Recommendation
|
Actions Needed
(Outputs)
|
Desired
Outcomes
| Reporting Devices or Performance
Indicators
|
By Whom?
|
See in Draft Plan
|
3. To further diversify funding streams in view of possible reduction of MOE funding. Numerator management
|
Form a task-force to establish new ventures in identified market niches
Reorganise existing ventures
Provide incentives and rewards to those who develop new ventures
|
Efficiency gains
Increased revenues
Increased profile for Lincoln University's departments and divisions
Improved staff morale
|
Better EFTS/staff ratio
Higher earnings targets/baseline indicators being met
Higher enrolments
Staff feedback picked up by ADDs and APDs
|
Recruited from all staff by HODs
ADDs/APDs
Senior Management Group
|
EFTS and Financial Projections
See Mgt
3.4
2.2.1
2.2.2
|
Recommendation
|
Actions Needed
(Outputs)
|
Desired
Outcomes
| Reporting Devices or Performance
Indicators
|
By Whom?
|
See in Draft Plan
|
4. Improve competi- tive positioning with regard to other tertiary providers
|
Develop new niche courses
Promote specific expertise
Stimulate high profile research in national interest
Improve lobbying capacity
Co-supervisory status to CRIs developed
|
Higher EFTS
Better market share
Higher (relative to others) research outputs in niche expertise areas
Enhanced post- graduate roll
|
Enrolments
Management reporting system
Publications and revenue
Enrolments. More FRST sub-contracting to and from CRIs
|
HODs & APDs
Community Relations Centre/ADDs & APDs
ADDs
Senior Management Group
APDs
Senior Management Group
|
See T&R
3.1
5.2
5.2.6
Mgt
1.2
2.1
3.3
3.6
3.7
|
Recommendation
|
Actions Needed
(Outputs)
|
Desired
Outcomes
| Reporting Devices or Performance
Indicators
|
By Whom?
|
See in Draft Plan
|
| 5. Prepare contingency plans for capital charge regimes
| Review asset holdings and usage
Develop asset management plans which cater to possible capital charge regimes
Include non- financial assets in plan
Liquidate or rejig assets
| Higher return on assets
Net decrease in capital charges paid
Release of sunk capital
Reduce opportunity costs
| Monthly reporting by existing division on:
asset use
revenue earned
capital charge paid
| Registrar
Director Student Services Group
Finance Registrar
ADDs
Works Registrar
Director Farms
| See Mgt 3.4
Not spec. incorporated
|
| 6. Improve accuracy of fee-setting. Set fees on high side of range
| Improved fore- casting techniques and fees analysis
| Improve student roll
Equitable and auditable proced-ures
| Monthly reporting
EFTS
| Registrar
Academic Registrar
| See Estimates Section
|
| 7. Ensure that student numbers remain healthy in agriculture and horticulture programmes
| Aggressive publicity regarding these courses
Improved schools' liaison
Sponsorship of these courses
| Higher enrolments
Increased capture of market share from Massey
| Enrolment reporting
| Community Relations Centre
| See Mgt 3.6
T&R 2.6
See EFTS projections
|
Recommendation
|
Actions Needed
(Outputs)
|
Desired
Outcomes
| Reporting Devices or Performance
Indicators
|
By Whom?
|
See in Draft Plan
|
| 8. Ensure that contingency plans are in place for a change in D.L. funding
| Investigate the possibility of offering more extra-mural courses
| Higher enrolments
| Enrolments
| APDs
| T&R 3.3
|
| 9. Prepare a contingency plan with regard to the publication of 'League Tables' in the media
| Prepare our own tables
Cultivate strategic alliance among educationalists to gain advance warning
| Improved public image awareness
| Market research results
| Senior Management Group
Community Relations Centre
Vice-Chancellor
| Mgt 3.6
|
| 10. Reinforce institu- tional strengths of Lincoln University, particularly regarding University of Canterbury
| Targeted promo- tion (eg LU Commerce)
Promotion of established track record to make University of Canterbury look like new-comer in profiled areas
| Higher market share (of more able students particularly)
| EFTS figures
Quality of 6th form certificate/entry standards
| ADDs (Commerce)
Community Relations Centre
ADDs/APDs
| Mgt 3.6
|
Recommendation
|
Actions Needed
(Outputs)
|
Desired
Outcomes
| Reporting Devices or Performance
Indicators
|
By Whom?
|
See in Draft Plan
|
11. Partnership with North Island institu- tion/provider
Develop alternative modes of delivery for part-time market in a city location
| Identify location and/or partner
Identify relevant programmes
Establish taskforce
Develop plans
Allocate funds and resources
Implement delivery
Market concept
| Delivery of the programmes in the city in 1997
Generation of additional EFTS
Stronger market position and profile
Improved market share regarding adult/part-time market
| Overall increase in EFTS with same attributable to city-base
ADDs and APDs to communicate to staff once decisions reached
Enrolments and public interest
Staff commitment
| Pro Vice-Chancellor
ADDs/APDs
Finance Registrar
Senior Management Group _
Management Forum
Council
ADDs/APDs
Community Relations Centre
| Mgt 3.7
|
12. Establish a CHCH city-based delivery programme
|
Identify location and/or partner
Identify relevant programmes
|
Delivery of the programmes in the city in 1997
|
Overall increase in EFTS with same attributable to city-base
|
Pro Vice-Chancellor
ADDs/APDs
Finance Registrar
|
Mgt 3.7
|
Recommendation
|
Actions Needed
(Outputs)
|
Desired
Outcomes
| Reporting Devices or Performance
Indicators
|
By Whom?
|
See in Draft Plan
|
| 13. Reinforce Lincoln University as quality experience (academic and life-style)
| Continue branding campaign
Bring more pros- pective students, parents and teachers to campus
Enhance informal media coverage
| Enhanced public perception of Lincoln University
Increased propor- tion of North Island students
| EFTS x programme
EFTS x region
EFTS x quality at intake
Client survey instrument
| Community Relations Centre
APDs
| Mgt 3.6
|
| 14. Enhance research profile of Lincoln University to develop wider public profile and awareness
| Establish larger research teams that are resourced appropriately
Recognise contribution of key individuals to research programme
Move to individual contracts
Facilitate visits by high profile interna- tional research leaders in key Lincoln University areas
| Enhanced international recognition
More FORST funding; external contracts and guaranteed contract comple- tions
Four major visitors per year minimum
| Increased numbers of visiting scholars
Increased funds
Renewal of existing contracts and new
Enhanced morale self-esteem (cultural audit)
International publications
| ADDs
Chair of Research Committee
Vice-Chancellor's Promotions Committee
Personnel Registrar
ADDs
Chair of Research Committee
| Mgt 3.6
T&R
3.5
3.8
5.2.4
|
Recommendation
|
Actions Needed
(Outputs)
|
Desired
Outcomes
| Reporting Devices or Performance
Indicators
|
By Whom?
|
See in Draft Plan
|
15. Enhanced academic quality : teaching and research
|
On-going Lincoln University self-review
External publicity of Lincoln University's strengths
Benchmark with major international institution
|
Internal - Enhanced staff (and student) confidence
Increased interest from prospective students
External - Recogni- tion of Lincoln University - staff and programmes
|
Cultural audit
Shift in key values and between successive audits
Increased enrol- ments
Invitations (eg conference; study leave); formal awards
Increased awards, invitations; numbers of staff taking study leave
|
Council's Audit Committee
Pro Vice-Chancellor
Community Relations Centre
|
T&R
3.8
3.6
5.2.5
Mgt
2.3
3.3
4.2
|
