University Of Edinburgh
College of Medicine and Veterinary Medicine
Final DRAFT
Strategic Plan 2013-16
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Contents
Page
Section A
Summary and Key Issues
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Recent Successes
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Planning Framework
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College Targets
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Annex A - Risk Register
18
Section B
Annex B - College Capital Planning Summary
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Annex C - Key Performance Indicators Analysis
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Annex D - External Risk Analysis
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Section C
CMVM Three Year Financial Forecasts
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Section D
Planning Round Financial Forecasts Pack – separate attachment
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College Plan 2013/16 Summary Page
The key planning issue for the College over the next three years will be to establish a sustainable platform from
which to push toward world top 10 status in our core disciplines of medicine, biomedical science and veterinary
medicine. Our approach will be research-led and will focus on providing excellent students and staff with fieldleading experience and opportunity.
We will drive research-related income by ensuring the best possible Research Excellence Framework submission
to secure the University’s Research Excellence Grant income in our disciplines; by building on very strong funding
partnerships with the Medical Research Council, the Biotechnology and Biological Science Research Council and
charity funders; and by drawing on wider University strengths to underpin burgeoning developments in
regenerative medicine, stratified medicine, medical bioinformatics, genomics and integrative physiology and
neuroscience. The College’s research strengths are intimately linked to partnerships with Scottish Government,
Scottish Enterprise, The Department for Business, Innovation & Skills (BIS) and NHS that will deploy significant
external capital to develop internationally important innovation campuses at both Edinburgh BioQuarter and
Easter Bush, driving economic growth as well as improvements in human and animal health. Our research
strengths will also drive an increase in post graduate research students and will inspire new developments,
together with those related to philanthropic interest, in our portfolio of taught post graduate distance learning
opportunities.
To achieve our aims, we need help to address threats to sustainability, arising both externally (tighter controls on
medical student numbers and increasing competition in veterinary education) and internally (budgetary systems
that have not properly rewarded growth in Research Excellence Grant income whilst burdening new
developments with an excessive share of costs).
Key issues to be addressed in support of the 2013/14 three year plan
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Return of Research Excellence Grant income to College.
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Return of Scottish Funding Council research capital to the Roslin Institute and Institute of Genetic Molecular
Medicine.
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Redistribution of costs relating to Easter Bush developments.
Key College prioritises for the 2013/14 three year plan
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REF 2014 return; joint submission for Unit of Assessment 6 with the Scottish Rural College
Continue to support the Roslin and the MRC Human Genetics Unit mergers; University of Edinburgh is now
second in volume for BBSRC grants and MRC spend.
On the basis that our key issues are successfully resolved we will:
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Double investment for PhD support from £1m to £2m per annum.
Add an additional £800k per annum to the £200k allocated for Personal Tutors
Merge the three medical schools to form a single school in 2015, the home for medicine will be at Little
France, to enhance student experience.
Plan to receive around 50 additional Scots/EU places to move to ‘six-year medicine’ over the next 3 years
with all student offered intercalated BSc.
Implement six-year medicine which will enhance overseas recruitment to BSc Medical Sciences, since this
will provide 20 extra students into year 3 MBChB for 5 years – and we will develop an MBChB-PhD
programme.
With support from the School of Biological Sciences create a new BSc in Biomedical Sciences would provide
additional RUK growth for the University.
Develop Easter Bush as a National Innovation Campus in Animal Sciences, together with our partners
develop the next phase for BioQuarter campus and seek sustainability for the BioQuarter team.
Focus on capital development of the Easter Bush Hub (£10 received from Scottish Government), the
relocation of the Centre for Integrative Physiology from George Square to Little France and the develop the
museum and anatomy partnership between the College and the Royal College of Surgeons.
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Recent Successes
Research
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In 2011/12 the College submitted the highest number of research applications 814, had the highest number
awarded 494 and had the highest research income £90,823. We are currently exceeding last year’s research
income.
£59.7M research grant award to Human Genetics Unit arising from successful Medical Research Council
Quinquennial Review (Sep 2012)
The Biotechnology and Biological Science Research Council award of core strategic funding of £40M (tbc) to
Roslin Institute
Successful completion of the £54m Scottish Centre for Regenerative Medicine (Nov 2011)
Funding agreements for £15M to develop National Avian Facility at the Roslin Institute
Leadership of molecular research element of the €1.2bn European Commission flagship initiative Human
Brain Project
Philanthropic donation of £1M to the Patrick Wild Centre in support of Fragile X syndrome (Dec 2011)
Collaboration with one of the world’s largest genomics organisations, BGI, to enhance the Colleges
genomics facilities
Ground breaking £3m Medical Research Council/National Institute for Health Research funded cystic fibrosis
gene therapy trial
The Scottish Collaboration for Public Health Research and Policy grant renewal £5m
Successful £2m grant application to Asthma UK will led to creation of a Applied Asthma Research Centre
£1.2m awarded to the Centre for Population Health Sciences as part of a major MRC collaborative award to
develop a Scottish e-Health Informatics Research Centre
The Biotechnology and Biological Science Research Council has awarded the Roslin Institute £1.1M towards
new equipment towards the creation of Edinburgh Genomics.
Teaching
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Conducted a review of all taught postgraduate programmes to assess the level of achievement against
business plans.
£250k investment with NHS to expand clinical skills facilities at Chancellor’s Building.
Successful launch of 8 new taught postgraduate programmes in 2012-13, with a further 7 approved for
launch in 2013-14.
3 of the 4 undergraduate programmes (MBChB, BVM&S, BSc Bio Medical Sciences) in the University’s top 4
for student satisfaction.
Undergraduate entry in 2013 with double digit growth in applications from UK and EU applicants
Implemented (for UG students) the first phase of the personal tutor scheme.
Re-launch of the Edinburgh Dental Institute in partnership with NHS Lothian.
Knowledge Exchange
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Completed the Anne Rowling Regenerative Neurology Clinic.
Commenced construction work on the Systems Medicine Building.
BioQuarter has exceeded its targets for new contracts, start-up companies and translational awards.
Implementation of the National Facilities for Avian Research at Easter Bush
£10m committed by Scottish Government to Easter Bush for livestock improvements
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Excellence in Education – Aim: To stimulate in our students a lifelong thirst for knowledge and learning and to
encourage a pioneering, innovative and independent attitude and an aspiration to achieve success within and
beyond the University.
College Goals: by 2016 we will:
Undergraduate programmes
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Establish a BSc undergraduate programme for Biomedical Science within the College.
Develop the closed loop overseas student programmes for MBChB (to return to country of origin to practice)
Have secured enough Scots/EU places (circa 10 a year)to offer intercalated degrees for all MBChB students.
Within BVM&S facilitate intercalated degrees for students to follow alternative career paths if desired.
Retain full accreditation status for the Royal College of Veterinary Surgeons, General Medical Council and the
American Veterinary Medical Association.
Implement the personal tutor scheme for undergraduate programmes to guide student’s academic plan,
educational and professional progress, supporting them to plan for their future career.
Create the new home for undergraduate medicine and biomedical science at Little France for all of our
students to engage with leading research and clinical excellence.
Relocate the teaching of undergraduate and continuous professional development in anatomy to the Lister
building in partnership with the Royal College of Surgeons Edinburgh.
For Vet undergraduates continue to support the breadth of extra mural studies experience, including
overseas opportunities.
Develop and maintain accurate and easy to use undergraduate web sites.
For Biomedical Science students encourage knowledge generation and knowledge exchange through work
experience with employers, professional bodies, alumni and other stakeholders.
Provide significant further investment in new infrastructure to provide first class teaching environment
(clinical skills, anatomy, equine, study and meeting places…etc.) enabling our staff to embrace new
technologies as part of enhancing the learning experience, and to deliver prompt and effective feedback (see
Annex B).
Postgraduate programmes
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Restructure postgraduate and distance learning programmes to increase numbers and improve student
experience.
Review and implement a new teaching and administration structure to provide better support to students
and applicants.
Implement an appropriate personal tutor scheme for postgraduate programmes.
Ensure that majority of our postgraduate students complete their degrees within the prescribed timescales
Improve the training of supervisors who support PhDs to ensure that students are effectively mentored,
supported and encouraged to explore their research experience to the benefit of their career potential
Develop and maintain accurate and easy to use post graduate web sites and transparent business plans.
Implement recommendations of review of research postgraduate programme provision conducted at
College level in 2013.
The scale and scope of online postgraduate provision will be increased, in part, utilising the Global Health
Academy. The Global Health Academy will be deployed to foster interdisciplinary PGT development tailored
towards working professionals; build strategic partnerships for PGT growth internationally; and increase
scholarships income - particularly for students from low income nations. The Global Health Academy can be
used to foster collaborative advantage across teaching, research and outreach with commercial, civil society,
governmental and university partners. These partnerships may be leveraged to access novel sources of
international funding.
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Excellence in Research – Aim: To foster a vibrant, successful and interactive research community that generates
ideas and discoveries, creates new fields of knowledge and makes a difference to the societal, cultural,
environmental, health and wealth development of Scottish, UK and global communities.
College Goals: by 2016 we will:
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Exploit the added value of ‘one medicine’ through; the integration of basic and clinical research for the
advancement of human and animal health and food security; pioneering new and emerging areas of
research across the boundaries of traditional disciplines; providing leadership and make advances in solving
key global research challenges in one health; releasing the full potential of the breadth and volume of our
research base; delivering excellence with impact; generating a cohort of future research leaders; maintaining
and enhance our profile as a centre of excellence in clinical, basic and educational research.
Invest (including the appointment of Chairs held vacant to save money in 2008-12 period) in “laboratory
medicine”, especially human and veterinary (systems) histopathology, the microbiology of healthcare
associated infection and clinical haematology (which will also synergise with excellent new appointments in
blood stem cell biology).
Review, re-organise and move research centre structures to Little France to create centres of excellence and
new scientific interfaces.
Promote new approaches to cross disciplinary research, including encouraging outstanding global research
collaborations, positioning ourselves to compete successfully for funding from Europe and beyond, including
by influencing and engaging with EU priorities for Horizon 2020, professionalising our approach to securing
EU funding, and supporting our staff as successful consortium leaders.
Maximise our competitive research funding success, with emphasis on large and cross-disciplinary proposals,
including playing a leading role in appropriate Research Councils UK Grand challenge research programmes
Continue to create world class research facilities (see appendix A) through the implementation of the capital
estates programme; £80m Easter Bush, £80m at the Edinburgh BioQuarter; £30m at the Western General
Hospital; £10m Centre of Edinburgh.
Explore the opportunity to create a world-leading centre for tissue regeneration utilising our expertise in
stem cell biology, inflammation biology and tissue biology; underpinned by our imaging, fluorescenceactivated cell sorting and animal facilities.
Expand the Edinburgh University and Cancer Research UK Cancer Centre to include investigators from across
Edinburgh engaged in multi-disciplinary research that impacts on cancer processes. The expanded Cancer
Research Centre will be located both at the Institute of Genetics and Molecular Medicine, and at the Queens
Medical Research Institute, such that it will become a cancer centre without walls, bringing the best of basic
and translational/clinical cancer research to bear on the lives of cancer patients. Traditional and innovative
cancer research - embracing genomics, systems pathology, novel drug discovery strategies and chemical
cancer imaging - will both aid early diagnosis and deliver stratified medicines to patients with cancer meeting a key unmet clinical need in Scotland in partnership with NHS Lothian.
Support the Scottish Collaboration for Public Health Research Policy’s mission and objectives for developing
novel public health interventions. Foster collaboration between government, researchers and the public
health community, to develop a national programme of intervention development, large-scale
implementation and evaluation. Build capacity within the public health community for collaborative
research, with maximum impact on Scottish policies, programs and practice.
Develop a sustainable PhD programme plan, continue to move towards the University goal of 2 students for
each Principal Investigator, improve 4 year completion rates
New strengths
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Appoint 26 Chancellor’s fellows and Internationally renowned researchers to position ourselves to compete
successfully for funding from Europe and beyond
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Take a UK leading role in medical bioinformatics, linking to proposed Medical Research Council-funded
National Institute on Edinburgh BioQuarter, Edinburgh Genomics and pan-Scotland Scottish Funding Councilfunded Innovation Centre in Stratified Medicine, building on the College of Science and Engineering’s School
of Informatics and the Edinburgh Parallel Computing Centre.
Merge the Roslin Institute’s ARK Genomic and the College of Science and Engineering Genepool to create
Edinburgh Genomics. The new Edinburgh Genomics will partner BGI-Shenzhen to create a DNA sequencing
centre that will at least double the current combined capacity of the University’s existing centres to become
a major Centre of Excellence for Genome Sciences based upon the application of high throughput DNA
sequencing technologies, the Centre will focus on livestock genetic improvement of rare forms of inherited
disease through to major causes of ill health. It will be a crucial bridge between our world leading academic
research and the needs of the NHS.
The new Edinburgh University Centre for Comparative and Experimental Pathology Centre will be located at
the Bush Estate. It will focus and co-ordinate a wide range of pathology expertise towards the understanding
of disease processes in all species (companion, experimental and farm animals, as well as humans), including
experimental models of human disease.
Establish facilities within CMVM for stereotactic adaptive radiotherapy for cancer therapy (e.g. The
CyberKnife® Robotic Radiosurgery System). Mapping the clinical requirements for cancer management in
people, with research collaboration across informatics, engineering, medicine and veterinary medicine.
Will develop R&D capacity in partnership with the NHS Genetics, Molecular Pathology and Cytogenetic
Services alongside the Institute of Genetic Molecular Medicine that will connect our world class research
with excellence in hospital based medical care in the critical arena of stratified medicine.
The new research Centre for Global and Translational Pathway Medicine (GTPM) located at the Little France
site of the University of Edinburgh will focus on host determinants and disease pathways involved in
communicable diseases and how they can be used for diagnostical (stratified) therapeutic intervention.
Develop a strategic approach to imaging facilities across the Bio Quarter campus.
Excellence in Innovation – Aim: To ensure our knowledge, ideas, skills and expertise are transformed into advice
and opinion, innovation, intellectual property, enterprise and wealth, thereby realising national and international
objectives and enriching society.
The College will work in partnership with Edinburgh Research and Innovation, BioQuarter to deliver the following
key objectives:
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The Edinburgh BioQuarter 5 year programme objectives are to significantly increase the number of spin out
companies to quadruple the number of biomedical patents filed and to significantly increase the number of
strategic industrial partnerships.
The Edinburgh BioQuarter commercialisation programme is exceeding its targets (See KPI Annex C). However
its present funding and associated mandate ends in March 2015.
Over the next 2 years the College in partnership with the University will develop a sustainable model for
BioQuarter to ensure that it continues to deliver and expand on its contribution to Scottish Governments
national life science objectives.
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For Easter Bush further develop long standing relationships with industry and to continue to enhance our
understanding of industry needs, priorities and limitations within the 4 market sectors identified (animal
breeding, animal health and welfare, biotechnology, human health).
We will focus on emerging research areas where industry input and interaction is likely to increase over the
next 3 years:
Food security – the need to address the government’s ‘Food 2030’ to maximise the efficiency of agricultural
(including farm animal) production whilst minimising the impact on the environment in collaboration with
the animal breeding, production and health sectors.
o Stem cell work - embryonic and induced pluripotent stem cells of livestock and companion animals,
primordial germ cells in avian species.
o Antigen identification and delivery – using the knowledge of the innate immune system to improve
vaccine responses.
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Animal models of development and disease – specifically transgenic/ knockout rats and transgenic
livestock, created through the use of stem cells or Zinc finger technology.
Medical Research Council Technology (MRC’s technology exploitation arm – now independent) responsible
in partnership with Edinburgh Research and Innovation for the Institute of Genetic Molecular Medicine will
aim to drive strategy on translation, commercialisation and industry partnership. A £500k fund is available
over quinquennium (until 2017) devoted to funding development projects at the Institute. General aim is to
increase industry collaboration, translation and participation with increased interaction with industry
partners as well as increased technology development. Medical Research Council Technology will continue
to support Intellectual Property in terms of licensing and patenting arising from Institute of Genetic and
Molecular Medicine and assist BioQuarter and Edinburgh Research and Innovation in their aims to increase
collaborative efforts.
Other activities
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Good Manufacturing Process facilities in Scottish Centre for Regenerative Medicine currently being
commissioned and will be used by Roslin Cells Limited (not for profit) and the Scottish National Blood
Transfusion Service,
NHS Good Manufacturing Practice clinical trials unit set up in 1 George Square in 2012
Industry open days
Knowledge transfer seminar days
Development of an Easter Bush Innovation Centre that will focus on identifying and capitalising intellectual
property.
The recent £1.1M windfall from the Biotechnology and Biological Science Research Council for equipment
for ARK Genomics
Enablers
The realisation of our strategic goals is enabled by exceptional people, high-quality physical infrastructure and
financial sustainability.
People Aim: To value, support, develop and utilise the full potential of our staff, working with each other across
our community to make the University a stimulating and successful place to work.
We will:
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Review the organisational structure of the “medical Schools” within the College, identify the most
appropriate organisational model to support the delivery of the College’s strategic goals in research,
teaching and innovation and take forward a managed change programme to implement the agreed new
structure.
Continue to support and nurture the next generation of clinical academics through continuation of the highly
successful ECAT (Edinburgh Clinical Academic Track) scheme launched in 2008, continuing to recruit 5-6
entrants to the (normally) 5 year programme each year. Encourage and support applications to the STMTI
(Wellcome Trust Scottish Translational Medicine and Therapeutics Initiative) scheme for 3 year PhD funding
for academic clinicians looking to develop expertise in translational medicine (to date Edinburgh has been
successful in obtaining 60% of the STMTI awards made to Scottish Universities). Continue the collaborative
programme with SPIRE Murrayfield Hospital appointing around 5 Fellows each year to undertake a
programme of clinical work with SPIRE Murrayfield Hospital and clinical research within the College normally
leading to an MD or similar. Continue to support and encourage applications from Academic Clinicians both
at pre CCT (certificate of completion of training) and Consultant level for prestigious Clinician Scientist
Fellowships (we currently have 10, 2 Pre CCT and 8 at Consultant level). Encourage and support applications
to the National Consultant level Scottish Senior Clinical Fellowship scheme with the aim of obtaining at least
2 of the remaining 4 awards (to be awarded in 2013)for Edinburgh staff (to date 64% of the awards have
been to Edinburgh staff)
Work with the Institute of Academic Development and other University level departments to support and
develop the recent co-hort of 26 Chancellor’s Fellows. Over the next 12 months develop local processes and
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support mechanisms across the College to ensure that all early career scientists on Fellowship schemes are
supported and mentored to provide them with the best opportunity of meeting their full potential as
successful independent academic researchers and full members of the academic community.
Within the next 12 months complete the integration and harmonisation of support services for:
o Roslin and the Vet School at the Easter Bush Campus
o The integration of support services across the 3 component units of the Institute of Genetic and
Molecular Medicine.
o Review and harmonise support services within the Centre for Clinical Brain Sciences over the next 18
months.
Build on the successful roll out in 2011/2012of Performance and Development Review (PandDR) to staff at
grades 9 and 10 and Consultant level clinical academics by rolling out PandDR for all staff in 2012/2013
Support staff development initiatives including piloting a modular Research leader programme for new
Principal Investigators in 2013. Develop and extend the programme of short Human Resource briefing
sessions for managers devised and delivered locally within the College.
Further develop career and educational development opportunities for University students through offering
University MBA students work projects within the College as part of their final year dissertations and further
exploring the options for offering internships through the University’s Employed on Campus scheme.
Promote social inclusion and career opportunities in the local community by offering further apprenticeship
opportunities (The Vet School currently has 6 trainee veterinary nurses employed on an apprenticeship style
programme)
Build on the achievements of the Roslin institute (holder of an Athena SWAN Bronze Award) and Biomedical
Sciences (holder of Athena SWAN Silver) ensuring that the two Clinical Schools submit for an award by the
end of 2013 (The Vet School submitted in November 2012 and is awaiting the outcome) and that all Schools
and the Roslin Institute make further submissions and resubmissions over the planning period resulting in all
parts of the College having achieved a Silver award by 2016.
Refresh and reinvigorate the College Equality and Diversity Committee during 2013 and use work being
undertake for Athena SWAN as a catalyst for wider equality and diversity initiatives across the College,
impacting both staff and students.
Replicate the dedicated project office created at Little France at other College locations. The project office
provides space where representatives from key support services can work collaboratively on the large
number of estates development and change management projects that we aim to implement over the next
3 years.
During 2013 undertake a review of the changing skills requirements for staff in non-academic management
roles across the College and use this to specify and source tailored development interventions and to inform
future recruitment and selection.
During 2013 develop a basic succession planning model for senior leadership across the College, identify and
source the appropriate data and implement a regular review process.
Work with Information Services to review the way that IS services are delivered across the College and take
forward a managed change programme to implement the agreed new structure.
Infrastructure – Aim: To provide a modern, efficient and stimulating working and learning environment to sustain
world-class academic and support activities
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The College has developed a 15 year estates capital plan that will lead the University in the implementation
of its 25 years property plan. The 15 year plan will maximise the effective utilisation of College buildings and
resources across the College campuses, achieve greater integration of information technology infrastructure
and major equipment procurement within our overall estate planning process, enhance and expand the
quality of research teaching and clinical infrastructure.
Over the next 3 years we will undertake feasibility studies, develop business and economic impact plans that
will lead to funding strategies to support implementation of the first round of construction projects. (See
Annex B).
o The Western General and Little France will become the primary medical research campuses, Little
France the home for biomedical and medical students alongside one of the busiest teaching
hospitals in Scotland.
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We will partner with Royal College of Surgeons Edinburgh to create one of the world’s most
important anatomical museum collections for public and student consumption. Use our respective
international brands to build new anatomy teaching facilities for undergraduate, postgraduate
Continuous Professional Development and commercial studies.
o The Easter Bush campus strategy will pull together the partners of the Easter Bush Research
Consortium to create new facilities that will be part financed by Scottish Government and the
Biotechnology and Biological Science Research Council to exploit existing research and translational
excellence, exploit the linkages between industrial partners and our expertise in animal biosciences
to create the world’s leading campus for livestock improvement.
The implementation of the above projects will create opportunities to rationalise our estate portfolio:
o Vacate part of our current footprint at the Western General Hospital site reducing it by 7%.
o The completion of the Little France development will allow us to surrender the Hugh Robson
building, 1 George Square, Wilkie Building, space occupied at Buccleuch Place and majority of space
occupied by us at Teviot Place.
o The development at Easter Bush site might facilitate the opportunity for Scotland's College to move
from Kings Buildings, providing College of Science and Engineering the opportunity to redevelop the
site and which would also permit rationalisation the farms and facilities between the Easter Bush
Research Consortium partners.
The College in partnership with the Central Information Services will review the following areas:
o General IT (support/desktop/personal computing/ access to systems).
o Web site – content and structure.
o Learning technology.
o E-learning.
o General IT/S long term planning and implementation across the College.
NHS
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There is significant opportunity for greater integration with NHS over the next 3 years that will provide an
efficient, stimulating working and learning environment that will sustain world class academic activities,
projects that will (build on recent successes of the Clinical Research Imaging Centre-65% utilisation by NHS
services, NHS good manufacturing practice clinical trials facilities at 1 George Square) be completed during
this timeframe are:
o Location of NHS Cytogenetics into the Molecular Medicine Centre
o Extension of NHS endoscopy to accommodate a new imaging centre for research on acutely ill
patients(that will be shared with NHS Accident and Emergency)
o Anne Rowling Centre to be used for clinical and research activities
o Refurbishment and extension of clinical skills space within the Chancellors Building
o Restructure of Edinburgh Dental Institute in partnership with NHS to improve clinical and teaching
services
Future 2015/16 objectives include:
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The construction of the Royal Hospital for Sick Children with space for Clinical Neurosciences
The relocation and adjacency of NHS clinical services into College occupied space at the Western General
Hospital that will connect the Colleges world class research with excellence in hospital based medical care in
the critical arena of stratified medicine
Finance – Aim: To maintain and enhance our overall financial strength in order to deliver our strategic goals and
enhance the University’s competitive position.
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We will produce a financial plan that will allow the College to grow and diversity its income from a wide
range of financially sustainable academic and commercial activities which generate surpluses for
reinvestment.
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We will secure and manage our funds to support; investment into existing and new infrastructure and the
development of new sustainable research, teaching and knowledge exchange.
Primary objective for the College over the next 3 years will be to work in partnership with Central Finance
and Governance and Strategic Planning to develop and implement a transparent accounting model Planning
Resource Allocation Model - PRAM that can be used to lead significant improvements to planning and
internal accounting procedures and process; improve the transparency, quality, consistency and availability
of management information; use the model to development a specification for the replacement of the
existing University finance system, pilot the transparent model across the College in preparation for its
implementation across the University.
For the 2013/14 planning round the College with the support from Finance and Governance and Strategic
Planning colleagues address the current financial arrangements that unfairly negatively impact on the
College finances; current repayment terms of the New Vet School loan, double counting issues for Roslin and
Human Genetics Unit services, Scottish Funding Council capital contributions to the Roslin, fully align the
University Research Excellence Grant funding on a recurrent revenue basis.
Together with central planning and finance we will lead in the development of the Planning Resource
Allocation Model.
We will complete the desktop review of the 2011/12 financial year under the Planning Resource Allocation
Model and reconcile it under the current University financial models,
Identify current procedures and process that need to be reviewed and recommend changes
Develop cost drivers that promote a simplistic and transparent approach to financial management and can
be used to incentivise the University Colleges and central support services
Run the 2012/13 and 2013/14 finalised budgets through the Planning Resource Allocation Model and
reconcile to existing University financial models.
Stage 1 - We will pilot the Planning Resource Allocation Model across the Easter Bush and Institute of
Genetic Molecular Medicine campuses; this will be a desk top exercise run through spread sheets in parallel
with the existing accounting models.
Stage 2 - We would expect to fully implement the Planning Resource Allocation Model across the Institute of
Genetic Molecular Medicine and Easter Bush campuses and potentially across other areas of the College.
Progress depends entirely on the development of improved procedures and information that will allow us to
run Planning Resource Allocation Model and provide accurate monthly financial information at College,
School and Centre level.
We will use the Planning Resource Allocation Model to manage and incentivise staff and management with
the expectation that any benefits will be passed back to the College.
Other financial initiatives are currently underway within the College to support the implementation of
greater transparency and accuracy, review of; post graduate business plans, undergraduate student
numbers, Edinburgh Dental Institute, College space. These reviews will be completed by end of 2013
(academic year) and implementation of the recommendations will start by 2013/14, other reviews will
follow on.
In the past the College has had a highly successful track record in funding capital projects through grant
applications and philanthropic fund raising. (£300m, University contribution £33m) This trend continues with
current projects:
o Systems Medicine (10m UoE Contribution £3.2m)
o National Avian Research Facilities (£16m UoE contribution £0)
o Anne Rowling Centre (1.3m UoE contribution £0)
o Magnetic resonance imaging research scanner (£3m UoE contribution £1.5m)…etc.
The College has developed a 15 year estates strategy (see annex B) and despite the current economic
climate the College aims to attract at least 50% external funding to support the implementation that will also
provide significant opportunities for the rest of the University by unlocking the organisations 25 year estates
strategy.
Devolve financial expertise from post awards finance staff into the College to provide better support.
Review our Post Graduate programmes and if sustainable raise prices by 10 % over the next 3 years.
Review all post graduate programme fees develop a fee structure to promote sustainability, quality,
availability.
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Strategic themes – Our approach to the achievement of our strategic goals is shaped by our six strategic themes.
Outstanding student experience – Aim: To create the opportunities for our students to have an exceptional and
distinctive experience which prepares them for life beyond their studies and which is the beginning of a positive
lifelong relationship with the University.
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Improving student experience – the College has invested £800k p.a. recurrent funding into the personal
tutor scheme.
Personal tutor/mentoring – the scheme will be extended to taught postgraduate students and the College
will establish baselines to measure the extent of student satisfaction with the arrangements through
surveys.
The Director of Undergraduate Learning and Teaching in conjunction with Heads of Schools will be asked to
agree an action plan for each School to ensure all members of staff involved in teaching understand their
responsibilities (including measures to include NHS staff involved in teaching).
Facilities – studies will be undertaken to establish how space at Little France can be improved to provide a
greater emphasis on teaching; depending on how quickly the assessments could be carried out we would
look to start work towards the latter part of the 2013-14 financial year.
Global impact – Aim: To be global in our aspirations, impact and dimensions, to the benefit of the University
community and society as a whole.







To hold a workshops in Edinburgh in 2013 in conjunction with Zhejiang University with the aim of cementing
the relationship and moving forward on joint projects.
To develop the collaboration with Zhejiang University in undergraduate and post graduate biomedical
science teaching, including working towards establishing a joint PhD programme.
To foster the link with Peking University and find a way of expanding the collaboration in research and
education.
Bring the annual post graduate recruitment visit forward to November, to make sure that Edinburgh secures
the best students before other universities
Progress work to establish a Centre for Neurodevelopmental Synaptopathies (CNS) at Bangalore, in
collaboration with InStem, the National Centre for Biological Sciences (NCBS).
Hold a workshop in the use of Learning Technology in clinical education and to identify modes of interaction
with Maulana Azad Medical College, Delhi.
Following the visit of students and staff to University Hokkaido Vet School Japan in 2012, Edinburgh will be
hosting an incoming visit in late summer 2013. As well as providing an international experience for our
students, exchanges such as this attract students from the partner university to come to Edinburgh for
postgraduate study.
Lifelong community – Aim: To make a positive intellectual, educational, economic, scientific and cultural
contribution to society and to promote understanding of, and support for, the University and its work.





Increased access to collections; the partnership with Royal College of Surgeons Edinburgh will result in
greatly enhanced access to the anatomy museum collection.
Public engagement – we will continue to offer public lectures, with a target to increase public participation
(measured by means of online surveys following the events)
Research impact – University of Edinburgh priority links research impact to public engagement; each
research centre will be asked to implement arrangements to increase the public profile of their research
activities.
Policy-making – the College will conduct a survey to identify the extent to which staffs are members of
professional or funding bodies, with a view to increasing our impact.
The College organises a number of public engagement activities to highlight its’ research and
medical/veterinary medical advances to the general public. Over 16,000 attendees at designated public
events were recorded for 2011/12.
12







Participation in the 2012 Edinburgh International Science Festival is an ideal showcase. The family drop in
activities saw over 2600 visitors over five days and there was a sell-out audience of 200 for Professor Stuart
Ralston’s talk on osteoarthritis.
Doors Open Day events allow members of the public to visit the Colleges buildings, for example, The Roslin
Institute Building, Anatomical Museum, New Vet School and Scottish Centre for Regenerative Medicine.
Lectures which focus on the University’s contribution to finding new treatments (The Medical Detectives
Lecture Series, The Let’s Talk About Series and the Edinburgh Cancer Research Development lectures, for
example) are popular with patient groups and charities. Such lectures are available to view online via the
University’s YouTube channel and increased the audience numbers from 00s to 000s.
Work with colleagues in Development and Alumni to identify events with a public engagement/fund raising
crossover. The Medical Detective Lecture Series is an obvious contender but we will also develop the idea
for the inaugural lectures.
We will continue to promote College public events with a view not only to increasing audience numbers, but
to increase audience numbers from under-represented groups.
We will develop the Pathways Lecture Series following on from the successful pilot lecture held in June 2012.
In conjunction with colleagues in Widening Participation, the lectures are targeted are state school students
in Edinburgh and the Lothian’s interested in studying medicine.
Research Centres will continue to encourage PIs to include an element for public engagement activities on
grant applications with a view to increasing the funding available.
Social Responsibility –Aim: To create the conditions under which our students, staff and the wider community are
inspired and supported to engage with and contribute to social responsibility and sustainability across the
University and beyond.







Study global challenges – we will investigate the potential for additional Massive Open Online Courses, to
build on the success of the Critical Thinking in Global Challenges programme which has achieved over 40,000
registrants. We will work in partnership with Development and Alumni to identify philanthropic
opportunities to finance the creation of new massive open online courses.
The College will continue to support the University’s Climate Action Plan, through local management
practices and the adoption and application of new technology in our capital build programmes.
Encourage greater use of sustainable travel – we will set up a project group to investigate expenditure on
travel across the College and make recommendations to help staff make more sustainable travel choices.
Sustainable lab group established to review laboratory practice.
Maintain and increase participation in Edinburgh Sustainability Awards.
Implement devolution of energy costs with a target reduction of 5% per square meter over the planning
period
Many of the public engagements highlighted under the ‘lifelong community’ theme above supports the
University’s strategic aim under ‘Social Responsibility.’
Partnerships – Aim: To develop long-term productive partnerships and collaborations that augments the local and
international standing of the University. (Collaborative opportunities are described in more detail in above sections)





Continue to build our strategic partnerships with NHS, the Medical Research Council (Institute of Genetic
and Molecular Medicine) and the Biotechnology and Biological Science Research Council (Roslin Institute)
Share services/facilities – the partnership with the Royal College of Surgeons Edinburgh will permit the
sharing of space and facilities for anatomy teaching.
Explore shared opportunities with the Moredun Research Institute and Scotland’s Rural College to build the
Easter Bush Research Consortium.
Hosting and developing research centres – the College research centres are the corner stones of our
research activity and one of the responsibilities of the Directors is to ensure that they have a place of
national and international significance.
Over the next 3 years we will develop our relationships with Zhejiang University; Maulana Azad Medical
College, Delhi; Hokkaido Vet School Japan; Sichuan University; Peking University; Centre for
Neurodevelopmental Synaptopathies at Bangalore and Alberta University.
13
Equality and widening participation – Aim: To create and maintain a diverse community of students and staff,
thereby enriching the learning, working and social experience for all and demonstrating our commitment to social
justice.
For Medicine







LEAPS (Lothian Equal Access Programme for Schools): Since 1995, partnership between 5 the Universities in
Edinburgh and the Local Councils to encourage and support application to HE from candidates with WP
background.
Pathways to the Professions: University of Edinburgh initiative. One of the earliest of its kind in the UK (since
2001) and probably the most highly regarded. Targets state school pupils in the Lothian’s, the Borders and
Forth Valley.
The College will fully participate in University approaches to recognise contextual factors in recruitment of
excellent students from deprived and or challenged communities.
WP applicants from our local area (LEAPS and Pathways) are considered differently and by in large receive
the greatest level of advantage in the selection system. ALL who are considered able to meet the challenges
of the programme are offered a place. We receive around 30 applicants each year and accept 10-15 of
them.
In the last cycle 13/32 received offers (offer probability of 40%).
Last year WP applications outside our local area received a different level of advantage; with the result that
27/130 received offers (21%)
The probability of receiving an offer for these two groups of WP applicants (40% and 21%) compared to a
normal applicant (8.5%)
For Veterinary Medicine:


Participation in LEAPS and Pathways to the Professions
For LEAPS/Pathways applicants who enter into the selection process we would normally seek to interview
qualifying applicants (in 2012-13 of the 14 applicants 12 have been called for interview)
14
College Targets
The development of new KPI’s and performance indicators for the University is still in progress.
However the College will work across the University with colleagues to provide indicators that are linked to the
University strategic aims, easily understood and accessible.
The College has been measuring a number of KPIs for some years, through the development of the Planning
Resource Allocation Model the College has also identified a number of KPI’s that can be reviewed across all Colleges
and Support Groups. (See Annex C)
College 2013-16 Targets:
Undergraduate
Double the number of BSc Medical Science students starting in 2014.
Establish a BSc Biomedical Science programme within the College for 2014, target student numbers 130.
Increase intercalated places by 10 S/EU each year for Medicine, leading to 6 year medicine by 2017.
Review MBChB Programme and implement changes for 2014 programme.
Maintain current BVM&S student numbers within the Vet School.
Maintain current overall student satisfaction scores – see KPI.
Secure the close loop overseas student programme by end of 2015.
Retain AVMA accreditation 2014.
Implement a sustainable personal tutoring scheme 2013/14.
Post Graduate
Increase the number of online distance learning students by 10% year on year.
Increase the number of Post Graduate Taught students by 10% year on year.
Increase the number of PhD students by 10% year on year.
Create business plans for all Post Graduate Programmes, review annually and set pricing strategy 2014.
Review PhD structures and processes implement changes by end of 2014.
Review Post Graduate web sites update information and restructure by end of 2014.
Ensure appropriate student mentoring support is provided to students end of 2014.
Research
Continue to support and build on existing areas of research expertise.
Grow research income (in real terms – smoothing mergers) by 10% year on year.
Ensure a successful REF 2014 return - UK top 3 position.
Explore research opportunities associated with medical ‘eHealth’ informatics at the Bio Quarter and
animal ‘Edinburgh Genomics’ informatics at the Easter Bush.
Establish the Centre for Comparative and Experimental Pathology.
Establish appropriate facilities for stereotactic adaptive radiotherapy at Easter Bush by 2016.
Establish the Centre for Global & Translational Pathway Medicine.
Explore partnership opportunities with the NHS Genetics, Molecular Pathology and Cytogenetic Services
alongside the Institute of Genetic Molecular Medicine.
Explore the opportunity to create a world-leading centre for tissue regeneration utilising our expertise in
stem cell biology, inflammation biology and tissue biology.
Innovation
Create a sustainable platform for BioQuarter from 2015 and beyond.
Bio Quarter to deliver 5 year targets by 2015.
15
GL
GL
NT
NT
DA
NT
NT
DA
AC
JB
JB
PS
PS JB
PS
JB PS
JB PS
AC
JI & MF
JI & MF
JS
DH
DH
DA
PG
DP
CFF
MC
MC
College senior management and academics will continue to support Edinburgh Research and Innovation,
Bio Quarter and MRC Technology in the exploitation of our intellectual property and expertise
(Targets and KPI’s reported separately via ERI ).
People
Achieve 85% performance and development review for College staff across all grades.
Review the College’s organisational structure and implement new structure by 2016
Ensure continued success with ECAT, STIMI, SPIRE, Clinician Scientists Fellowships and the Scottish Senior
Clinical Fellowship Scheme. On-going.
Support the introduction of the 26 Chancellors Fellows until self-sustaining by 2016.
Support the integration of services across the Easter Bush Campus, IGMM, the Centre for Clinical Brain
Sciences and for College Information Services, all to be completed by 2015.
Support staff development initiatives including a programme for new Principal Investigators. 2014.
Ensure all 4 schools within the College achieve Athena SWAN Silver awards by 2016.
Review changing skill requirements for non-academic staff across the College, by end of 2014.
Infrastructure
Implement the College’s 25 year estates capital plan – in order of priority as described under Annex B.
Through the implementation of the estates plan improve space utilisation per capita by 10% by 2016.
Consolidate the University’s farms and consider partnership with SRUC Easter Bush farm, by end of 2015.
Surrender of the old Roslin Institute site back to the BBSRC, by end of 2014.
Finance
We will seek to address the financial arrangements described in ‘Key Issues’ page 3
We will develop the Planning Resource Allocation Model in partnership with Colleagues from the
University and will test the model across the Easter Bush Campus and the Institute of Genetic Molecular
Medicine for 2013/14.
Provide business plans for all Post Graduate Programmes for 2013/14, review current pricing strategy,
implement changes for 2014.
Undertake feasibility studies and develop business plans for the proposed capital programmes, end of
2013.
Review the financial management structure across the College and implement appropriate
recommendations, by end of 2013.
Continue to provide a financial service to the College and to the Centre, on-going.
Outstanding Student Experience
We will implement the targets - tables ‘Undergraduate’ and ‘Postgraduate’.
As part of our capital works programme – table ‘infrastructure’ we will develop and/or improve student
facilities and space, particular attention will paid to the development of the Little France/Bio Quarter site,
which will become the new home for the School of Medicine.
We will look to improve and develop new technology platforms to provide a better experience to both
distance learning and Edinburgh taught students. Implement in 2014.
Global Impact
Establish an undergraduate student exchange programme with Alberta University, by 2013.
Hold a workshop in Edinburgh with Zhejiang University 2013 that will define future strategic relationship.
Define and establish the opportunities with Peking, Sichuan Universities and Maulana Azad Medical
College in 2013.
Establish a student exchange programme with Hokkaido Vet School by 2014.
Lifelong Community
We will grow our already successful public engagement activities (see page 13) by 5% p.a.
16
ZL
HE ZL
JI ZL
JI
HE
ZL
ZL
ZL
HE
HE
DH DA
DH
HE IM
HE IM
PM JS
RS
HE
HE IM
IM PM
HE
HE DD
NT JB
JB
JB
JB
JM EJ
Increase attendance at designated public events by 10%.
We will exploit the success of the College’s MOOC – Critical Thinking in Global Challenges.
Generate funding from research sponsors for public engagement to £50k by 2016.
Social Responsibility
Establish a sustainable lab group to review laboratory practice.
The College will continue to support the University’s Climate Action Plan.
Maintain our record of achieve BREAM excellence awards for new builds.
Reduce our energy consumption rate by 5% per meter over the planning period.
Implement the targets defined under table ‘Lifelong Community’.
Partnerships
Define and establish the partnership opportunities with the Royal College of Surgeons in respect of the
Anatomy Museum, undergraduate, postgraduate, continuous professional development and commercial
opportunities, complete by end of 2014.
Work with Easter Bush Consortium Partners to develop an International Campus (BBSRC, Moredun, SRUC,
Technopole, Roslin, East Lothian Council, Scottish Government)
Ensure we maintain strategic relations ships with Research Councils (MRC, BBSRC) in relation to our
partnered Institutes and other related Centres and partnership initiatives.
Cement the Alberta, St Andrews, NHS Canadian students partnership, by 2014.
Implement the partnership opportunities defined with table ‘Global Impact’.
Equity and Widening Participation
The College will continue to fully support the various programmes current available (LEAPS, Pathways to
the Professionals) and will partner in the development of any new initiatives, on-going.
The College will maintain its very successful record of attracting students from deprived and challenged
communities, on-going.
JM
JM EJ
RD
RD
HE
RD
HE JG
JS DA
DH
JI DH
AC
JB
RS
RS
The following senior Individuals have been assigned to take ownership for the objectives described above. This list
will be reviewed by the College Strategy Group on a regular basis and may change.
JS
JI
MF
HE
GL
NT
AC
PS
JB
PM
Jonathan Seckl
John Iredale
Margaret Frame
Hugh Edmiston
Gareth Leng
Neil Turner
Allan Cumming
Philippa Saunders
Jeremy Bradshaw
Phil McNaull
MC
CF
RS
IM
ZL
EJ
JW
DD
DP
17
Mike Capaldi
Charles Ffrench-Constant
Ruth Stewart
Ivor Mcardle
Zoe Lewendowski
Eve Johnson
Jane Weaver
David Dewhurst
David Porteous
Annex A - Risk Register
University of Edinburgh
Risk Management Annual Return
For the period 1 January 2012 to 31 January 2013
At the end of each financial year, the University is required to provide statement in its Annual Report to provide
confirmation that:
- risk management processes are in place and operating satisfactorily,
- all key risks to the institution’s on-going goals have been identified, and
- there has been satisfactory management of those risks throughout the year.
The attached risk questionnaire is part of the process of collecting the necessary information that will support the
declaration being made. Its focus is to help assess the status of the key risk identified in the University’s Risk
Registers. Some of the questions only apply to colleges and are not applicable to support groups and subsidiaries.
College / Support Group/Subsidiary: COLLEGE of MEDICINE and VETERINARY MEDICINE
Completed by: Hugh Edmiston, College Registrar
I hereby certify that, to the best of my knowledge, the information provided in this Return
for the above College / Support Group, covering the period 1st January 2012 to 1st January
2013 is correct and complete.
Head of College / Head of Support Group/Chief Executive of Subsidiary
Date
University Key Risks
Yes
1
Has student recruitment significantly2 fallen short of
College targets/plans with respect to overseas student
growth, postgraduate student growth, widening
participation or home undergraduate numbers?
1
No
If YES, provide details1
No
From September 2012 the GMC
has reduced the number of entry
medical students by 6%. The
College is currently in discussion
with the GMC and Scottish
Government requesting the
implementation of a closed loop
programme that would allow
overseas students to fall outside of
Please attach further details on supplementary pages if necessary. If the question has no relevance to a particular area, then please indicate
“Not Applicable” (for instance: support groups are unlikely to be able to respond to the question related to course structures )
2
“Significant” where used throughout the document, implies a level of disruption, which goes beyond that normally regarded as acceptable
either in terms of magnitude or time. Many disruptions are resolved or recovered over a short period of time and hence, whilst inconvenient,
do not cause damage to relationships, reputations, or operations. However some disruptions either because of the time at which they occur,
their magnitude, or their extended period, do cause damage to relationships, reputation or operations. These are regarded as significant and
should be noted
18
the restrictive cap on the basis that
they must return home to practice
medicine.
2
3
4
5
6
7
8
9
10
11
3
Has there been a major breach of academic or ethical
standards?
Has there been any loss of accreditation for courses,
or major issues raised by accrediting authorities, which
are regarded as potentially significantly damaging to
the College’s reputation?
Has there been any failure to meet appropriate
Quality Assurance standards?
Have there been any major issues related to academic
or other collaborations that have given, or could
potentially give rise to, a damaging breakdown or
failure to deliver the expected benefits to the
University?
No
Has there been any significant breakdown in the
relationships with students or student
representatives?
Have there been any instances of serious breach in
regulations with regard to students, which have been
or are being dealt with under the Code of Student
Discipline?
Have there been any issues with regard to the
adequacy of student support services and facilities
which have had a significant detrimental impact on the
quality of the student experience, or the recruitment
and retention of students?
Taking both recruitment and departures into account,
has there been a net loss or failure to recruit academic
or support staff, which has or will potentially lead to
on-going impairment of research, teaching or
operational capability?
Have there been any instances of dismissal,
Yes
retirement, resignation, formal disciplinary
proceedings or formal verbal warnings of a member of
staff as a result of fraud, theft, misappropriation of
assets, inaccurate false or misleading records, or noncompliance with policies?
Have there been any instances of whistle-blowing
under the University’s whistle-blowing policy?3
No
No
No
No
No
No
No
Separate investigations leading to
disciplinary action against two
senior academics resulted in
resignations.
No
The University Audit Committee wishes to be aware of instances of whistle-blowing
19
Areas that require continuous
monitoring:
NHS capital programmes which the
College is involved, in every case
NHS involvement has led to long
delays and overruns.
Implementation of Risk 1 in respect
of the Alberta/St Andrews
students.
12
13
14
15
16
17
18
19
Have there been any instances of fraud or suspected
fraud affecting the University including involving
- management and those charged with
governance
- employees who have significant roles in
internal control
- other where the fraud could have a material
effect on the financial statements
Have there been any allegations of fraud or suspected
fraud communicated by employees, former
employees, regulators, or others?
Has there been any safety, health or environmental
incidents or releases, which have resulted in serious
injury, death, reputational damage, or imposition of
restrictions?
Have there been any instances of procurement activity
that have failed to comply with University/funding
body requirements (e.g. by failing to tender for
procurement packages valued over £25k) or failing to
use OJEU procedures for procurement of
goods/services (above £150k over 4 years) or works
(estimate over £3.8m)?
Have there been any instances of failure, loss or
inadequate operation of IT systems, infrastructure or
controls that resulted in significant disruption to
College / Support Group activities?
Have there been any occurrences of inadequate
security over, or loss of personal data from the
University
e.g. loss of electronic equipment, memory devices etc.
containing personal data, unauthorised downloading
from or access to electronic systems/files or and
manual records containing personal data etc.,
Have deficiencies in the state of the University’s
properties led to any of the following?
- inability or serious disruption in conducting
research, teaching, administrative or other
University activities,
- loss of research project funding,
- damage to reputation,
- failure to recruit or retain students or staff
- prosecution for legal non-compliance
Has there been significant damage to property or
equipment as a result of fire, explosion, malicious
damage or any other reason which has resulted in
financial loss for the University or significant
disruption of the conduct of ‘normal business’ in
20
No
No
No
No
No
No
No
No
A number of non-competitive
actions have been submitted and
supported by procurement.
20
21
22
23
24
25
26
27
28
Colleges / Schools / Support Groups/Subsidiaries?
Have there been any instances of change activities
(projects, new developments, new systems and
processes etc.) failing or likely to fail to achieve their
goals, or overrunning by more than 10% on time or
cost against plans?
Yes
Have there been instances of inadequate financial
control (managerially or operationally) which resulted
in, or potentially could have resulted in significant
financial loss or loss of reputation?
Have there been any instances of significant
contractual breach by the University or a
subcontractor of the University, which has exposed
the university to the potential of serious litigation or
financial liabilities?
Have any legal actions been brought against the
University (whether settled or pending)?
Have there been any incidents, occurrences or
activities which breach legislation or professional
standards which have resulted in or potentially could
result in
a) prosecution or likelihood of prosecution
against the University
b) prosecution or formal disciplinary proceedings
against staff or students, or which gave rise to
a likelihood of prosecution or
serious reputational damage for the institution?
Have there been any incidents or adverse publicity
that have caused serious damage to the reputation
and image of the University in the eyes of other
academic institutions/colleagues; the media; national,
regional or city politicians; key influencers; national
and local businesses; or the local community?
No
Are actual or potential changes in public policy and
legislation having or likely to have a significant
detrimental impact on college/support group
activities?
Are there any areas of existing, new, or changed
legislation where implementation has not been or will
not be completed in the required timescale
Are there any significant new or emerging risks that
have not been captured in the University Overview
Risk Register, which could put the survival or goals of
the University, College or Support Group in jeopardy?
No
21
The Anne Rowling Centre had a
10% over run and the DCN
relocation from WGH site to Little
France will over run significantly.
Both directly attributed to the PFI
arrangements at Little France
managed by the NHS.
No
No
No
No
No
No
Not expected throughout this
review period
29
Are there any risks in the University or
College/Support Group risks registers that you
consider are not being adequately managed, and are
exposing the University to undesirable risk?
22
No
SECTION B
23
24
Total
Town Centre 25 Year Campus development
Relocation of anatomy teaching and museum - £10m
Surrender of the Wilkie Building, Hugh Robson, 1 George Sq Teviot Place, Buccleuch Place.
IGMM Western General Site 25 Year Campus development
IGMM Infrastructure work £1m – funded - detailed cashflor available
Systems Medicine Building - £10m – funded - detailed cashflow available
Building condition work and fit out of top floor for Systems Medicine Building £2m
Systems Medicine extension - £4m
New BRF + Research Labs £30m
Rationalisation of remaining CMVM WGH footprint shared NHS clinical services - £1m
Little France 25 Year Campus development
Relocation of DCN to Little France £1.3m – funded
DCN research MRI Scanner - £3m – part funded
Reconfiguration of Chancellors £9m
CIP + imaging building (plots 12&13) £40m
QMRI imaging extension £1m
College provision for RHSC - £1m
Anne Rowling phase 2 - £5m
QMRI extension £20m
Brain and Body Institute £40m
Building condition work £4m over next 10 years.
Project Description
Easter Bush 25 year campus development.
Completion of the national avian research facilities – funded - detailed cashflow available
Development of the Easter Bush New Building (centre plot) £32m
Demolition of Teaching Stables and construction of Large Animal Research and Imaging Unit -£20M
New Theatre Block, covered link, access roads and relocation of substation -£5M
Refurbish Equine Hospital -£6.5M
Equine Isolation, Hayshed etc., demolition of Sheep block -£5.5M
Demolish old large Animal Theatre and construct teaching block -£2.6M
Remaining demolition Combine LA & Equine Reception, service yard etc. - £5.2M
Building condition work £3m over next 10 years.
This information is indicative ONLY
Projects in red have detailed feasibility studys available now
Projects in blue will have detailed feasibility plans by the end of 2013 - if funded by E&BC
Projects in black - have yet to undergo detail feasibility studies but reflect strategic need
College Captial Plans
7
1
15
1
4
0.5
1.5
2013/14
£m's
46.3
5
6
1
2
10
1
0.8
1.5
7
10
2
2014/15
£m's
71
5
1
2
13
4
20
17
9
2015/16
£m's
4
9
2
46
2
5
1
1
2
5
5
10
2016/17
£m's
2
3
3
18
10
2017/18
£m's
8
3
26
15
2018/19
£m's
18.5
15
3.5
2019/20
£m's
21.6
15
2
2.6
2
2020/21
£m's
6.7
3.2
3.5
2021/22
£m's
2022/23
£m's
0
269.1
Annex B - College Capital Plans in support of the University’s 25 year Property plan
Annex C – Key Performance Indicators
GASP Key Performance Indicators
 Performance and Development Reviews 2012 – 85% compliance for all College grade 9’s and 10’s
 PhD numbers per academic 2009/10 - 0.99; 2010/11 - 1.1; 2011/12 - 1.23
 Current overall Student satisfaction scores 2011-12 results: Medicine 97%; Bio Med 93%; Vets 91%
 Proportion of leavers achieving a successful outcome (degree, transfer or other award) 2005/06 - 97.7%;
2006/07 - 95.9%; 2007/08 - 97.8%
ERI Key Performance Indicators
Research Grant/Contract Applications and Awards 2006-07 to 2011-12
Source: ERI
Subject
2006-07
2007-08
2008-09
2009-10 2010-11
2011-12
Applications
Numbers
691
729
780
785
713
815
Value
£000
224,216
286,675
384,244 298,792
266,224
358,226
Total Award
Numbers
309
348
411
348
328
495
Total Award Value
£000
75,267
100,104
120,758
74,151
62,408
93,253
Conversion Rate
44.7%
47.7%
52.7%
44.3%
46.0%
60.7%
Annual Research Income
£000
47,641
56,813
76,736
81,609
78,752
90,823
Innovation 2006-07 to 2011-12
Source ERI
Subject
Technology Disclosures
Patents filed on technologies
Licences signed
Spin-out companies
Start-up companies
Consultancy income
Number
Number
Number
Number
Number
£000
2006-07
2007-08
2008-09
2009-10 2010-11
2011-12
42
34
114
55
60
129
30
37
31
37
29
26
19
11
11
22
22
20
2
1
1
1
2
1
4
1,165
1,058
1,505
2,381
2,116
2,080
25
College Key Performance Indicators
CMVM Income Analysed Between Elements Included and Excluded
from University's Resource Allocation model (in £ millions)
93.2, 45%
112.0, 55%
Included Within University's Resource Allocation model
Excluded from University's Resource Allocation model
26
Analysis of CMVM Salaries for 2011/12 (in £ millions)
Non-academic Salaries,
39.8, 37%
Academic Salaries,
67.6, 63%
Analysis of CMVM Salary Costs for 2011/12 (in £ millions)
Casual Staff, 0.1, 0%
Other, 1.6, 1%
Clinical Academic
Staff, 6.7, 6%
Technical Staff, 7.5, 7%
Academic Related
Staff, 2.0, 2%
Non-clinical Academic,
16.2, 15%
Clerical Staff, 13.5, 13%
Research Support,
10.2, 9%
Research Academic,
30.6, 29%
Restricted Academic,
14.0, 13%
Restricted Support,
5.0, 5%
27
Annual Income for CMVM
250
HGU Merger
200
Roslin Merger
Research Grants
£ Millions
150
SFC T & Fees
100
Local/Restricted
Income
SFC REG
50
0
Analysis of Annual Income for CMVM
100
90
80
2008 RAE
£ millions
70
60
50
SFC REG
40
30
20
Local/Restricted
Income
10
SFC T & Fees
0
Research Grants
28
Aggregate Growth in CMVM Income
200%
150%
100%
50%
0%
-50%
SFC T & Fees
Research Grants
29
Local/Restricted Income
SFC REG
Annual Income per Staff FTE
100
90
80
70
£'000
60
Research Grants
50
SFC T & Fees
40
Local/Restricted Income
SFC REG
30
20
10
0
30
Annex D - External Risk Analysis
Political
Issue
Perturbations in SFC funding (in
addition to 6% funding cut for
UG medicine)
Targeting of funded student
places for specific initiatives, e.g.
widening participation
Restrictions on recruitment of
full cost medical students
Referendum on Scottish
independence
More direct Government
intervention in management of
NHS
Referendum on leaving the EU
Economic
Issue
Financial situation remains
weak; continued pressure on UK
economy
Effects
Loss of income
Strategies
Examine diversification of income
sources (within constraints from
controlled fee groups)
Loss of decision-making capacity;
Implement enhanced support for
modifications to the assessment of
admissions in the widening
the quality of applicants
participation arena;
Loss of income
Prepare case to underscore the
importance of this source of funding
to the University and the benefits to
the economy from international
students from studying at Edinburgh
Uncertainty over teaching and
Contingency planning during the
research funding streams – potential strategic planning period to assess
impact of RUK students being classed the impact of constitutional change
as EU and loss of national (UK)
as the debate progresses
funding bodies
Management effort is focussed on
Engage with senior NHS
Government priorities giving joint
management to highlight importance
UoE/NHS actions a lower emphasis
of a successful partnership
Threat to collaborative EU research
Examine the extent to which other
funding
international sources of funding
Loss of free movement of EU citizens could be applied for
making employment subject to
immigration restrictions
Effects
Government funding is reduced.
Research Councils and charities have
less funding for research.
Commercial opportunities are
limited
Global financial recovery is slow
Student recruitment is weak from
self-funding applicants.
Graduate employability suffers.
Growing cost of pension
provision
Additional institutional resources
required to support SBS.
Increased cost of grant applications.
Potential loss of income if award not
achieved
Research funding tied to Athena
SWAN award
31
Strategies
Further diversification of income
streams; increase grant applications
(but targeted); conduct financial
review of commercial trading
activities to ensure maximum cost
effectiveness
Emphasise quality of UoE degree – to
attract applicants and to reassure
graduates that employers will value
their qualification
Preparation of budgetary provision
in advance
Priority to achieve award
Socio-economic
Issue
Pressure to increase working
from home/flexible working
arrangements
Responding to demand to
increase access to education
Growing older population
Technological
Issue
Student demand for new forms
of learning
Extended access to online
services
Increased emphasis on social
media
Effects
Will need more flexible management
arrangements
Make more MOOCs available
Pressure to continue working to
higher age.
NHS healthcare priorities.
Effects
Resource implications for hardware,
software and staff skills
Greater use of systems
Changes to curricula and modes for
communicating with students
32
Strategies
Managers will need guidance on
strategies for balancing the
resources they need and how they
provide them with requests from
staff for more flexible arrangements;
examine space requirements to look
for efficiencies (e.g. only need to
provide 8 desks for every 10
members of staff etc.)
Financial challenge of resourcing this
with no (or limited) income
Greater management of individual
employees.
Need to be able to respond to
teaching and research areas.
Strategies
Need to keep abreast of
technological developments; will
require educational assessment from
quality perspective and training
requirement to ensure staff are up to
speed
Robust delivery mechanisms in place
to aspire to 24/7 availability
Update staff knowledge where
required; ensure appropriate
safeguards in the light of negative
experience elsewhere
SECTION C
CMVM Internal Financial Template
33
COLLEGE OF MEDICINE & VETERINARY MEDICINE
THREE YEAR FINANCIAL FORECAST
LAST UPDATED ON 14 FEBRUARY 2013
Description
1
Notes
Baseline Uplift / (Downlift)
2012/13
Forecast
£'000
2013/14
Plan
£'000
2014/15
Plan
£'000
2015/16
Plan
£'000
3.00%
2.50%
2.50%
2.00%
BUDGET FORECAST
2
C/Fwd Baseline Budget
1
32,300
37,863
44,741
46,402
3
Add Inflationary uplift to core budget
1
969
947
1,119
928
4
5
6
7
8
9
10
11
12
13
14
Recurrent Adjustments:
- NPRAS Student volume increase (including online progs.)
- NPRAS adjustments for 2011/12 and 2012/13
- NPRAS Student volume for NVS plan entering NPRAS
- NPRAS adjustment to remove Roslin double-count
- NPRAS adjustment to remove HGU double-count
- NPRAS Space Volume
- Personal Tutor system
- Staff Scholarship scheme
- CAS Charges & Transcripts
- 1st REG Uplift
- 2nd REG Uplift
18
14
19
20
5
1
1
1
1
8
1,340
0
0
0
0
0
210
105
(6)
2,944
0
954
(375)
4,826
(2,030)
(135)
71
0
0
0
0
2,620
543
0
0
0
0
0
0
0
0
0
0
648
0
0
0
0
(123)
0
0
0
0
0
15
Recurrent Budget
1
37,863
44,741
46,402
47,856
1
1
1
1
11
11
8
418
77
360
217
(577)
1,250
889
(50)
1,136
(1,136)
2,620
418
118
360
111
(471)
938
911
(53)
1,136
(1,136)
0
418
164
337
0
(337)
625
934
(55)
1,136
(1,136)
0
418
211
0
0
0
313
953
(58)
1,136
(1,136)
0
8
(1,520)
0
0
0
321
24
0
0
0
0
0
0
41,892
47,073
48,489
49,693
1,135
0
480
0
255
0
120
0
1,135
480
255
120
43,027
47,552
48,743
49,813
28
29
Non-recurrent Adjustments:
- Additional (Calman) funded places for clinical med.
- RUK fees less RUK bursaries
- Edinburgh Global Research Scholarships
- Principal's Career Development PhD Scholarships
- Transfer above Scholarship funding to Registry
- Chancellor's Fellowships
- Sustainability funding allocation
- Annual transfer to SASG for extra Press Officer
- HGU, MRC contribution to MVM unrestricted
- Reverse HGU, MRC contribution to MVM unrestricted
- 2nd REG Uplift
- Portion of 2nd REG Uplift t/f to capital projects managed
through Estates Committee
- Distance Education Initiative
- Other Minor Adjustments
30
Revised Core Baseline
31
32
Other Sources of Funding:
- Drawdown from Existing Reserves
- Drawdown from Prior Year's Surplus / (Deficit)
33
Sub-total
34
Total Budget Available
16
17
18
19
20
21
22
23
24
25
26
27
9
6
4
34
35
Total Budget Carried From Previous Page
43,027
47,552
48,743
49,813
30,272
350
(488)
(405)
8%
32,809
750
(508)
0
5%
34,305
750
(528)
0
4%
35,677
750
(538)
0
29,729
33,052
34,527
35,889
16
811
800
559
866
843
832
581
1,448
877
866
604
1,506
912
900
629
1,567
22
0
1,346
1,568
1,453
40
41
43
45
3,076
5,093
5,465
5,505
408
0
0
0
13
452
1,318
1,542
1,766
17
400
0
30
1,040
1,000
50
1,082
1,040
52
1,125
1,082
54
1,290
3,408
3,716
4,026
FORECAST EXPENDITURE FUNDED BY COLLEGE BUDGET
36
37
38
39
Salary Forecast
Salaries Forecast
MRC CRH Development
Sustainability funding for Sustainable Research base
Deployment of Existing Donations
40
Sub-total
3, 15
2
7
46
Departmental Costs
Specific spend to match Reserve drawn-downs
Corporate MVM (HR, MVM/SCE strategy, fundraising, etc.)
College Teaching
School spend
Additional Resources to Support College Growth &
Initiatives
Sundry Items
47
Sub-total
41
42
43
44
45
50
51
52
Teaching Funding (Managed from College Budget)
College top-up to incentivise Collaborative Online progs.
Budget transfers needed to provide 80% income to online
progs.
Personal Tutor system
College matched funding for PGR Scholarships
International Strategy
53
Sub-total
54
55
56
57
58
Estates Costs
CRIC Utilities paid directly to E&B
SCRM estates costs (not yet reflected in NPRAS)
Shuttle Bus
Telephone Rental
Pater Costs
284
316
58
72
259
295
329
60
75
269
307
342
62
78
280
319
355
65
81
291
59
Sub-total
988
1,028
1,069
1,112
100
51
250
104
53
250
108
55
250
114
58
250
488
508
528
538
(0)
(0)
(0)
270
889
914
941
1,230
100
195
375
275
104
203
375
286
108
211
0
297
114
221
0
312
945
968
617
647
48
49
64
Allocation of Sustainability Pot
Equipment for Research Committee
PCs & Servers
Wellcome ISSF Match-funding
Sustainable Research base: Clinical Research Governance,
Health & Safety, etc.
Transfer to E&B to fund various capital projects
65
Sub-total
66
67
68
69
Research
Research Committee
Licences
Chancellor Fellowship's Start-up funds
Knowledge Transfer budget
70
Sub-total
60
61
62
63
6
9
35
71
72
73
74
75
76
77
78
79
Other Items
NHS contribution to CRIC running costs
CMVM underwriting Roslin Cells' estates within SCRM
CMVM underwriting SNBTS's estates within SCRM
HGU Contribution to College-wide services
Staff Scholarship Overspends
PC/Server Replacement Overspends
Estimated Reduction in Roslin's Reserve draw-down
Overspend in PG scholarships
Additional Personal Tutor spend
80
Sub-total
81
82
College Resource Used to Fund Existing Deals
SFC REG, SFC PGR and Tuition Fees due to Roslin
NVS estates savings embedded within CMVM's budget
83
Sub-total
84
Bank Interest
Bank Interest
85
Equipment
PCs, Servers & Software Licences
86
Total Expenditure From Recurrent Budget
87
Surplus / (Deficit) From Recurrent Budget [Category A]
88
89
90
(62)
80
62
(207)
78
13
(250)
109
400
(64)
0
65
(215)
81
14
0
113
0
(67)
0
0
(224)
84
14
0
118
0
(70)
0
0
(235)
89
15
0
124
0
223
(7)
(75)
(79)
3,830
937
0
0
0
0
0
0
4,767
0
0
0
21
22
23
24
437
455
473
482
42,365
44,932
46,755
48,837
662
2,620
1,989
976
Category B, Trading and Self-Financing School Units
Total Direct Income
Total Salary Costs
Total Other Operating Costs
31,395
(20,792)
(4,769)
30,974
(21,034)
(10,703)
33,017
(21,882)
(11,217)
34,632
(22,712)
(11,370)
91
Surplus / (Deficit) From Category B & Trading Units
5,833
(763)
(83)
550
92
Overall Surplus / (Deficit) for the College [Cat A & B]
6,495
1,858
1,906
1,526
12
12
10, 19
14
997
0
0
0
94
95
Less Contributions to Capital Expenditure
Remaining part of £2.5 million contribution to Roslin
building
Loan interest payment on New Vet School buildings
Capital loan repayment on New Vet School building
1,597
3,901
1,376
0
1,144
0
876
0
96
Sub-total
6,495
1,376
1,144
876
97
Overall Surplus / (Deficit) After Capital Expenditure
0
482
762
650
93
Notes
1
2012/13 obtained from Gasp's Budgetary Adjustment worksheet [ver. 02] and/or Planning Round Financial pack for
2013/14.
2
Sustainable pot used to fund a sustainable research base with CMVM
3
Amount based on November 2012 payroll and starters/leavers information provided by Schools. We are assuming pay
awards of 2% for both 2013/14 and 2014/15. For years thereafter overall salaries are assumed to increase by 4% p.a.
[comprising pay awards of 3%, incremental drift of 0.5% and NI rises of 0.5%].
36
4
Draw-downs based on information gathered from Schools Administrators/ Category B Managers:
Draw-down of Reserves Earned Before 01/08/12.
Reserves B/Fwd
Drawdowns from Existing Reserves
Balance C/Fwd
2,511
1,376
897
642
(1,135)
(480)
(255)
(120)
1,376
897
642
522
5
Space volume figures used for 2012/13 are College estimates as actual figures are still to be confirmed with E&B. Future
years' forecasts are based on forecasts provided by the College Registrar.
6
Figure for 2012/13 is based on fEC Group's Sustainability paper while allocations for future years are based on prior year
plus core budget uplifts/downlifts
Represents unallocated donations: Lydia Cutner [D22718] (£202K), Winifred Gear [D22726] (£79K), Sommervill (£40K)
and Roberson (£84K).
Based on the letter recording discussions between Head of College and the Principal on 30th March 2012.
Calculation of Funding for Chancellor's Fellowships:
7
8
9
Funding Per Fellowship
50
50
50
50
Planned Recruitment (FTEs)
25
25
25
25
Total Cost - £
1,250
1,250
1,250
1,250
University's Tapered Funding for Fellowships' salaries
100%
75%
50%
25%
Additional Non-recurrent budget for MVM (£'000)
1,250
938
625
313
10
11
12
Estimate of Roslin's share of gross income for QR/REG, QT and tuition fees.
I believe this is an incorrect allocation to CMVM and have asked both Gasp and Finance to review it.
Estimates based on 2011/12 projections provided by Moira McFarlane, E&B
13
Total Distance Education Income in Prior Year
Additional Income Earned in Current Year
1,921
548
2,468
493
2,961
504
3,465
503
Total Income for Year
2,468
2,961
3,465
3,968
Less Agreed Contribution to University
Less Agreed Contribution to College
(20.0%)
(5.5%)
(494)
(136)
(592)
(163)
(693)
(191)
(794)
(218)
Less Estimated Salaries recoded from Schools budget to specific
programmes
(30.0%)
(740)
(888)
(1,040)
(1,191)
1,098
1,318
1,542
1,766
Balance Passed from CMVM Budget to Prog. Directors
14
15
16
17
18
Based on forecast total student income for 2013/14 for UG Overseas Vets, which was prepared in August 2012. Gross fee
income of £6,894K has been deducted by 20% to cover share due to the University ,while a further 10% has been deducted
in case this historic forecast proves to be too optimistic. Also, annual transfer of £937K from College budget to R(D)SVS
for estates efficiencies within the NVS Business plan has been removed from 2013/14 onwards.
From 2013/14, incorporates NVS Business plan salaries of
£1,212K.
From 2014/15, incorporates NVS Business operating costs of
£473K.
Proposed matched funding to support strategic growth in PGR numbers. Money will be used to support tuition
fee costs (which attracts NPRAS gains) while local units will be expected to fund stipends and any lab costs.
College aims for this investment to deliver growth of 10% p.a. in PGR numbers.
As per Planning letter issued on 18/01/13.
37
19
The College's financial plan assumes the Roslin double-charge will be removed from 2013/14 onwards. This
involves the University passing on gross income to Roslin for its share of SFC REG, SFC PGR and Tuition Fee
revenue. At the same time, the College budget will have to be reduced to reflect these income streams moving
out of NPRAS. The College estimates its budget reduction to be £2,030K, as calculated below. Gasp will have
to review and approve these calculations.
2013/14
Description
Estimate
£'000
Roslin's share of REG
2,972
Roslin's share of SFC PGR
394
Roslin's PGR Tuition Fee income
463
Total
3,830
Estimated Share of Income embedded within College budget
20
53%
2,030
Similarly the College would also like to remove what seems to be a double-charge for HGU. The figures below
are based on the business plan prepared in September 2011.
2013/14
Description
Estimate
£'000
HGU's share of REG
0
HGU's share of SFC PGR
129
HGU's PGR Tuition Fee income
126
Total
255
Estimated Share of Income embedded within College budget
21
135
The capital projects the College wishes to fund from this source of funding are:
BBBSRC/RCIF Capital Funding for Roslin projects
22
53%
461
Allocation to DCN relocation to Chancellor's Building
1,059
Total
1,520
Other Resources Requested to Support College Growth &
Initiatives:
38
Total
1,346
39
1,568
1,453
SECTION D
Planning Round Financial Forecasts Pack
Separate Spread Sheets
40