Pooled Anticipatory Responses Recommendations CLOUDS AND SUN
LINE
  HORIZON SITE  

(identified at Organisational Vulnerability Audit June 28-29 1995)

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




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