Faculty Priorities

The current priorities for the Faculty are:


To develop the faculty as a centre of excellence in health-related learning and teaching

With a particular focus during 2016-9 on:

  • implementing actions and innovations designed to enhance student satisfaction (especially in those areas of lowest satisfaction) and retention, in part through the development of teaching expertise;
  • driving forward actions to improving graduate employability - in particular expanding the options for internships and/or placements and building strong relationships with our alumni to support this;
  • reviewing our courses to ensure that they are attractive to the highest quality applicants (and, through that, increasing entry tariff where possible);
  • managed growth of student numbers through a combination of increasing uptake on our BLS UG courses (especially through an increase in overseas student numbers), implementing plans to expand medical student numbers, implementing agreed options for new UG courses, updating and expanding our PGT and CPD courses and reviewing the marketing of them, and growing PGR student numbers particularly in BLS and LMS.

To develop the quality and volume of health-related research

With a particular focus during 2016-9 on:

  • growing research through a combination of strategic recruitment of staff to our agreed ‘strategic research themes’, developing capacity and capability for clinically focused research within those themes, considering options for new themes and increasing the volume of inter-disciplinary research (including research with the NHS and industry);
  • improving our application and success rate with major funders (especially BBSRC, MRC, ESRC, EU, NIHR, AMRC and the private sector);
  • maximising the proportion of research outputs judged to be 3* or 4*;
  • developing and implementing approaches to maximise the impact of our research;
  • identifying and implementing approaches to maintain and enhance our research environment.

To develop effective engagement with key stakeholders in the sector with a specific emphasis on driving and supporting health innovation

With a particular focus during 2016-19 on:

  • enhancing the structures, processes and relationships to facilitate effective engagement;
  • developing the capability and capacity to support engagement;
  • establishing the Health Innovation Campus;
  • working with the NHS and other partners to establish an ‘academic health system’ in Lancashire and Cumbria through a combination of developing the relevant relationships, exploring the establishment of a new ‘health partnership’ model, building clinical academic capacity and supporting organisational and professional development with a particular focus on building capacity to drive and support innovation;
  • developing and deepening our engagement with the commercial  and third sectors.

Build our international presence through teaching, research and engagement

With a particular focus during 2016-19 on:

  • increasing recruitment of overseas students to our courses;
  • establishing strong and productive relationships with a small range of international university partners with the development of at least one major international research partnership or network;
  • supporting organisational and professional development in health organisations internationally.

Promote a culture within the Faculty that makes it a highly attractive place to work

With a particular focus during 2016-19 on:

  • maintaining and maximising the impact of the Faculty Staff Development Fund;
  • undertaking an agreed range of actions to promote equality and, through that, working towards securing an Athena-Swan Gold for the Faculty;
  • developing our approach to workload allocation.

Establish the relevant support to enable these ambitions to be realised

With a particular focus during 2016-19 on:

  • securing the space needed for growth;
  • maintaining the development of effective administrative structures as our needs evolve;
  • contributing, and responding effectively, to internal and external reviews;
  • developing effective processes for communications and marketing;
  • ensuring that our budget reflects our evolving needs.