Page 17 - Jesus College Strategic Plan 2017-21

Operational management
Despite the success of recent years, the College, in line with most educational institutions, faces budgetary challenges.The absence of any meaningful increase in fees, continued staff and property cost in ation, albeit at a relatively low level, and, more signi cantly, sharper increases
in pension and National Insurance charges
are creating pressure on the underlying result. This will be exacerbated by the probable loss
of tenants to the new Westgate Centre in late 2017 and the temporary loss of income from our commercial property while we proceed with the Northgate House project, whatever form
it takes. All of this must also be seen against the backdrop of considerable nancial pressure on academic and other staff that comes from living in or around Oxford.
Given the progress made by the College
in maximising its income from academic, accommodation and catering activities during the last ve years, our assessment is that there is relatively little scope for increasing these signi cantly within our current infrastructure. Accordingly, our approach to dealing with these issues will be to:
Maintain the current conference business levels while also striving to improve the return from this activity;
Work closely with the Development Team to identify opportunities for fundraising which help deliver existing, key academic priorities; Continue to encourage applications
from overseas students to maintain the existing proportions of undergraduates
and postgraduates, consistent with the international status of the University; and Develop further the rolling plan for the maintenance of the College’s historical and other buildings with a view to smoothing the related expenditure over an appropriate cycle, whilst always acknowledging the need to keep our infrastructure in excellent condition.
Fundraising
As indicated elsewhere, the main scope for enhancing the College’s nancial position lies with its fundraising, most obviously the 450th Anniversary campaign. It also lies in the ‘hope’ attached to certain strategically held assets such as Lincoln and, on an even longer timescale, Yeovil.
During the next ve years, the Development Team expects to:
Raise funds for College academic and related priorities, particularly Tutorial Fellowships [4], Junior Research Fellowships [4], graduate studentships [10], undergraduate bursaries [8]; Obtain funds to support capital projects such as Northgate House; and
Increase regular giving to the Development Fund to reach a minimum of £500,000 per annum based on a participation rate amongst alumni of 25%.
“As indicated elsewhere, the main scope for enhancing the College’s nancial position lies with its fundraising, most obviously the 450th Anniversary campaign.
17
“
Image cour tesy of Bethan Thomas, Jesus College student