Page 5 - Jesus College Strategic Plan 2017-21

We have also seen a considerable strengthening of the College Fellowship:
we have been able to make outstanding reappointments to nine vacated posts; our success in fundraising has allowed us to endow ten Tutorial Fellowships; and we
have appointed ten non-salaried Hugh
Price Fellows.We have also endowed four graduate studentships and two undergraduate bursaries, and co-funded twenty-four graduate scholarships.
Finance
It is pleasing to report that concerns about emerging de cits did not transpire. Instead, the College achieved small surpluses before taking account of donations in each year, and over the period total College funds increased by nearly a third as stock markets recovered from the 2008/9 shocks. Some restrictions were applied, such as suspending the appointment of stipendiary Junior Research Fellows (‘JRFs’), but even here we were able to reopen such appointments in 2015.
Alumni and donors
The Development Of ce has gone from strength to strength with donations and legacies rising rapidly above the targeted level of £1m per annum in 2011 to over £4m
in 2015. Critical to this have been the ever stronger and wider links between the College and its Old Members, which have helped fund or endow a signi cant number of scholarships and Fellowships.
Staff
Our staff make an enormous contribution to the running of the College and we have been determined that this should be recognised. The introduction of the HR team has created a more professional framework.We have
also made meaningful changes such as paying the Living Wage, restructuring all employee grades and the approving of policies covering harassment, Prevent, and contingency plans for major incidents, most of which goes beyond what was envisaged previously.
Buildings and infrastructure
The College’s nancial strength has allowed us to complete major projects to refurbish Staircase 18, the First Quad and the Hall. Another important step has been the improvements made to the College buildings in terms of access for disabled members.
Governance
Management of the College has continued
to evolve such that all major College Of cer roles are lled by Fellows with relevant expertise; College Of cers are Governing Body Fellows but notTutorial Fellows.We also involve alumni with extensive and relevant experience as members of all key committees.
The new Strategic Plan for 2017 – 21 needs
to be seen against these achievements.
Having accomplished a great deal for our Undergraduate community in the last ve years, we are determined to enhance our position whilst pursuing speci c new goals such as the introduction of the exciting area of Computer Science. Under our new plan, the focus will extend to the needs of other members of the College community.Tutorial Fellows are critical to the delivery of academic success and so our proposals identify ways of supporting them
and early career academics more generally. Postgraduate members are also a priority.We plan to increase their numbers and deliver enhanced support that will enable them to contribute more effectively to the College
and the University alike.We also reaf rm our commitment to seek to build ever-stronger links with Old Members.
“we have been able to make outstanding reappointments to nine vacated posts; our success in fundraising has allowed us to endow tenTutorial Fellowships
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