When we study the human movements identified in social science we get a view of ever-increasingly complex interrelationships.
Our financial performance was again strong as in the previous two years, when our finances benefited from some unsustainable overrecruitment.
We comfortably exceeded our target surplus of three to four per cent of turnover. We also pushed forward our plans to renew the campus, and to refresh our academic offerings. We were also pleased to find that in the university rankings published by The Times Higher Educational Supplement, LSE was positioned at number 11 in the global league table, and second — behind Harvard — in the Social Sciences league.
I think anyone directly involved in Higher Education is bound to be sceptical about the precision of these rankings, but it is nonetheless better to be nearer the top of the league than the bottom. During the year we developed a bursary scheme, based on a sliding scale of support for students from lower-income families, which will redistribute around a third of the additional income raised from the higher fees.
OFFA approved our scheme, and the overall access agreement, so we will now proceed along those lines, when the new regime is introduced in the autumn of The Estate Last year I also reported the purchase of a new building on Kingsway, which will allow a radical improvement in the quantity and quality of our research and teaching space.
The project is planned for completion in the summer of During the year we appointed the architects, after a competition, as part of which staff and students voted for their preferred scheme.
In the event, we appointed Nicholas Grimshaw and partners, who scored highly in both the professional appraisal and the popular vote.
Working closely with us, Grimshaw have designed the interior of the building, and we have agreed that both the Department of Law and a new Department of Management, will move into the upper floors. The lower floors will be devoted to teaching spaces, which will be used by all Academic Departments.
The new building on Kingsway has also given us the ability to plan for the future, across the campus as a whole, with far greater certainty. Some of our buildings are in urgent need of either demolition or substantial remodelling. We have developed a realistic and achievable plan which would deliver a campus able to accommodate 9, students, and to provide better open spaces, by During the year itself, one milestone event was the reopening of the Three Tuns student union bar, after extensive renovation.
Some say it has lost some of its dingy atmosphere and charm, an example of nostalgie de la boue, I think. It certainly seems to play as crucial a role as ever in the life of the School in its new, more hygienic state. We also need to attract more scholarship support for students, to remain competitive with the best universities at home and overseas.
We made progress on both fronts during the year. Our first sizeable donation towards the new building came from a Thai entrepreneur, Charoen Sirivadhanabhakdi, three of whose family have been educated here. That growth is unlikely to be uniform across all our programmes.
That process has already generated a number of imaginative ideas for new programmes which will help to refresh our academic portfolio.The Business Plan was developed systematically and constructively to achieve TPL ïs vision and the governments core purpose through achieving the following six key strategic objectives.
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