Strategy Map Definitions
Strategy Map Definitions
Strategy Map Definitions
Our international strategic partnerships contribute to a range of academic activity, explicitly linking
learning and teaching, enterprise, research and knowledge transfer.
We are clear about the international scope of our activities and are fully aware, for example, of
research and partnership opportunities in Europe.
We are heavily engaged with WUN, and participate in leading and partnering in the WUN Global
Challenge programme.
We will improve our research intensity by increasing research income relative to teaching income
and developing a funding profile that is consistent with a world-class university.
We secure a critical mass of research students to ensure a vibrant peer research culture.
We communicate our strategy and our academic development priorities to all our staff,
increasing ownership and engagement.
We identify and align priorities for academic development and academic performance
enhancement across the University, in Faculties, Schools and Services, enabling individual
members of staff to reflect these priorities in their personal objectives through SRDS.
We invest in our high priority sustainable academic development projects, for instance through
the transformation fund and campaign projects, and monitor their delivery.
We are confident in taking measured risks to accelerate our strategic development.
We regularly and comprehensively review the performance of our faculties, schools and services
against a clear strategic framework and operational plan through the integrated planning
exercise, in the process identifying opportunities for development.
We review the strategic and academic direction, performance and financially sustainability of
individual schools and services through the Quinquennial Development Exercise.
Financial sustainability
Manage risk, costs and resources to support our strategic priorities
This means that
All our schools and faculties are financially and academically sustainable.
Each school has an academic strategy which fulfils our research, L&T, international and EKT
vision whilst delivering a consistent net annual financial surplus thereby creating surplus funds
for reinvestment to promote strategic development.
Grow and diversify sources of profitable income to invest in our future
This means that
We diversify and rebalance our income mix by growing additional sources of profitable income to
invest in a sustainable future.
We grow and diversify sources of income through:
o
protecting and developing our intellectual property to gain new income from licensing and
spin out activity
philanthropic funds
We build leadership capability and skills in a wide range of staff to underpin our ability to deliver
a significant programme of change.
We appoint people with leadership skills to key, well defined, academic or professional roles and
then empower them to do the job.
We have excellent, well trained leaders in all our key academic and service roles and those
leaders are aware of their responsibilities and accountabilities in delivering the strategy.
We have a confident workforce that can function with appropriate autonomy.
We have a one-team culture between the senior executive and other leaders in the
organisation.
Build and maintain world class performance, engaging all our staff in our strategy and values
This means that
Our staff have a clear understanding of strategic priorities within their school/service and
understand how their performance, development and contributions relate to the University
strategy.
There is alignment between individual objectives and School, Faculty, Service and University
objectives.
Our strategy is built upon a culture where all staff expect to be challenged and supported to
reach their full potential, with an emphasis on teamwork to achieve high levels of performance.
All staff actively engage in and benefit from the Staff Review and Development Scheme
alongside regular constructive feedback that enables them to enhance their own performance.
Staff are guided by values which have wide ownership and which inform mutual obligations and
responsibilities.
We have a one team culture at all levels within the organisation.
Proactively attract, support and develop high quality staff
This means that