2020 The University of Manchester's Strategic Plan
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Manchester 2020 The University of Manchester’s Strategic Plan
MANCHESTER 2020 01
Contents
Chairman’s
Page 01
Chairman's foreword
Page 02
foreword President's introduction
Page 08
Strategic vision 2020
Page 10
Goal 1: World-class research
The University of Manchester’s Strategic Plan, Manchester Page 14
2020, was approved in May 2012. It built on the strong Goal 2: Outstanding learning
foundations established since the formation of the new and student experience
University in 2004 and articulated in previous strategic plans.
Page 18
The Strategic Plan has now been refreshed to reflect the Goal 3: Social responsibility
developments and achievements that have taken place since
Page 22
2012 and the new opportunities and challenges that the
University is likely to face in its ambition to be a world-leading Enabling strategy 1:
university, recognised globally for the excellence of its research, Quality people
outstanding learning and student experience, and its social, Page 23
economic and cultural impact.
Enabling strategy 2:
The three core goals: world-class research; outstanding World-class estate
learning and student experience; and social responsibility Page 24
have been updated and enhanced, and are supported by Enabling strategy 3:
six enabling strategies.
Financial sustainability
The refreshed Strategic Plan also updates the small number Page 25
of high-level key performance indicators that will be used to Enabling strategy 4:
measure performance. Targets have been set and the Board A reputation for excellence
of Governors will monitor the University’s progress against
these indicators and targets on a regular basis. Page 26
Enabling strategy 5:
The future is challenging, but very exciting. Our success over An international institution
the past decade ensures that that we will approach these
challenges with confidence, commitment and enthusiasm. Page 27
Enabling strategy 6:
Quality services
Page 28
Anil Ruia
Pro-Chancellor and Chairman of the Board of Governors Summary of our
Key performance indicators and targets
02 MANCHESTER 2020 03
President’s
We want to be ranked as one of the
world’s leading universities by 2020, but
we also want to be better recognised for
our impact on the world, for the
revolutionary spirit that defined our
history and will drive our future success,
introduction
and for being part of Manchester.
The University of Manchester was strategic plan, it is the right time to take a higher quality experience for all our
founded in 2004 by bringing together two hard look at our performance and to set students, as measured by the National
excellent institutions: the University of out a new vision. We will build upon the Student Survey (NSS), with a target of at
Manchester Institute of Science and original plan and set challenging new least 90% student satisfaction by 2020,
Technology (UMIST) and the Victoria targets that take account of the changes ensuring that the University is in the upper
University of Manchester. that have taken place over the past quartile of Russell Group institutions. We
decade across the higher education have improved in undergraduate student
The merger of these two great sector and in wider society. satisfaction, attaining a score of 86% in
universities provided a unique opportunity 2015 (up from 77% in 2009).
and a platform for our inaugural President Progress
and Vice-Chancellor, Professor Alan We also aimed to achieve a positive
Gilbert, to set out a bold and ambitious Our vision is built upon three core goals, graduate destinations rate of at least
vision for the ‘new’ University which was and we have performed well against all of 85% by 2020 (as measured six months
outlined in his 2015 Agenda. these. The first, world-class research, is after graduation in the Destinations of
the goal that has grabbed most attention. Leavers from Higher Education survey).
When I was appointed President and This stated our aim to be among the top The latest figure, for 2013/14 graduates,
Vice-Chancellor in 2010, I was determined 25 universities in the world, as measured was 79%, representing a big improvement
not only to maintain the momentum and by the Shanghai Jiao Tong Academic on 67% in 2004, although we are still
progress achieved by Alan, but also to Ranking of World Universities. In 2015 we behind some of our competitors. We
set new targets and goals, build on our were ranked 41st, a huge improvement on remain the most popular university for
successes and create a distinctive profile our 78th place in 2004. Going forward, we undergraduate applications and we
for the University on the global higher will be measuring our position not just by continue to excel in the recruitment of
education scene. this ranking, but by international league quality international students.
tables more widely and by the impact of
It was not a good time to be formulating our research. If our first two goals ask ‘what are we
and articulating a visionary agenda for the good at?’ then our third goal, social
future. The world was in the midst of an We sought in 2004 to double our total responsibility, gets to the heart of the
economic crisis, there were major cuts to research income by 2015, a target we question ‘what are we good for?’ We make
public funding and significantly higher have now exceeded. We aimed to have at a huge contribution to society, through
undergraduate fees were being introduced. least eight iconic scholars among our our research, our education and a wide
Despite this turbulent external staff; today there are three Nobel range of remarkable activities undertaken
environment, we were still making progress laureates working at the University and we by our staff, students and alumni.
and we developed the next stage of our have world-leading scholars heading our
plan, Manchester 2020, retaining the research in areas as diverse as cancer, In November 2013 we launched a new and
original ambition of the 2015 Agenda but nanomaterials and development studies. focused approach in this area and we have
building on it with some new aspirations. achieved some real successes. For
The second of our core goals is the example, our school governor initiative
Now, just over a decade after the merger provision of an outstanding learning and and The Works, our employment scheme
and the publication of our original student experience. We want to ensure a for local communities, have won national
04 MANCHESTER 2020 05
President’s
introduction
awards. Social responsibility is also firmly The transformation of our campus and international income in just six years. At the number of universities worldwide, with a place to study. The scale and breadth of the UK, we need to explain clearly
embedded into how we run our university. surrounding area has exceeded our Jodrell Bank we will host the international substantial investment being made by activity at our university is an advantage, what is truly distinctive about our
In our major campus redevelopment we predictions in 2004, with more than headquarters for the Square Kilometre institutions in many parts of the world. but resources are always limited and research, graduates, activities,
have a partnership framework agreement £750 million invested and a further Array, the world’s largest international future funding will be challenging. influence and impact.
to ensure that our building projects bring £1 billion to follow by 2022, amounting science collaboration. Students’ expectations have been
environmental as well as social benefits, to one of the biggest facilities changing towards a more flexible delivery A new vision Our three core goals remain key to our
such as providing training and creating investments ever made by a UK university. The University now engages with an even of distance and lifelong learning. There is aspirations, and we are still committed to
jobs for local unemployed people. Among the highlights are the spectacular wider and more diverse cohort of learners also an increasing need to bring together It is with these challenges in mind that being among the leading universities in
National Graphene Institute, the with the launch of our first massive open diverse expertise from across multiple we have refreshed our Manchester 2020 the world. While rankings can help us
Alongside our progress against these Manchester Cancer Research Centre online courses, or MOOCs. We count disciplines to solve global research plan. In some cases we are raising the benchmark our performance, they do not
three core goals, there are many other building in Withington, the Alan Gilbert 154 nationalities among our student questions. This brings new opportunities level we aspire to, either because we tell the whole story about the quality and
notable achievements from the past Learning Commons and the award- population and 129 among our staff, and and challenges of collaboration rather have exceeded the current targets or impact of our work. We need to articulate
decade. Our 2015 staff survey revealed winning redevelopment of our art gallery, we keep in touch with more than 300,000 than competition between universities because we need to step up; in other more clearly where and why we are better
that 92% of respondents are proud to the Whitworth, which was named alumni worldwide. globally, and growing partnerships with cases we have revised goals in response than many of the other excellent
work at the University and 94% believe it museum of the year in 2015. We secured private organisations. to a changing external environment. universities around the world.
to be a good place to work. We collaborate major funding on the bond market to help Challenges
closely with the city of Manchester, us finance this exciting work. Universities in the UK are constantly Ambition is important, but we must When Alan Turing created the first
international companies, local NHS As a university we need continually to facing the possibility of change, not only also focus on our strengths if we are calculating machine, at the root of all
organisations and educational institutions, Our reach grows wider all the time. We recognise the changing global landscape to research and education funding, but to be a great rather than just a good future digital technology; when Ernest
from universities across the world to the were recognised with the Queen’s Award of higher education. Over the past ten also to student fees and policies that university. With thousands of universities Rutherford split the atom to redefine
schools on our doorstep. for Enterprise in 2011 after doubling our years there has been a massive growth in impact on the attractiveness of the UK as across the world and well over 100 in modern physics; when Arthur Lewis wrote
06 MANCHESTER 2020 07
President’s
introduction
his seminal works on economic beacons demonstrate areas of outside their own degree and of the many thriving industries and culture, and We must be an innovative university that
development; or when Jean McFarlane investigation where we are finding extracurricular opportunities we offer at devolution of power to the Greater is adaptable, nimble and able to make
led the establishment of a nursing solutions to some of the world’s biggest Manchester. Activities such as Manchester Combined Authority will give hard choices in order to ensure we are
department at Manchester and became challenges. We will require further international study, social responsibility the area greater control over its own well placed for what the future will bring.
England’s first ever professor of the focus, investment and a commitment projects, volunteering and internships will progress. As a partner of the city we are a As the landscape of higher education
subject, they were not motivated by to quality in our research in order to allow them to experience real-world vital provider of knowledge, enterprise, evolves, we need to be well placed to
breaking records or fame. They wanted to capitalise on opportunities to build on challenges as soon as they join us. graduate talent, employment and cultural contribute to its direction.
solve fundamental problems and make excellence, securing both major funding engagement. We are perfectly placed to
changes to improve our everyday lives. and recognition. We will deliver on our aims to make a help drive the region forward and to play a In short, we must be better still at what
difference to society through our social significant part in the emergence of the we do best. This plan sets out our vision
We will therefore use a range of measures This focus on quality and distinctiveness responsibility goal. Attention will be Northern Powerhouse. for how we will make this happen.
to better reflect the nature and activities will extend to our students’ educational focused on delivering and evaluating our
of the University. We will focus on areas and wider experience, further improving work to address social challenges. Conclusion
of research that exemplify our employability in our graduates at all levels. Through our teaching, buildings, activities
exceptional strengths, showcasing We will add value through a range of and processes, we will make a measurable We want to be ranked as one of Professor Dame Nancy Rothwell
innovative, interdisciplinary work and experiences and opportunities beyond difference to society. the world’s leading universities by 2020, President and Vice-Chancellor
great achievements. what is taught in the classroom by taking a but we also want to be better recognised
new approach to the student experience. There is also an opportunity to build upon for our impact on the world, for the
Advanced materials, addressing global Students will be able to take part in an our influential role in the development and revolutionary spirit that defined our
inequalities, industrial biotechnology, integrated scheme that allows them to prosperity of our region. Manchester history and will drive our future success,
energy and cancer: these research take advantage of a range of programmes today is a truly international city with and for being part of Manchester.
08 MANCHESTER 2020 09
The University of Manchester will be
Strategic vision
a world-leading university recognised
globally for the excellence of its
research, outstanding learning and
student experience, and its social,
economic and cultural impact. 2020
The University of Manchester was the first • being a truly international institution We will be committed to environmental
and most eminent of the civic universities, which is a major contributor to the sustainability, setting and meeting the
furthering the frontiers of knowledge economic, social and cultural highest possible standards across the full
through research and teaching, but also transformation of the city of range of our activities.
contributing to the well-being of its region Manchester, the north, the UK and
and society more widely. These aims have the world. Key performance indicators
guided the institution ever since and and targets
continue to drive our strategic vision: Our guiding principles
and values KPI 1. Global standing
The University of Manchester will be Target: To be recognised as one of the
a world-leading university recognised We will be guided in all of our activities by 25 leading universities in the world, with
globally for the excellence of its research, our motto ‘Cognitio, Sapientia, Humanitas’ 20% of subject areas in the top 20, as
outstanding learning and student (Knowledge, Wisdom, Humanity). measured by our position in international
experience, and its social, economic league tables.
and cultural impact. We will be led by the discovery of new
knowledge, and aim to maximise the
We will be ambitious, focused and impact of that knowledge through
distinctive, celebrated for: education, innovation and delivering
value to society.
• the strength and scale of our work
across science, engineering, humanities, We will be an independent and
and life and medical sciences; autonomous organisation that will work to
• the excellence and breadth of our uphold rigorously the principles of freedom
research, particularly its of thought and speech, and encourage
interdisciplinarity, for training tolerance of diverse views and beliefs.
outstanding researchers and giving
parity of esteem to discovery, We will be agile, flexible and adaptable,
application, knowledge transfer but will value our rich academic heritage
and impact; and traditions.
• our outstanding teaching and learning We will be an accessible organisation,
experience, the quality and diversity of committed to advancing equality
our students, and the ability of our and diversity.
graduates to contribute to society;
• making a difference to the social and We will be an ethical organisation
environmental well-being of our with exemplary policies, procedures
communities and wider society, and behaviours.
including through the quality and
accessibility of our cultural institutions;
10 MANCHESTER 2020 11
Goal 1
World-class research
The three central objectives of our Key strategies Attract, develop and nurture the
research strategy are to achieve research careers of excellent researchers and
of the highest quality, to support and Perform research of the highest quality, become the location of choice for staff
develop excellent people, and to have an and continue to raise the level and at all career stages
impact beyond academia which yields ambition of our activities to world- We will provide an integrated approach to
economic, social and cultural benefits. leading standards of excellence career development, beginning at
Our ambition is that by 2020, over 90% of To meet this target we will manage the postgraduate level with outstanding
our staff will be judged as producing world- quality of our research by publishing research and training, and continuing with a
leading or internationally excellent research; in leading outlets and attracting high programme of mentoring and support for
we will have at least five distinctive beacon levels of citations for the great majority early career researchers. We will identify
areas of world-leading research led by of outputs. potential research leaders where
researchers at the very top of their fields; appropriate, and provide an environment
and we will rank among the top three We will: that attracts and retains those at the peak
universities in the UK for application and • improve the quality of outputs of their research careers.
exploitation of research. and number of citations through a
proactive approach to peer review, In particular, we will:
There are four supporting areas of action: improved management information • continue the prestigious President’s
providing focus and capitalising on our critical on citation performance, more targeted Doctoral Scholar Award scheme to
mass and interdisciplinary capabilities; support and guidance on publication attract the best doctoral students
providing the right financial, physical and strategies and ensuring all researchers to Manchester and, through the
knowledge resources; meeting the highest meet the University’s commitment to Manchester Doctoral College, deliver
standards of research integrity; and ensuring open access; our ambitious plans for postgraduate
alignment of strategy at all levels of the • develop partnerships with world- research students, ensuring the highest
institution. The research strategy is leading institutions and leverage further standards of supervision and training
coordinated with the University’s other core the University’s strategic business for research that meet international
goals, for outstanding learning and student partnerships to drive high-quality, high- standards of excellence and
experience and for social responsibility, and impact research. student experience;
with the wider aims of the city and region. • provide a comprehensive and targeted
The overarching driver is that a university package of career support for all
which is excellent in research and research researchers, from early career
Our ambition is to be a world-leading impact is far better equipped to meet and researchers through to potential
exceed the expectations of its students and
university, where researchers wider stakeholders.
and established research leaders;
• recruit and invest in the best
produce work of the highest independent fellows and top-class
significance and impact. We will be and/or iconic researchers who
complement or reinforce our
distinguished by our interdisciplinary identified strengths.
research, for training outstanding
researchers and giving parity of
esteem to discovery, application,
knowledge transfer and impact.
12 MANCHESTER 2020 13
Goal 1
World-class research
Ensure our work has impact beyond • draw upon Manchester’s heritage, image advanced materials, cancer, energy and Key performance indicators
academia and yields economic, social and population to give our research a industrial biotechnology. We will work in and targets
and cultural benefits, whenever the distinctive identity, attract knowledge- partnership with international research
opportunity arises based investment to the city and ensure leaders and exploit our wide range of KPI 2. Total research grant
We aim to inspire, invent and innovate. We there is a high-value legacy from the capabilities to form new and ground- and contract income
will establish and maintain key relationships EuroScience Open Forum, European breaking interdisciplinary combinations Target: To double total research grant and
with external partners in business, the NHS, City of Science and other major events; across the full range of subjects. contract income by 2020 (from a baseline
schools and educational establishments, • create impact, through impact plans of 2010), ensuring an increase in both
government, third sector and other for individual researchers and The University of Manchester Research international and business income as a
complementary organisations in our city, research groups, promoting academic Institute will identify and support percentage of total income and an increase
region and nation, in Europe and beyond, mobility outside the higher education interdisciplinary opportunities and provide in Manchester’s share of UK research grant
with a view to shaping our research agenda sector, capitalising on business a framework to drive forward our and contract income.
to benefit the wider society. relations activity and becoming responses to societal challenges.
KPI 3. Quality
distinctive through the use of our
We will seek to bring to market the cultural institutions; Draw upon a broad range of financial, Target: To improve the quality of research
intellectual property arising from our work physical and knowledge resources outputs by 2020, ensuring that 90% of
• ensure parity of esteem for impact- staff are judged to be producing world-
and our groundbreaking inventions, and While seeking to increase our share of
generating translation and knowledge leading or internationally excellent research
will ensure individuals have parity of funding from research council and UK
transfer activities; by peer review, through the Research
esteem for translational research and charitable sources, we will also diversify to
knowledge exchange. • commercialise research wherever achieve a substantial increase in funding Excellence Framework or our own
appropriate, through a balanced from business, European and international exercises, and to ensure that the share of
We will work with intellectually challenging approach of spinning out, licensing and sources. We will provide state-of-the-art our publications falling in the top 10% of
problems of real-world relevance and will sale of intellectual property activities, facilities and equipment, and pioneer cited papers in their field is in line with that
and continue support for student and for the UK’s top five institutions.
communicate widely the substantial body arrangements for their more efficient use,
of work that addresses societal alumni enterprises; including sharing. Our administrative
KPI 4. Doctoral degrees
challenges, including beacons such as • ensure that our work contributes support will be integrated, using fit-for-
inequalities and energy, and extending to substantially to the regional and purpose information systems and Target: To increase our postgraduate
key areas such as sustainability, security ensuring that the needs of our researchers research student-to-staff ratio to be within
national economies, and to societal
and the ageing society. In this and other and sponsors are comprehensively met. the top five UK institutions and to ensure
challenges, well-being and health.
that at least 90% of students complete
ways, our research will also contribute to
on time.
our social responsibility goal. In addition we will implement four Ensure the highest standards of
supporting strategies. research integrity
KPI 5. IP commercialisation
We will: Building on recent progress, we will
• be the partner of choice for business develop and implement communication Target: To generate a cumulative
Exploit the critical mass and
and other external organisations £1 billion of economic impact by 2025
interdisciplinary scope of the University procedures to ensure that research ethics
with £250 million generated in the period
worldwide through the quality and focus to secure a position among world leaders and all other dimensions of integrity are
2015-20.
of our research, and the efficiency of in targeted fields part of the values of our staff and govern
our outward interfaces; Building upon existing successes we will our behaviour.
• identify and strengthen our key external identify research beacons where, through
relationships and manage them key recruitment and investments, we can Ensure the research strategy is based on
strategically for the long-term benefit construct a broad front of excellence. These mutual commitment and alignment at
of the research agenda; areas are addressing global inequalities, institution, Faculty and School levels.
14 MANCHESTER 2020 15
Goal 2
Outstanding learning
and student experience
Manchester: no boundaries, We will combine the objectives for The five distinctive characteristics of a
no barriers outstanding learning and student University of Manchester education, as
experience with those of world-class set out in the teaching, learning and
Our ambition is based on an effective research, while embedding social student experience strategy, are:
partnership between students and staff, responsibility into all our teaching and • excellent teaching;
as set out in our Student Charter. We will student opportunities. Our students
• distinctive graduate attributes;1
remove barriers to study and recruit will not only profit from learning in a
students who are most likely to benefit research-intensive university and • making a difference;
from, and contribute to, the exceptional acquiring the key skills of excellent • learning through research;
educational environment at The researchers, but will also develop their • global awareness.
University of Manchester. We will attract intellectual curiosity, their willingness to
students who want to study in a large take risks and to be creative. We will Key strategies
research-intensive university, where they prepare our students for life after
can make a positive contribution to university, as responsible citizens and We have three broad objectives for the
society through their learning. future leaders, and challenge them to give teaching, learning and student experience
something back to the University, their strategy: to enhance the quality of the
We will deliver a personalised student peers and wider society, be that locally student experience: to reduce barriers to
experience in a rich, inclusive and diverse or globally. study by attracting outstanding students
environment, where students and staff will irrespective of their backgrounds; and to
be recognised for their achievements and The goal of producing outstanding produce graduates who are highly
encouraged to keep developing. Our graduates through an excellent learning employable with a wider understanding
global outlook and commitment to environment that challenges and of their responsibilities as global citizens.
interdisciplinarity will remove boundaries, enhances intellectual and personal We will develop approaches to achieve
with flexible learning and excellent attributes is supported by four cross- these aims through the quality of people
teaching ensuring we fully support cutting themes that underpin all that we at the University and the environment in
We will provide a superb and students to reach their potential. aspire to do: enhancing the student which they work.
distinctive higher education and experience through partnership;
Students will make The University of personalised support for learning and
learning experience to outstanding Manchester their first choice because well-being; recognising and rewarding
Enhance the quality of the
student experience
students, irrespective of their of the outstanding higher education excellence; and promoting Students will be taught by
we provide. We will demonstrate our interdisciplinary learning.
backgrounds. We will produce impact via the quality of our graduates,
well supported, enthusiastic and
engaging teachers who treat students as
graduates distinguished by their many of whom will go on to be recognised individuals in a motivating environment
as world leaders through their
intellectual capabilities, contribution to knowledge advancement
that encourages curiosity and a critical
approach to learning.
employability, leadership qualities, and wider society.
and ability to contribute to society.
1
The distinctive attributes of a Manchester graduate will be: critical thinking, higher-order reasoning and analytical skills; mastery of a discipline; understanding of
research principles; broad intellectual and cultural interests; preparedness for professional and vocational work; ability to confront personal values and make ethical
judgements; preparedness for active citizenship and leadership; advanced written and verbal communications skills; and valuing equality, diversity and fairness.
16 MANCHESTER 2020 17
Goal 2
Outstanding learning
and student experience
We aim to: • an environment that values cultural Promote the educational and social • students have outstanding
• ensure the highest quality experience diversity and is fundamentally impacts of teaching and learning opportunities for volunteering and
for all of our students by meeting our committed to equality of opportunity by We will produce outstanding graduates contributing to communities inside and
expectations and commitments stated promoting equality and diversity in all judged on their academic achievements, outside the University, which will be
in our Student Charter; that we do; their employability, their leadership recognised through the Higher
• promote research-informed teaching • exemplary fair access, recruiting qualities and their willingness to Education Achievement Report;
by embedding research and associated students and staff based upon their contribute to their communities and • as an international institution we will
skills in teaching; potential. We will use contextual data to wider society. promote global awareness, providing
• create a sense of identity and belonging inform undergraduate student students with access to courses and
admissions and use outreach, the We will ensure that: activities that address global questions,
to The University of Manchester by
Manchester Access Programme and • all students benefit from opportunities together with opportunities for
working in partnership with students and
financial support to attract the most to acquire the core skills, knowledge and studying, volunteering and working
developing Student Experience Action
able students. personal attributes necessary for outside the UK.
Plans with student engagement;
employment and further study; we will
• provide all students with individualised prepare students for a range of career
Ensure the quality of resources, Key performance indicators
support; paths by providing opportunities for
environment and facilities and targets
• ensure the needs of postgraduate Staff and students will work and study in work experience, embedding
students are taken into account in facilities that are world class, that support employability in the curriculum, KPI 6. Student experience
strategic and operational decision accessible learning, and that promote a engaging students in employability and
Target: To achieve at least 90% student
making alongside those of sense of place. developing research skills;
satisfaction for Q22 in the National
undergraduates. • undergraduate and postgraduate Student Survey by 2020, and that the
We will have: students are supported in planning their University is in the upper quartile of
Attract and enhance the quality of • the highest quality teaching resource, future careers; Russell Group institutions.
people (students and staff) including staff and infrastructure, where • students are provided with
We will attract the most able students we seek to remove the boundaries to opportunities and support to develop KPI 7. Employability
based on their potential, and we will recruit learning through use of technology; their technical and information skills so Target: By 2020, to achieve a positive
and develop the highest calibre of staff.
• a safe and inspiring working that they become highly digitally literate graduate destinations rate of at least
environment, providing 24/7 study and well-equipped for employment in a 85% (as measured six months after
We will have:
spaces and world-class library facilities, digital economy; graduation in the Destinations of Leavers
• students taught by highly motivated,
IT and learning environments; • our graduates are informed, thoughtful from Higher Education survey), and that
committed and skilful staff, who are
leading scholars at the forefront of their • a sense of belonging and identity, by and globally responsible citizens; we will the University is in the upper quartile of
disciplines. Staff appointments will creating an inclusive working and promote the University College for Russell Group institutions.
reflect the fact that students are at the learning environment with access for all Interdisciplinary Learning, providing a
heart of the University, as we recruit students, and social spaces based upon suite of signature undergraduate KPI 8. Widening access
outstanding scholars who understand programme and discipline identity; course units to broaden intellectual and Target: To meet our widening
the attractions of working in a university • a welcoming and attractive campus, cultural interests, and we will extend the participation targets for recruiting
that values student education; and will promote Manchester and the ‘purposes of a Manchester education’ students from low-participation
region as a place to live and study; to all students; neighbourhoods and from lower
• parity of esteem for teaching and
research through recognising and • postgraduate opportunities to study • students are supported through the socio-economic groups, and that the
rewarding excellent teachers, promoting through blended and distance learning. personalised learning policy, and we will University is in the upper quartile of
the opportunities for staff to develop, invest in student retention through core English Russell Group institutions.
and encouraging innovation in teaching; skills support;18 MANCHESTER 2020 19
Goal 3
Social responsibility
We were England’s first civic university and • creating and sharing knowledge to • an Ethical Grand Challenges
our founders invested us with the address local and global inequalities; programme for all undergraduate
progressive desire to improve people's • improving and transforming products, students, covering environmental
lives through research and teaching. Today from providing clean water to creating sustainability, social justice and
we are distinctive in UK higher education sustainable energy storage devices, workplace ethics;
as the first university to make social through to the development of • the Manchester Leadership
responsibility a core strategic goal. advanced materials; Programme, which combines academic
• finding ways to prevent and cure cancer credit-bearing units with volunteering
Our commitment to social responsibility and improve the lives of those affected to provide students with opportunities
addresses the fundamental question by the disease around the world; to become responsible leaders of
‘What are we good for?’ Our view is that tomorrow;
• pioneering the systems of the future,
universities are primarily for public benefit • applied forms of teaching and learning
so that energy can travel new routes,
and should be able to deliver this benefit in in community and organisational
going further and faster, leaving no
a way that has a positive impact on settings, which benefit our students
carbon footprint;
people’s lives. A key component of this is and wider society;
to mitigate the effects of climate change • leading a new bio-industrial revolution, so
that we can deliver renewable and • supporting student social enterprises
across all of our key activities.
sustainable materials, biopharmaceuticals, through programmes, funding and
chemicals and energy that will transform competitions.
Key strategies
the UK and European industrial landscape.
Engaging our communities
We will focus on five strategic priorities for By engaging and partnering with a range
Responsible graduates
social responsibility: research with impact; of people and organisations, we will
Each year we generate more graduates
responsible graduates; engaging our harness our knowledge, resources and
than any other British university. Through
communities; responsible processes; and visitor attractions to make a difference
their education and broader experiences
environmental sustainability. Within these within our university, local communities
at Manchester, we will ensure our students
priorities we will also deliver a focused and wider society. Our cultural institutions
are not only highly employable, but are
range of practical ‘signature programmes’, will be at the vanguard of our social
also able to act as informed, thoughtful
which are regularly updated, emblematic of responsibility agenda, embodying world-
and critical citizens and future leaders,
our vision for social responsibility, and class excellence and locally relevant social
capable of exercising ethical, social and
where we have recognised we can lead the benefit. They provide a gateway to the
environmental responsibilities. We are
sector in their impact. University for hundreds of thousands of
supporting the social responsibility of our
graduates through: learners, families and members of the
Research with impact local community from under-represented
• structured student volunteering
We will ensure our research and discovery groups. We will also continue to prioritise
The University will make a make a positive difference to society.
programmes locally, nationally and
work with schools and colleges, and public
globally, addressing areas such as
difference to the social and Much of this work is already embedded
educational opportunities, vulnerable
engagement activities more broadly.
into our research goals, in particular
environmental well-being of our through our research beacons. Examples
people, healthy living and sport, culture,
and the environment;
communities and wider society of research with impact include:
through our teaching, research,
engagement and operations.20 MANCHESTER 2020 21
Goal 3
Social responsibility
Examples include the following. Responsible processes research, and to recognise work the curriculum and in all aspects of
• Public engagement, festivals and Our operations, processes and policies will undertaken in arts, humanities, social the wider student experience, and
events. We will deliver a diverse range balance efficiency with opportunities for sciences, business and law, and in will provide opportunities to use the
of public and community events and creating social and environmental benefit. professional and support roles, to campus as a living laboratory for
activities – engaging and involving the We will ensure our commitment to address gender equality more broadly; teaching and research.
public in science, history, literature, responsible processes runs through the • implement a new Race Equality • Engaging our communities. We will
public policy, culture, music festivals and way we undertake operational activity in Charter Mark to improve the embed a culture of environmental
our research. areas such as staff development, human representation, progression and sustainability across the University
• School and college liaison. Our far- resources and financial management. success of ethnic minority staff and and work in partnership with our staff,
reaching school and college liaison students in higher education. students, alumni and wider society on
activities will work with primary, We will: shared environmental goals. We will
secondary and further education • proactively support the region’s Environmental sustainability help to promote opportunities to
students as well as teachers, careers employment and skills infrastructure by Our research, teaching, engagement, engage with sustainability, particularly
advisers and parents to target contributing to the development of infrastructure and processes are guided through our Make a Difference: Think
intensively activity with less advantaged sustained training and employment by our commitment to environmental Sustainability staff programme,
communities to widen educational opportunities in our local communities sustainability. We want to support our empowering people to take positive
opportunities. We will also support through The Works and other initiatives; staff and students to have a positive action and make positive change.
the strategic development of state • ensure that opportunities for ‘in-work’ impact on the environment and enable • Responsible processes. We will
schools and colleges through staff and progression are available to those of them to make a difference in the areas in prioritise processes that support
alumni engagement in our School our staff in entry-level roles; which they operate, influence and control. positive environmental behaviour and
Governor Initiative. Our priorities reflect those for our wider decision making. We will ensure long-
• ensure that social, economic and
• University cultural institutions social responsibility work. term sustainability is embedded within
environmental factors are built into our
(Manchester Museum, The Whitworth, • Research with impact. Through our the maintenance, development and
processes for the procurement of
The John Rylands Library, Jodrell Bank significant research groupings and planning of our estate and IT
goods and services and how we invest
Discovery Centre). These will deliver networks, the University is at the infrastructure; through the goods,
our money;
world-class education and engagement forefront of tackling key global services and work procured; and across
• develop and promote policies to support our research and teaching activities.
programmes with events, programmes challenges such as climate change,
public service and staff development
and exhibits for diverse local, national population growth, overconsumption,
through community service; Key performance indicators
and international audiences. In addition, food and water security, loss of
performance venues on campus – the • enable staff to maximise their biodiversity and pollution. We will and targets
Martin Harris Centre for Music and charitable support through our Payroll encourage cross-disciplinary
Drama and the independent Contact Giving scheme; networking, facilitate high-quality KPI 9. Social responsibility
Theatre – will continue to work with • support staff equality and diversity knowledge exchange with external Target: A weighted portfolio of measures
staff and students and attract diverse through disabled, lesbian, gay, bisexual organisations and apply the research to monitor progress against the social
audiences from across the city region and trans, black and minority ethnic, that we carry out to our own campus. responsibility agenda, including equality
and beyond. international and religion- and belief- • Responsible graduates. We aim for and diversity profile, engagement with
based staff networks; every graduate to leave the University communities (especially those that are
disadvantaged), sustainability, and
• support the Athena SWAN Charter for empowered with the knowledge and
economic and social impact.
enhancing the recruitment and practical skills to make a positive
advancement of women in science, environmental impact in their personal
technology, engineering, mathematics and professional lives. We will support
and medicine in higher education and sustainability as a key theme across22 MANCHESTER 2020 23
To position the University as an To provide a world-class estate
exemplary employer and a which meets the needs of
destination of preference for all staff, The University of Manchester
both nationally and internationally. in 2020 and beyond.
Enabling strategy 1 Enabling strategy 2
Quality people World-class estate
Our staff are the key factor in our success Our key objectives within the It will also help to provide the competitive The University has the largest single The completion of the Campus framework to manage future
and in order to achieve our strategic people strategy are to: advantage we require locally, nationally campus of any higher education Masterplan will free up considerable land developments. It will also provide green
ambitions we need to build their capacity, and internationally. institution in the UK, providing over one holdings in the north of the campus for spaces to provide places for contemplation
capability and commitment to our goals. Develop and embed a performance million square metres of buildings and land redevelopment, to contribute to the and reflection while supporting our
orientated culture Attract the brightest and the best staff with a replacement value in excess of future economic success of the city in a sustainability and biodiversity goals.
Continuing to develop a performance- Achieving our strategic vision will require In order to achieve our strategic ambitions £3 billion. The quality of the building stock location that takes advantage of
orientated culture is a priority over the next high-performing individuals and teams. it is essential that, as well as developing has seen significant improvement since connections to the region and beyond. Maintain the estate to an
few years at both an individual and a team Staff will need to understand the and rewarding our own high-performing 2004 with over £750 million invested. We appropriate and agreed standard
level. Encouraging, nurturing and rewarding standards and level of performance and achieving staff, we are able to recruit will continue to invest in the existing stock The aims of the estates strategy The overall quality of the estate will
development, progression and required from them. An effective the brightest and best staff both of buildings to maintain the improvements are to: continue to be further improved, ensuring
contribution are vital to engage and performance and development review nationally and internationally. already made while embarking on an existing stock is refurbished and
motivate our existing workforce, and to process will significantly contribute to ambitious Campus Masterplan that will Consolidate the campus to provide maintained to an appropriate and agreed
attract the brightest and the best staff. We achieving this objective alongside Develop responsive, capable staff see more than £1 billion invested to create world-leading, efficient and standard. Securing sufficient resource to
need to develop the right environment in recognising and rewarding real There are many challenges facing the a world-class campus. sustainable facilities invest in routine maintenance will be a key
which people can grow - one that allows performance contribution. Emphasis will University and in order to deliver our We have developed a plan to relocate our challenge but it is crucial that the estate
creativity, discovery and scholarship, and be placed on developing the coaching and strategic goals we must develop staff to The concept that underpins all aspects of North Campus activities while reducing meets all health and safety, statutory,
one in which managers are not afraid to mentoring capability of our leaders and be competent and responsive to the our estates strategy is the creation of an our cost base and our carbon footprint. regulatory and HEFCE requirements.
make and follow through difficult decisions. managers supported by learning changing demands and empowered to urban university, a place of fine urban
programmes to encourage both individual find solutions. Our revised learning and architecture, civilised city squares, and Ensure that the estate and buildings meet Obtain best value
We need to continue to develop a culture and team development. development strategy will align to the walks and streets that interconnect with the University’s teaching and learning, It is essential that the University obtains
which seeks and embraces change and achievement of our strategic goals and all parts of the University and integrate us research, academic and social needs best value from all and for all its estate
continuous improvement in everything Improve the quality of leadership continually growing and developing the with the surrounding city. Through the estates strategy we have assets. Capital projects should be
the University undertakes. Our staff and management capability of our staff and our teams. developed a campus blueprint, which completed to time, cost and quality
should feel this is a fulfilling place to work Managers at all levels of the University In developing a new estates strategy we meets emerging new requirements in targets, and the overall estates strategy
and that they are empowered to be must have the capability to manage in and Key performance indicators have analysed the existing campus footprint, research and the student experiences, but will provide a solid basis for capital planning
creative, challenge constructively, put across structures and be able to embrace and targets identified problems and opportunities, and is also flexible enough to adjust to and investment. The estates strategy will
forward new ideas and make decisions. and undertake complex transformational prioritised major works to provide the best changing circumstances and respond to also be a key driver in contributing to our
Our policies and procedures need to change. Creating the leadership abilities to KPI 10. Staff satisfaction quality environment that we can to support external initiatives. carbon management plans.
enable and support the delivery of our realise the potential of individuals and Target: To maintain at least 80% of staff the University’s needs and also provide the
strategic and operational objectives while teams will be a key component of a satisfied with working at the University by opportunity to welcome national and Create a sense of place Key performance indicators
being accessible, user-friendly and at the revised University-wide learning and 2020, remaining within the upper quartile regional facilities to co-locate with our own The estates strategy will provide a physical and targets
leading edge of best practice. development strategy. of higher education institutions or similar state-of-the-art facilities. The strategy environment that creates a sense of place
organisations, and have at least a 75% envisages the consolidation of the campus – the urban university in the heart of a KPI 11. Estate
Motivate, engage and inform response rate to the staff survey. into a more compact and coherent footprint vibrant city. Through innovative Target: To achieve 80% of non-residential
our workforce that will provide some distinctive new architecture and urban design it will reflect estate judged to be in 'good' condition
Engaging with our staff and understanding buildings to enhance our teaching and the University’s academic ideals and and functionally suitable (grades 1 and 2)
what matters to them is important in research portfolio. provide a development context and design by 2020.
being able to motivate and inform them.24 MANCHESTER 2020 25
To ensure The University of To strengthen the power of The University of Manchester brand, nationally
Manchester is financially sustainable to and internationally, by celebrating our achievements and distinctiveness and
enable it to deliver its aspirations as by engaging staff, students, alumni and other key stakeholders to achieve the
one of the top universities in the world Manchester 2020 vision and act as ambassadors for our brand.
Enabling strategy 3 Enabling strategy 4
Financial sustainability A reputation for excellence
Given the changes to the funding model Internationalise the student experience Continue to develop Premier international universities have Professional and Strategic stakeholder engagement
for UK higher education, it is important We will maintain our success in attracting substantial fundraising income potent reputations that make them powerful communications The University will identify, prioritise and
that The University of Manchester more overseas students than any other We have made good progress in destinations of choice for the best The University will be guided by a systematically engage with external
diversifies and develops its income UK higher education institution but will, in increasing the level of donations received students, teachers, scholars and communications and marketing plan that stakeholders and policymakers
streams and manages its costs to provide addition, seek to develop overseas and this will continue throughout the researchers in the world. They are iconic will establish clear objectives, audiences through a coordinated programme of
the resources needed to support collaborations with global strategic period. We have invested additional institutions and their brands are and messages to enhance the University’s targeted communications, meetings and
research, teaching and enhancing the partners to increase the diversity of our resources in this area and have set synonymous with excellence. reputation. Our communications and events. We will seek to engage with key
student experience, and to deliver the income streams and deliver our challenging growth targets. Key priorities marketing activities will be evaluated and opinion leaders and decision makers
Manchester 2020 vision. programmes around the world. The include increasing the proportion of gift The University of Manchester has earned measured. We will adopt a ‘digital first’ locally, nationally and internationally,
development of distance learning income that is discretionary, and and enjoys a good reputation. We aim to approach and our communications will be whose views and/or responsibilities may
Austerity is likely to continue in the UK capabilities will facilitate this objective. developing a culture for philanthropy build on this and create a great reputation. two-way and engaging, rich in storylines impact on the reputation and
throughout most of the period to 2020 across all academic units. Reputations are built primarily on the and beautifully presented with arresting development of the University.
and this means that the University must Increase industry and foundation of high-quality activities, video and images.
reduce its reliance on UK government commercial collaborations Actively manage costs outputs and achievements, but
sources of income. Growing and The University is already a leader in to ensure value for money professional communications, marketing Engaging and mobilising Key performance indicators
diversifying our income streams as well as collaboration with UK industry and As well as diversifying and growing income and stakeholder engagement can play an staff and students and targets
proactively managing our cost base will commerce. We will continue to develop streams, we will ensure an active important role in building a clear and Staff and students are the University’s
enable the University to compete with its and maintain relationships with key management of our cost base is distinctive identity and a compelling most powerful advocates and brand KPI 13. Reputation: portfolio
international peers in an increasingly business partners in the UK but also maintained, taking action to ensure narrative for the University. ambassadors. Good staff and student of measures
global sector. overseas, via targeted countries, their financial sustainability where appropriate. engagement and effective two-way Target: A weighted portfolio of measures,
national industries and international The University’s key priorities in internal communications are essential including surveys, independent polling,
To ensure financial sustainability partners. We will ensure that these this area are: to keep the campus community informed measures of output (media coverage,
we intend to: relationships are translated into Key performance indicators and motivated to achieve our ambitious web analytics etc) and league tables.
funding for world-class research and and targets Distinctive identity and clear messages strategic goals.
Increase research funding from EU and impact, global student employability To develop and deploy a clear identity and
international sources and other activities. KPI 12. Financial outcome a compelling narrative for the University Engaging and mobilising alumni
Diversifying the sources for the Target: To increase EBITDA as a that promotes our distinctive features and The University has more than 300,000
University’s research funding is a key Continue to commercialise percentage of income to 10% by 2020 in activities. All of our communications will alumni around the world, many with the
requirement to develop our research intellectual property order to provide cash for investment and contain clear and concise messages and potential to become powerful and
activity and support world-leading We will build on our leading position in this strategic priorities. compelling stories that demonstrate our influential advocates and supporters.
research. We will ensure sufficient area and continue to invest in it both to quality, ambition, links with the city, global We will seek to engage alumni as partners
resource and expertise is applied to support our core academic priorities and reach, breadth and strength, and encouraging them to contribute
support this important activity. to develop further future income streams. commitment to breaking down barriers. personally as citizens, not just financially
as donors, to addressing major global
challenges and to help the University’s
mission in key target countries.You can also read
