FOUNDED ON VALUES, CENTRED ON STUDENTS, FOCUSED ON LEARNING - STRATEGIC PLAN 2017-2022
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FouNded oN vaLueS, ceNtred oN StudeNtS, FocuSed oN LearNiNg Strategic PLaN 2017-2022
Contents
04 our mission
06 our vision
08 our values
10 our goals
16 Sporting bodies we work with
18 goal 1: To provide a breadth and richness of experience that enables
all our students to reach their full potential
22 our partnership with students
24 goal 2: To provide teaching and support for learning of the highest quality
28 graduate attributes
30 School of Media partners
32 goal 3: To undertake research and professional practice which enrich
students’ learning and create impact and beneft for others
36 goal 4: To build partnerships which create opportunity, innovation and
mutual beneft for the communities we serve
40 Partnering for purpose
(Strategic enablers)
42 People and culture
44 values and behaviours
46 Sound fnance
47 Efective IT and estates
48 Good governance
49 Internationalisation
50 Sustainability
51 infographic
54 annex a
55 annex B
3
park campus ChElTEnham
Founded on
values, centred
on students,
focused on
learning
4 5
francis close hall campus ChElTEnham
Our vision is to enable their own lives for the better.
transformation, particularly for We want each graduate to
our students. We want each leave equipped to achieve their
student, during their time at potential more fully and ready
the University, to gain the to pursue their ambitions more
skills, knowledge, insight and successfully, for the beneft
confdence to transform of society, their families and
themselves.
Our staf create transformation, academic community to be
through supporting students distinguished by the quality
to learn and through research of relationships between
leading to new knowledge, students and staf, valuing the
understanding and application. face to face, operating on a
as a University, we work with human, personalised scale, and
partners to transform the welcoming diversity of views
wellbeing and prosperity and experience. We want to be
of our community. outward looking, intensively
engaged with others to enrich
We pursue this purpose our learning and research, and
of transformation through working in partnership for
relationships. We want our mutual beneft.
6 7
oxstalls campus GlOUCESTER
nurture
Creativity
Sustainability
Service
Respect
Trust
8 9
OUR nEW ba (hOnS) danCE WIll bE baSEd In ThE nEW PERFORmInG aRTS CEnTRE aT OxSTallS
our goaLS to undertake excellent
research and innovative
to build partnerships
which create
professional practice opportunity, innovation
In seeking to achieve our mission and vision we will pursue four strategic goals,
each of which has a clear target ambition for the end of the strategy period.
which enrich students’ and mutual beneft
These are: learning and create for the communities
impact and beneft we serve
for others
• Increase the range and impact
of our partnerships with business,
• achieve world-leading and colleges, public services and
internationally excellent status international partners
for over 50% of the research
submitted to the Research
Excellence Framework
to provide a breadth to provide teaching
and richness of and support for learning
experience that enables of the highest quality
all our students to reach
• achieve the highest rating in the
their full potential government’s Teaching Excellence
Framework
• Reach the upper quartile of
universities for graduate-level
employment
• Grow our student numbers
by at least one third
enabling strategies
In support of our goals we will ensure These will ensure that we are efcient,
strong enabling strategies are in place efective and economically secure for
for good governance, engaged people the long term.
and culture, sound fnance, efective IT
and estates, internationalisation, and
sustainability.
10 11
FouNded oN vaLueS, ceNtred oN StudeNtS, FocuSed oN LearNiNg This strategic plan sets out the communities. We aim to support our achieving our goals will depend will increasingly be enriched and we remain confdent that to the richness of our culture, and to University of Gloucestershire’s staf in their professional goals to be on building and sustaining strong supported by the use of technology, universities have a vital ongoing the values of an inclusive, tolerant ambitions and goals for the next agents of transformation, through relationships. Each of our campuses but we will continue to place role to play in shaping the nation. and just society. at the University fve years, 2017 to 2022. Its central outstanding teaching, research and ofers an academic community face-to-face engagement and Universities foster the love of of Gloucestershire we are proud theme is transformation – above service to students. We are proud on a human scale, where each human relationship at the heart learning and enable individuals to to play our part in contributing all, in the lives of our students by of our heritage as the University individual is known and valued. of efective learning. as an develop their talents and achieve to those essential features of a enabling them to achieve their of and for Gloucestershire, and we Our students prize above all their outward-looking, engaged their potential. Universities create, successful, modern society, and full potential. Through excellent aim to transform the communities relationship with enthusiastic, University, we will build new, and transmit and apply new knowledge. we are committed to this purpose learning and teaching, and a rich we serve through ofering excellent committed and expert staf, who strengthen existing, relationships Universities are powerful engines for the long term. breadth of experience during their higher education to all who can help them to succeed in their with local partners to promote the of economic growth, through time at University, we aim to help beneft from it and by working learning. We encourage students wellbeing of our community. the skills and creativity of their all our students realise their own with partners to support economic, to actively engage in shaping their graduates, through research, and ambitions, for themselves, their social, cultural and environmental own experience, learning from each despite the changing policy through direct support for business. careers, their families and their wellbeing. other. Our learning and teaching framework for higher education, Universities contribute 12 13
our four goals for the period - further education colleges to
2017 – 2022 are: to undertake excellent broaden opportunities for their
research and innovative students to progress as far as their
professional practice which talents can take them.
to provide a breadth and enrich students’ learning and
richness of experience that create impact and beneft for
By focusing on what we do enables all our students others.
to reach their full potential.
well, we have raised our students’ Our ambitions for research are in support of these goals, our six
enablers are:
In achieving this goal we will equip measured primarily through our
satisfaction, and gained external our students to go on to great success in the Research Excellence
• people and culture
careers, aiming to be in the upper Framework. We aim to ensure that
recognition for the quality of our quartile of universities for graduate over 50% of our research submitted •
•
sound fnance
efective IT and estates
level employment. depending on to the next REF exercise will be
learning and teaching future trends in student demand, we judged in the top two categories of •
•
good governance
internationalisation
aim to grow our student numbers world-leading and internationally
by at least one third, in order to excellent. • sustainability.
deliver more fully our mission
to educate and to increase our This strategic plan sets out the key
to build partnerships which
fnancial resilience. We will achieve actions we will take to pursue each
create opportunity, innovation
that growth both through our own goal, and how we will measure our
and mutual beneft for the
programmes delivered on campus success. It explains how we will strive
communities we serve.
and through extending our reach for excellence in all our enabling
through partners at other locations, We will be the partner of choice for activities, as an employer and in
through online learning, and through others who share our commitment our corporate operations. annex a
work-based learning which responds to the wellbeing of our students and summarises the consultation process
to local and national skills needs. our community. We are an institution we have used in developing the
anchored in our community and strategy. annex b summarises how
committed to playing a long-term the strategy will be implemented,
to provide teaching and role in its enhancement. We will in and its relationship to the thematic
support for learning of the particular support: strategies that underpin it. This plan
highest quality. is a statement of strategic direction,
- businesses and other enterprises not a prescription or blueprint.
Our ambition for learning and to succeed through innovation,
teaching will be evidenced by knowledge exchange and the supply It will guide our priorities and
achieving the highest rating in the of highly-skilled graduates choices as new opportunities and
Government’s Teaching Excellence challenges emerge. Each year we
Framework during the lifetime of this - public services such as schools and will review our progress towards
plan, refecting success in areas such hospitals to recruit people with the our goals in formulating our annual
as student satisfaction with teaching, right qualifcations and aptitudes. operating plan.
PROFESSOR adam haRT assessment and support.
context, goals and ambitions • making an outstanding recent progress and deliberately
contribution to the wellbeing maintain a strong core of continuity
This strategy builds on a record of of Gloucestershire. from the previous strategy.
progress and success. We are proud
of our achievements in delivering by focusing on what we do well, We believe in the power of higher
our strategy for the period 2012- we have raised our students’ education to transform the lives
2017. satisfaction, and gained external of our students, the communities
recognition for the quality of our in which we are based and the
Some key achievements are learning and teaching. We have world beyond our region. Our
summarised on pages 51-52. strengthened the opportunities commitment to our students is
The past fve years have seen for students to build the skills and not limited to the provision of
rapid change in our operating experience needed for successful courses, but encompasses enabling
environment, and intense careers, with improved graduate each one to become the person
competitive pressures. despite employment rates. Our student they aspire to be. We will help our
those challenges, we have applications have risen, we are students develop knowledge and
succeeded through our commitment investing in a major upgrade of our skills to be successful in a changing
to the three key principles we estate and we achieved improved world, challenging them to try
stand for as University: ratings for the quality of our new experiences and to take full
research in the Research Excellence responsibility for their learning and
• giving our students outstanding Framework 2014. for planning their own future.
support to learn in a community
which values them as individuals So, in this new strategy we are
setting high ambitions. The external
• a breadth and richness of environment will remain challenging
experience which prepares and changeable, but we are
students for rewarding lives and confdent that we can turn that into
successful careers opportunities. We will build on our
14 15
SPortiNg BodieS athletic BilBao
We WorK WitH
sport coach uk
gB roWing
British ice hockey
gB equestrian and gB ice hockey
england and Wales
cricket Board rugBy footBall union
england squash england netBall
16 17
goaL 1:
to Provide a BreadtH
aNd ricHNeSS oF
exPerieNce tHat
eNaBLeS aLL our
StudeNtS to reacH
tHeir FuLL PoteNtiaL
Outstanding learning and
teaching is core to our
purpose, and is described in
Goal 2. but, at the University
of Gloucestershire, our
commitment to students goes
beyond the formal curriculum
and the achievement of
qualifcations, essential though
they are. We have a broader
and richer purpose, to give all
our students an experience of
higher education which will best
prepare them for whatever they
want the rest of their lives to be.
That includes equipping them
with the skills and confdence to
succeed in their chosen careers,
achieve personal fulflment, and
contribute to their communities.
STaFF and STUdEnTS dElIvER
WORkShOPS FOR SPORT malaWI
18 19We are committed
to providing every
opportunity to help
students develop
employability skills
In the consultations that have Our students have many reasons Students’ wellbeing is a prerequisite a personal tutor to identify the • In partnership with The Growth further study, and specifcally
informed the development of this for coming to university, including if they are to achieve their potential. best opportunities to serve their hub and University in business, to graduate-level employment,
strategic plan, students, staf and love of their subject and the desire Students face a number of personal career ambitions increase direct engagement as measured in national surveys
partners have given unqualifed for new experiences away from challenges, including the transition between students, staf and (for example, destinations
support for a primary goal of home. but future career success is to university life, the demands of • Encourage students to use the businesses, including support of leavers from higher
engaging students in reaching their a primary goal for the vast majority new styles of learning, and health higher Education achievement for student enterprise Education and the longitudinal
full potential. They confrmed that of our students. They are investing and fnancial concerns. Some Report to record a range of Employment Outcomes data)
they believe students should be a lot of time, efort and money in may face stress, anxiety and loss achievements over and above • Extend our portfolio of higher
at the centre of everything we do, their own higher education. They of confdence. We are therefore their academic qualifcation and degree apprenticeships to • The proportion of students who
whether this is demonstrated in our rightly expect that it will lead to committed to ensuring that our provide diferent opportunities complete their chosen course
approach to learning and teaching, rewarding careers, and that the skills student support and pastoral
• Extend opportunities for all for students while meeting the of study at the University as
students to gain work experience skills needs of employers measured through retention
the development of research that and understanding they gain will services include a strong focus
through placements, internships fgures published by the higher
enriches and informs teaching, or enable them to thrive in changing on wellbeing.
in the facilities and services that professional environments.
and working with employers • In partnership with the Education Statistics agency
The personal relationships that Students’ Union, deliver an
support our students’ success. •
We are committed to providing exist between staf and students at
Ensure that every School has annual programme of activities • Student engagement with Your
a plan to improve employment to promote student wellbeing, Future Plan
Our Students’ Union wants the every opportunity to help students the University of Gloucestershire
outcomes for their students, with good pastoral and student
experience of our students to develop employability skills make a real and positive diference.
be positive and life enhancing, through their academic study and We want to be a community
strengthening professional services to ensure that students • Student engagement with
and vocational networks, and can take full advantage of the the co-curricular enrichment
within an academic community through other activities, including characterised by positive values and
helping students understand opportunities available to them opportunities provided
that provides a safe and inspiring work placements and internships, behaviours adopted by both staf
how to enter and progress in throughout the academic year
environment, that helps to promote volunteering, membership of clubs and students.
wellbeing, and that ensures success and societies, and the development
their chosen professions • Encourage staf and students to
to achieve this strategic goal we participate in voluntary activities • The number of students
regardless of background. of creative skills. In recent years, we • Structure each academic year recording additional
will pursue the following actions: for community beneft, and to
have brought together this range to include designated time for achievements in the higher
This goal is predicated on a log their contribution through
of opportunities into a structured,
shared purpose between staf and coherent programme called Your
• Continue to build Your Future enrichment activity focused on the bank It volunteering website Education achievement Report
Plan to provide personalised building employability
students. We are a community in Future Plan. Its aim is to enable • The number of work placements
support for every student to We will measure our success in
which people value and respect all our graduates to be more self- • Increase the number of our undertaken by students
develop the skills, capabilities achieving this goal using the
each other. We have a commitment aware, capable, informed, articulate courses with professional
and confdence that will equip following indicators:
to equality and diversity, ofering and ambitious, becoming architects accreditation, with regular
the opportunity of higher education them for successful careers and
of their own future.
rewarding lives; each student
input to courses from industry • The proportion of students who
to all with the potential to beneft. professionals progress to employment or
will be supported by
20 21our PartNerSHiP
WitH StudeNtS
The University of University jointly train the
Gloucestershire is proud of Student School Representatives,
the strong partnership we the University funds an
have developed with students honorarium for the School
and the Students’ Union. We Representatives, and the
see students as full partners Students’ Union set targets for
in the academic endeavour, their work.
encouraging active engagement
in shaping their own learning. In 2016 the University increased
Student representation on
In 2015 the efectiveness of Council, and has a report
our management of quality from the Students’ Union as a
and standards in learning and standing item on the agenda
teaching was recognised by for each Council meeting.
the Quality assurance agency The vice-Chancellor has
for higher Education, which regular meetings with the
particularly commended four Sabbatical Ofcers of the
our approach to student Students’ Union, and the deputy
engagement. vice-Chancellor has regular
meetings with all the Student
The University has long had Subject Representatives.
student representatives for each
course. In 2014 we supported The University is working with Over the
the Students’ Union to appoint the Students’ Union to improve
Student Representatives for communications between next fve years
each School. In 2015 that was students and the University,
further developed to appoint using social media to fnd the University
Student Representatives efective ways to canvass
for each of our 26 subject student opinions. The Students’ will continue
communities, co-ordinating Union introduced Feedback
the course representatives in Friday, using Twitter to get to strengthen
each subject area and working students’ views on current
with academic Subject leaders issues, and feeding back to our partnership
and academic Course leaders the University. The University
to provide regular feedback and the Students’ Union are with students
on student experience and working together on a shared
views, and pursue continuous programme to support student and the Students’
improvement of courses. well-being and resilience, given
The Students’ Union and the rising rates of anxiety and stress. Union
OUR PERFORmInG aRTS CEnTRE aT OxSTallS
22 23POPUlaR mUSIC lECTURER, mIkE SmITh
goaL 2
to Provide teacHiNg
aNd SuPPort For
LearNiNg oF tHe
HigHeSt quaLity
We pride ourselves on being We promote innovation
an academic community which in teaching, learning and
is student-centred, learning-led, assessment, using technology
and research-informed. Excellent to enrich learning. We are proud
teaching practice is at the of the number of our staf
heart of what we do. We aim who have been recognised as
to help students to develop national Teaching Fellows and
through a framework of Fellows of the higher Education
higher-level capabilities that academy, and we will make it
result in excellent academic a priority to help staf develop
credentials and skills that will excellent pedagogic skills.
shape the rest of their lives.
24 25TRUdIE ballanTYnE IS aWaRdEd TEaChInG FEllOWShIP
We are amongst the
best universities in the
uK for the number of
our staf who have been
recognised as National
teaching Fellows
Teaching students is our central have been recognised as national values, norms and ideas with the huge potential to go further in • Review our academic portfolio to achieve this strategic goal we
purpose as a University. We have Teaching Fellows. In 2016 the ability to recognise the origins of applying technology to enrich so that the design and delivery will pursue the following actions:
a long tradition of innovation in proportion of our staf who are their own bias and assumptions. an learning. The great majority of of all our courses develop
learning and teaching. Fellows of the higher Education ethical framework will help them student assessments are submitted, the fve attributes we have • Student perceptions of the
academy or who hold professional to be confdent in promoting social and staf feedback returned, identifed for a University quality of teaching, assessment
In 2015 the University’s teaching qualifcations rose to 55%, justice and diversity, developing an electronically and we will continue of Gloucestershire student and development, and overall
management of academic quality compared with a university sector understanding of sustainability in to work to improve our assessment student satisfaction, as assessed
and standards was reviewed by average of 44%. their life and work, and developing practice. We will ensure that the • In partnership with the by the national Student Survey,
the Quality assurance agency for the skills that enable them to make systems, infrastructure and skills are Students’ Union, strengthen the Postgraduate Taught
higher Education. It concluded that In recent years we have sought a positive contribution to the world. in place to support academic staf student engagement Experience Survey and the
we met in full all the expectations to deepen student engagement in generating and curating learning through subject and course Postgraduate Research
of the Uk Quality Code, and it in shaping courses, refecting In 2015-16 we undertook a materials and to support students in representatives, working with Experience Survey
commended the University for its the research evidence that such fundamental review of our approach developing their digital skills. students as partners in creating
approach to student engagement. engagement leads to better learning. to learning and teaching, with the knowledge and ensuring that • Our rating in the Teaching
The opportunities for students goal of putting more focus on to achieve this strategic goal we they are actively involved in Excellence Framework
to engage with a range of during the lifetime of this strategic enhancement and innovation, while will pursue the following actions: the management of their own
extracurricular opportunities and plan, we will pursue the statement maintaining sufcient and robust learning • The number of our academic
awards, the wide range of initiatives of learning and teaching goals quality assurance. The Re-thinking • develop strong subject staf recognised as national
which integrate employability and drawn up by a group of our national Enhancement programme will be communities as the focus of • Use technology to support the Teaching Fellows, and the
sustainability into the curriculum, Teaching Fellows. We believe implemented from 2016-17, creating academic engagement for learning experience, ensuring proportion of our academic
the School representative system, students who actively engage in a continuous focus on improvement staff and students, providing that content is available in staf with professional teaching
and the strategic engagement with their university life will be confdent involving course teams and a critical mass of expertise and electronic form wherever qualifcations
local partners were all identifed in their individual potential and able students. experience in teaching, possible as a complement
as features of good practice. also to seize opportunities. They will be learning, research and to face-to-face delivery • an increase in the use and
in 2015, the Ofce for Standards in active co-producers of knowledge We will continue to strengthen our professional connections range of technology-enhanced
Education rated as outstanding our and learning. by developing staf development programme, • Provide a fexible and learning
programmes for the initial education enquiring minds they will be able to and to promote innovation and • Implement our Re-thinking personalised student
of primary and secondary teachers. deploy scholarship in order to make enhancement in learning and Enhancement programme experience, characterised by • Staf survey evidence that
discoveries and solve real-world teaching through the work of our to promote on ongoing focus on the quality of the personal the Re-thinking Enhancement
The quality of our teaching is problems. Through empowerment academic development Unit. innovation and improvement, relationships at the University programme has led to a more
wholly dependent on the skill, they will be capable of leading combined with rigorous and and supported through sustained focus on improvement
professionalism and commitment change, imagining alternatives and We have introduced a University- robust assurance of the quality personal tutors and excellent and innovation
of our staf. We are amongst developing resilience in the face of wide initiative to promote and standards of our courses professional services
the best Universities in the Uk uncertainty. Empathy will help them e-learning, but we recognise the
for the number of our staf who understand and appreciate diferent
26 27CaROl-ann FREEman, bUSInESS COmPUTInG GRadUaTE nOW aT naTIOnWIdE
Our purpose in learning and
teaching is to nurture in students
and staf the pursuit of personal
and community transformation.
graduate attriButeS
Transformation is a deliberate
engaged enquiring empowered empathetic ethical
function of our university
learning communities, which • are confident in their • are able to utilise scholarship • are capable of leading, or • are able to understand and • have a considered framework
engender belonging, embed individual potential and able in order to make discoveries contributing to, benefcial appreciate diferent values, of principles and values that
passion for learning and foster to seize opportunities and solve problems change norms and ideas inform decisions
subject expertise. learning
communities model ethical • are able to make a positive • are able to make assessments • are able to imagine • are able to recognise the • are confident in promoting
leadership, form a bridge contribution to the world on the basis of evidence alternatives, plan and follow origins and bias of their own social justice and diversity
between our local and global and recognise alternative through to achievement assumptions and beliefs
worlds, and provide the • are active partners in perspectives and possibilities • take a considered position
structure, trust and security that generating knowledge • have the confidence and • have the ability to engage on the ‘big questions’ of the
support the development of and learning • become active, supportive communication skills to respectfully in challenging twenty-frst century
social and cultural capital. and trusted members of a inspire and positively dialogues
• are aware of how to learning community infuence others • develop an understanding of
through collective practice we collaborate efectively • act in ways that are inclusive our dependence on a healthy
aim to develop citizens who are: • engage in critically reflective • have the desire to identify and fair planet for our life and work
• take responsibility for their practice and professional and tackle complex concerns
personal and professional development • understand the value of • are equipped with the skills
development • develop resilience and diferent philosophical and/or to make a positive
• know how to question fexibility religious standpoints contribution to our world
• know how to engage existing ideas and challenge
with stakeholders to achieve ingrained assumptions • develop the skills and • value and develop multiple • are able to think across
constructive change understanding to become ways of knowing. systems and to connect
• understand how to apply the person they want to be. people and planet
• apply learning to develop learning to real-world issues.
rewarding lives and/or • demonstrate capabilities to
careers. help reconcile local and
global issues and needs
28 29our ScHooL oF
Media WorKiNg WitH
BBc tV
Bafta sky
and radio
news
national
creative aardman
council for google skillset
training
of Journalists
kodak James trinity annecy
royal mirror international
television immediate
group animated film
media festival
society
30 31goaL 3:
to uNdertaKe
reSearcH aNd
ProFeSSioNaL
Practice WHicH
eNricH StudeNtS’
LearNiNg aNd create
iMPact aNd BeNeFit
For otHerS
as a learning-led institution, Excellence Framework. We
our strategic aim for research is want students and staf to share
that it should inform and enrich a sense of excitement about
teaching as well as creating the opportunities of research,
new knowledge. We focus on and share a commitment to
research which can be applied real-world impact this. This will
to beneft others. We aim to apply through our extensive
build upon our strengths and engagement with communities
continue to develop excellence of professional practice, bringing
in research and practice new solutions and ideas to
in selected felds, earning beneft others as well as driving
recognition in the Research developments in the curriculum.
32 3344% of the university’s
research was classifed
as world-leading or
internationally excellent
as a student centred, learning-led research activity, prioritising those • environmental dynamics
connected, with a rich network • manage the creation of high- We will measure our success in
of engagement with businesses quality research outputs and achieving this goal using the
University, we nonetheless believe research felds in which we can and governance
and organisations in relevant impact studies for all our target following indicators:
that research, scholarly activity achieve excellence.
and professional practice are • being human: past, present occupational sectors. This is essential units of assessment, with a
• The proportion of our submitted
The University is proud of its and future to our ambition to equip all students view to a strong submission in
essential components of our mission research that is rated world-
performance in the 2014 Research for rewarding careers (Goal 1). It also the next Research Excellence
and central to the enrichment of
teaching. The creation, transmission Excellence Framework, achieving • innovation, design and keeps our learning and teaching Framework exercise leading or internationally
technology current (Goal 2). and an active excellent in the next Research
and application of new knowledge a signifcant improvement in the
proportion of research assessed programme of research allows us • Strengthen our Postgraduate Excellence Framework exercise
and insight through research are • learning and professional Research programme, building
as 4* (world-leading) or 3* to collaborate with business and
fundamental to the role of any contexts professional communities in both particularly on the success • The increase in the number of
University. For many academic staf, (internationally excellent). 44% of the units of assessment to which
public and private sectors, so that of our international doctor
research is central to professional University’s research was classifed • applied business research. we make a submission in the
research enriches and informs of business administration
identity and career development. as world-leading or internationally next REF exercise
the development of professional programme
excellent, and the University’s These areas were selected to sustain
The University’s research and rank increased by 18 places over practice. •
existing areas of research excellence • Support relevant staf to build The number and success of
professional practice develop its position in the 2008 Research in the University, and build new their research profle collaborative research funding
We focus our efort on
new knowledge that has impact, assessment Exercise. We are a research programmes in the areas of bids
contemporary challenges in each
informing the curriculum and member of the Economic and Social greatest potential. We have mapped of our research priority areas and
• develop joint research
enhancing learning opportunities Research Council funded doctoral the six research priority areas to programmes with external • The increase in the number of
make the fndings of our work research degree students, with
for our students. Our students are Training Programme in Environmental the units of assessment in which partners, particularly in areas
accessible to all, ensuring our areas high rates of completion
involved in the development and Planning led by Cardif University. we expect to submit for the next where research can inform the
of expertise and experience are
application of new knowledge, Research Excellence Framework development of professional
working collaboratively with Over the past four years, we have exercise. We have identifed the
visible and promoted.
practice
• The satisfaction of research
staf and other students. This is pursued a programme to build our students as assessed in the
profle of likely research outputs, to achieve this strategic goal we
a defning feature of an excellent selected research priorities. with external assessment by expert will pursue the following actions:
• Provide opportunities for biennial Postgraduate Research
higher education experience. We have identifed six Research students to engage with Experience Survey.
reviewers.
Priority areas: • Invest in building research research at undergraduate as
Given the national framework for The University wants all excellence in our six research well as postgraduate level
funding research, we must, however, • sport, exercise, health and programmes in our academic priority areas
be selective in choosing our areas of well-being portfolio to be professionally
34 35goaL 4: to BuiLd PartNerSHiPS WHicH create oPPortuNity, iNNovatioN aNd MutuaL BeNeFit For tHe coMMuNitieS We Serve mutually benefcial partnerships place and contributing to the will support our success and wellbeing and sustainability the achievement of our goals, of our community for the long as we also support others to term. Strong partnerships succeed and achieve their are critical to the successful goals. The University is proud implementation of this strategic to be the University of, and plan, including partnerships for, Gloucestershire and we with business and employers, value the support we have with further education colleges received over many years and international partners, with from the county. We are providers of public services, and committed to our role as an with cultural and community “anchor institution”, forming groups. part of the character of the 36 37
EvEnTS STUdEnTS WORkInG On POP-UP EvEnTS aT ThE ChElTEnham jazz FESTIval
We aspire to be a
partner of choice for
other organisations in
the county with a shared
goal of promoting
community wellbeing
The University is embedded in our high-skill, high-innovation and With public services in which enriches the experience and • Support public service We will measure our success in
locality, with roots in Cheltenham high-reward areas to develop Gloucestershire and the region, understanding of all our students. providers in the county to achieving this goal using the
and Gloucester dating back growth in Gloucestershire and to meet their needs for skilled, meet their needs for skilled, following indicators:
nearly 200 years. Our long-term beyond. We are proud of the qualifed staf and thereby We will work closely with qualifed staf, including through
commitment to our community is success to date of The Growth support the delivery of high- community groups and charities apprenticeships • The number of businesses we
evidenced by the fnancial, human hub, established at our Oxstalls quality, professional services to fulfl our social responsibilities, support through University in
and intellectual resources that campus in 2014 with fnancial for the community. Since 1847 including volunteering and making • Foster engagement with our local business and The Growth hub
we contribute to our region. We support from the higher Education we have been training primary our facilities and skills available to communities in order to meet
aspire to be a partner of choice for Funding Council for England and and secondary school teachers community partners. The University our social responsibilities and • Revenue generated through
has supported the formation and support community interests contracts for applied research
other organisations in the county in partnership with GFirst local to meet the needs of schools in
operation of both the Cheltenham and business development
with a shared goal of promoting Enterprise Partnership. Our plans Gloucestershire and beyond. We
community wellbeing. to build a new fagship business have formed a strong partnership Trust and the Gloucester Culture • With partner schools and multi
board, with our students both academy trusts, strengthen • The number of students
School at Oxstalls are designed with nhS providers in the county progressing to the University
In developing this strategic plan contributing to and benefting the delivery of teacher training
to allow further expansion of our to develop nursing and allied health from partner further education
we have had active support from from the rich diversity of arts programmes
support services to business, programmes and to undertake colleges, and the number of
diferent stakeholders with a stated integrating the work of the business joint research to support service and culture in the county. We are
appetite to increase collaboration in acknowledged by the Un University
• Sustain our Strategic alliance students enrolling on University
School with The Growth hub and improvement. We work closely with South Gloucestershire programmes delivered by
research, ofer more opportunities University in business. with Gloucestershire Constabulary, as an accredited Regional Centre of
and Stroud College and partner colleges
for student work experience and and we have well established Expertise, hosting a cross-sectoral
Gloucestershire College, and
placements, share developments in With further education colleges, programmes in social work and partnership dedicated to learning • The number of students
develop partnerships with other
curriculum, and work with staf and to encourage progression to, youth work. and change for sustainability in our on higher and degree
further education colleges in the
students in improving economic and and wider availability of, higher communities. The University has a apprenticeship programmes
region to widen participation
social wellbeing. education. In 2012 we formed a With international collaborative historical afliation with the Church
and extend access to higher
long-term strategic alliance with partners, to deliver University of England, and with the diocese
education
• Student numbers and revenue
during the lifetime of this South Gloucestershire and Stroud of Gloucestershire programmes of Gloucester in particular, which generated through international
strategic plan, we intend to pursue College and Gloucestershire overseas and encourage progression continues to be refected in our
partnerships in four key areas.
• Expand our education collaborative partnerships
College. We look to develop other of international students to the values, behaviours and relationships. partnerships with selected,
sustainable partnerships with University. In recent years, the high-quality overseas partners
• volunteering activity by
With businesses to support to achieve this strategic goal we students and staf, as recorded
colleges in the region who share University has focused our attention
economic growth, innovation and will pursue the following actions:
enterprise. We bring talented
our goals to widen participation on forming a limited number of • Encourage students and staf to on the bank It website
to high-quality higher education. high-quality, sustainable overseas undertake volunteering activity
young people to Gloucestershire,
Where partner colleges wish to, partnerships. Within government
• Continue to build the range
and we support them as graduates and impact of our support
we will expand delivery of constraints on international student
to fnd high-skill employment in services to business and
University-supported higher recruitment, we aim over the
Gloucestershire. Our applied enterprise, with expanded
education in other locations. lifetime of this strategic plan to
research supports innovation in facilities at Oxstalls from 2018
sustain an international programme
38 39PartNeriNg For PurPoSe
HeaLtH BuSiNeSS
cuLture
ServiceS
GFirst lEP to Grow
supporting Cheltenham Gloucestershire
Trust, Gloucester
ScHooLS aNd
work-force planning, new
Culture board and nursing programmes
performing arts groups
coLLegeS
LocaL providing outreach and
progression to higher education
PuBLic
autHoritieS Sector
community planning providing training, research
and civic leadership
coMMuNity and consultancy for teachers,
police, social work
grouPS tHe
staf and students
volunteering cHurcH
with the diocese and
Foundation
40 41Strategic eNaBLerS
the successful delivery of this
strategic plan is supported by
a number of enablers which
underpin our four goals
aCCOUnTInG lECTURER ChaRlES aFRIYIE WITh STUdEnTS In ThE ThOmSOn REUTERS TRadInG ROOm
PeoPLe aNd cuLture
rationale national Teaching Fellows by the accountability with more space to deliver this enabler we will • Raise the quality of leadership We will measure our progress
higher Education academy in for staf to exercise professional pursue the following actions: and management through in delivering this enabler using
The University is a people-based recognition of their excellence as judgement and initiative, within a individual and team coaching the following indicators:
organisation. achievement of all teachers and 55% are professionally framework of agreed goals. • In consultation with staf, and development
our goals depends on the skills, qualifed as teachers. develop a revised People and • Staf satisfaction as measured in
professionalism and engagement Culture Strategy for the period • Strengthen our programme for regular staf perception surveys
of our staf. The highest priority during the period of the 2012-2017 2017-2022 aligned to the goals staf review and development
amongst our enablers is therefore to strategic plan, we developed a new of this strategic plan to provide clear objectives, • levels of engagement in staf
recruit, retain and motivate excellent People and Culture Strategy, and we constructive feedback, and training and development, and
staf, and to create a working made good progress in improving • develop a comprehensive honest performance appraisal satisfaction with that training
environment in which all staf can staf satisfaction as measured in programme of staf training for all staf and development
achieve their full potential and be biennial surveys. during the period and development, supporting
part of the transformational purpose of this strategic plan, we will build staf to achieve our core goals • Empower staf at all levels to • levels of engagement in staf
of the University. We are proud of on that progress. In particular, we of continuous improvement use their professional skills review and development, and
the quality of our staf. Eighteen intend to focus on building a culture in learning and teaching and and judgement and take the satisfaction with that process
academics have been designated of empowerment, engagement and an excellent experience for all initiative
students
42 43vaLueS aNd BeHaviourS
tHe uNiverSity’S
vaLueS are:
Nurture
creativity
• We recognise that, for these the success of the University • engages in learning and
values to be credible, they through the application of development to increase our
need to have demonstrable our skill, efort and behaviour ability to contribute to an
impact in shaping day to excellent student experience
SuStaiNaBiLity
day behaviour. So within • supports other staf to and outcomes in our
our updated People and achieve their full potential respective subject or
Culture Strategy for 2017- and give of their best professional areas
2022, we will put more
Service
• works collaboratively with • treats each other fairly and
focus on the behaviours others on the basis of trust
that express these values with respect, valuing
and openness diversity
and how they are promoted.
Those behaviours are that
reSPect
• empowers others to apply Those in management and
each of us: their professional expertise leadership positions take
and judgement in pursuing responsibility for inspiring,
• supports our students to shared goals
realise their full potential encouraging, trusting,
truSt
developing and supporting
• learns from our mistakes
• values human relationships their staf to give their best
within our community • challenges ourselves to performance, within a clear
improve, and seeks feedback and fair accountability
• takes responsibility for to inform our improvement framework of accountability
making a full contribution to and reward.
44 45eFFective it aNd eStateS
rationale To deliver this enabler we will • Secure the resilience
pursue the following actions: and integration of our IT
The University’s estate is a major infrastructure to meet our
asset, with heritage buildings estates: academic and operational
in attractive campus settings in needs, providing personalised,
some of England’s most beautiful • Complete the major estates
convenient and fexible IT for
countryside. We have needed to development programme
staf and students
increase our capital investment currently in train, to deliver
in order to remain competitive. new student accommodation • Streamline our online
The construction of a new, 800- in Cheltenham and Gloucester, administration systems,
bed student village at Pittville and new teaching, business enabling the University to
in Cheltenham will transform support, and sport facilities scale its provision efectively
our ability to ofer high quality in Gloucester
accommodation for all frst • Provide accessible, accurate
year students from 2017. The
• Revise and update our Estates and timely data to provide
Strategy for the period 2017 insight and lead to action,
development plans at Oxstalls
2022 to align with the goals in including development of
envisage a new business School and
this strategic plan, co-locating learning analytics to support
Growth hub, new sports facilities,
subject communities wherever engaged student learning
and new student accommodation.
possible
at the same time, we need to
We will measure our progress in
sustain ongoing maintenance and • deliver a rolling programme of delivering this enabler using the
upgrading of the estate to ensure refurbishment and updating following indicators:
it remains ft for modern teaching, of the learning and teaching
learning and research. accommodation to provide • delivery of major capital
high-quality, ft-for-purpose investments on time and within
Our IT infrastructure is increasingly
over the past fve years, the
facilities and appropriate social budget
critical to the delivery of our
learning space for students
academic Strategy. Student • Estates condition and space
university has strengthened our assessments are now submitted and
marked electronically. developing
• Increase the efciency of our
space utilisation to help us meet
utilisation, as assessed in the
annual survey
a rich resource base on our virtual
fnancial position, with turnover learning environment in every
subject community is an essential •
increased demand
Scope the estates consequences
• Student use of the IT system
and IT-enabled learning
rising to £78.3m underpinning for the type of
engaged student learning we aim
of pursuing expansion of of-
campus delivery of learning and
resources
to develop, and for the delivery teaching in partnership with others • Periodic assessment of the
of online modules and courses. maturity of our IT infrastructure
We will continue to adopt and it: and use
develop best practice in the use of
learning technologies across our • Sustain investment in our IT
subject communities. Our research infrastructure to ensure capacity
repository is held online and, like to deliver our academic strategy,
SouNd FiNaNce most other organisations, our and particularly a high quality
business operations are dependent of student experience through
on a resilient IT system. technology-enhanced learning
rationale for growth in student numbers, • Secure the funding needed for
both on and of campus, in order capital investment in the estate
The University Finance Strategy to extend our subjects and courses
is designed to ensure the long- and increase our fnancial resilience. • Strengthen value for money,
term fnancial success of the including through efective
University, supporting investment, to deliver this enabler we will procurement and transparent
development and the delivery of an pursue the following actions: pricing.
excellent student experience. We
will continue to ensure our fnancial • Revise and update the We will measure our progress in
viability as a high performing University’s Finance Strategy delivering this enabler using the
University, with sufcient surpluses to align with the goals of this following indicators:
and cash resources to enable the strategic plan
University to invest in its people and
• The achievement of targets
infrastructure.
• Sustain robust budgeting and set in the Finance Strategy,
fnancial forecasting particularly for surplus and
Over the past fve years, the liquidity
University has strengthened our
• manage each annual
fnancial position, with turnover
recruitment cycle to achieve • Growth in income
growth targets for student
rising to £78.3 million. • The achievement of student
enrolment
enrolment targets
Income from student fees and
grants accounts for 73% of our total
• Increase and diversify income,
taking opportunities to develop
turnover. applications have risen
new revenue streams and
18% over the past two recruitment
secure contract funding
cycles. We will seek opportunities
46 47good goverNaNce SPORT malaWI
rationale to deliver this enabler we will • Establish a data governance
pursue the following actions: programme, for continuous
We are committed to good improvement in data collection,
governance to ensure that our • In the light of the 2016 review of analysis and use.
afairs are conducted in a sound, governance, pursue ongoing
transparent way, fully consistent improvement in the operation We will measure our progress in
with the nolan principles. We want of the University’s Council and delivering this enabler using the
our decision making and business its committees following indicators:
planning to be informed by sound
processes and frameworks, based • manage the annual business • Staf satisfaction with the
on good data and evidence. planning cycle in such a way transparency of communication
that it engages University and engagement in decision
We recently commissioned an staf in setting and delivering making, as assessed in biennial
external review of governance, priorities, through a well staf satisfaction surveys
which confrmed the soundness understood, efcient and
of our approach. We have well- transparent process • achievement of all reporting
established systems for business deadlines for external
planning at University and School • Provide transparent accountability
level, and we have strengthened accountability through regular
our approach to the management of reporting, both within the • achievement of the intended
corporate projects and programmes University and to the sector outcomes of corporate projects
to ensure successful, timely delivery regulatory bodies and programmes
of objectives. We have streamlined
our committee structure. during • Strengthen the management
the period of this strategic plan, we
aim to continue to strengthen those
of corporate projects and
programmes, so that they the university
is committed to being
systems to ensure well-managed, consistently deliver the
successful delivery of the intended benefts
University’s goals.
an academic community
with a global outlook
iNterNatioNaLiSatioN
rationale - strengthen our portfolio of - review our targets and priorities
selected, strategic international for direct recruitment of
The University is committed to partnerships, with overseas international students
being an academic community with universities and colleges who
a global outlook. We are proud share our commitment to high - as the consequences of the
of our roots in Gloucestershire, quality student experience EU referendum become known,
and recognise we will best serve review our approach to the
the long-term needs of our - extend to all our Uk student recruitment of EU students
students, staf and community opportunities to experience other
if we are outward-looking and countries and cultures through We will measure our progress
inclusive. Our goals for learning, placements, feld trips and in delivering this enabler using
teaching and research emphasise volunteering the following indicators:
our commitment to fostering an
understanding of the world and - extend opportunities for • achievement of targets
the forces that shape it and an online delivery of programmes for international student
appreciation of global diversity, to students around the world recruitment, including to
ofering students encounters with pathway programmes
other cultures. - embed within all our programmes
to deliver this enabler we will
a consideration of global issues, • achievement of targets
through the learning Innovation for student enrolment on
pursue the following actions:
for Tomorrow programme programmes delivered with
• develop a new collaborative partners
internationalisation strategy, - strengthen the range and quality
integrating into a coherent of our international pathway • Performance in the International
programme actions across programmes Student barometer for the living
bUSInESS STUdEnTS aT ThE GROWTh hUb a range of domains, notably: and learning and environment.
48 49GRadUaTE STUdEnT SIlaS mIllER haS CREaTEd ThE ChElTEnham ChIllI and lOvE blImEY CIdER COmPanY
SuStaiNaBiLity
rationale nations, and our leadership of • Working with our partners in
MeaSuriNg our
strategic programmes to develop the Regional Centre of Expertise
The University is proud of its sustainability in the curriculum has for the Severn region, ensure
long-standing commitment to been recognised by the Quality our students have opportunities
sustainability, and the international assurance agency for higher to develop their future focus as
recognition it has secured for Education and the higher Education well as the ability to innovate
acHieveMeNtS
our leadership and innovation Funding Council for England. and lead change
in this area. Sustainability unites
our concern for the physical to deliver this enabler we will • Within our wider role as
environment with the need to pursue the following actions: an anchor institution in
secure long-term beneft for all. It our community, develop
is about understanding the wider • Update our sustainability programmes to support
consequences of our current strategy to align with the businesses and other
activities while using imagination goals of this strategic plan organisations to address
and leadership to create diferent for 2017-2022 sustainability issues.
futures. We see sustainability as
a force for transformative change • Continue to build a University- We will measure our progress in
across our academic activities, wide programme to address delivering this enabler using the
business operations, public outreach sustainability in our teaching, following indicators:
and the student experience. learning, research, wider student
experience, estate development, • Performance in national
Over the period of our 2012-2017 business operations and higher education sustainability
strategic plan, the University partnerships league tables
achieved consistent frst class
placement at the top of the Uk • building on our successful • annual sustainability reporting
universities’ sustainability league, learning for Sustainable aligned with ISO 14001
with a Special Recognition Futures programme, continue accreditation
award in 2013 for consistent high to support subject communities
performance since the league across the University to
began. Our work to engage integrate sustainability within
students in sustainability has the design and delivery of their
been recognised by the United programmes
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