Strategic Plan Addendum 2021-2023 - University of Stirling
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Strategic Plan Addendum 2021-2023
The Strategic Plan
The University of Stirling is an international
university with a global reputation for
high-quality teaching and research.
The University’s Strategic Plan With consideration of the pertinent
2016-21 represented ambition across factors, including successes achieved
our research profile, learning and and the scope for further progress
teaching priorities, and international under the existing Strategic Plan,
standing. Significant success has University Court recommended an
been achieved under the Plan across extension to the existing Strategic
a range of headline institutional Plan across the period 2021-23.
ambitions, including the objective to Additionally, Court endorsed
be one of the top 25 universities in continuation of the existing headline
the UK. vision: to be one of the top 25
universities in the UK, to increase
The environment in which the income by £50m, to enhance the
University operates has changed research profile by 100 percent and
considerably since the formulation to ensure internationalisation is at
and launch of the 2016-21 Strategic the heart of everything we do.
Plan, with Brexit and Covid-19
being but two pertinent examples The extended Strategic Plan may be
of turbulent and cross-cutting viewed as a transitional phase, during
change. The sector context – which the University would continue
inclusive of funding environment, to respond to the live events and
political landscape and HE sector disruptions caused by Covid-19
performance outputs – has also while, more crucially, preparing for
shifted significantly since the and enabling sustained success
Strategic Plan ambitions and post-Covid.
performance milestones were
plotted. Following conclusion of the
Strategic Plan 2016-23, it would be
The emergence of Covid-19 as a the University’s intention to bring
disruptor signalled a rethink of the forward a five-year strategy to govern
timescale and process whereby the period 2023-28. An extensive
the next Strategic Plan, initially student and staff consultation
intended to be a 2021-26 strategy, exercise is to be a key principle at the
is developed. The impact of the core of the Strategic Plan 2023-28
pandemic also undermines any development.
baseline against which institutional
performance would be assessed
In November 2019, the and has destabilised the external
environment (e.g. funding
University of Stirling’s environment and broader economic
world-leading Institute conditions) and the policy drivers
against which any Strategic Plan
of Aquaculture was would be delivered.
awarded the Queen’s
Anniversary Prize.
2 3
Key Institutional
Achievements, 2016 – 2021
● Since the Strategic Plan baseline ● In November 2019, the University ● The University’s response
The University’s key achievements during the year (2014/15), the University of Stirling’s world-leading Institute to the Covid-19 pandemic
lifecycle of the 2016-21 Strategic Plan include: has increased its unregulated of Aquaculture was awarded in of itself demonstrated a
student population by 47%, the Queen’s Anniversary Prize. significant achievement across
demonstrating its appeal This prestigious award, part themes including continued
● Improved league table ● In 2021, the University achieved across an increasing profile of of the UK honours system, delivery against governmental
performance exemplified in a 28th the highest possible ELIR student recruitment markets. recognised pioneering work policy drivers and outcomes;
in the UK ranking in the Guardian judgement, following independent in the world’s fastest-growing redistribution of the postgraduate
University Guide 2021 league review of institutional quality ● The University is proud to be a food production sector in a programme portfolio across
table. Stirling’s commitment to led by a QAA Scotland panel. central partner of the Stirling and bid to tackle global hunger. two intake windows to support
sport earned notable recognition Clackmannanshire City Region unregulated student recruitment;
in the University being named as ● Achieved a step-change in National Deal, which presents a once- ● Enabled by our research strategy, quickly transitioning to wholly
The Times and Sunday Times UK Student Survey performance, in-a-generation opportunity to the University achieved recurrent online learning and teaching;
Sports University of the Year 2020. with the University successfully position the city and surrounding increases in research grant student and staff support via
The University’s sporting strategy placing in the UK’s top-20 for area as an economic and cultural and contract (RGC) awards the Be Connected programme,
was embodied in the £20m overall satisfaction in both the powerhouse. The aim of the value during the Strategic Plan Big White Wall and more
redevelopment of the University’s 2020 and 2021 iterations of Deal is to establish the region period. RGC award capture for broadly; institutional financial
sports facilities, providing an even the survey. Against the context as a world-class, dynamic the 2020/21 academic year sustainability and progress against
better environment in which of a competitive recruitment and enterprising destination, eclipsed the £26m Strategic the institutional capital plan –
to train, play and stay healthy. environment, the University complementing the University’s Plan milestone, representing including continued progress with
Stirling’s sporting excellence continues to attract high calibre own ambitions to be recognised significant growth against the the Campus Central project.
was exemplified by six Stirling- undergraduate students, globally as an institution that baseline year (2014/15, £13.3m).
based athletes being selected to demonstrated by entry tariff can make a positive difference to
compete in the Tokyo Olympic scores being ranked in the people, communities and partners.
Games, returning home with five UK’s top-quartile for the third
medals – two of which were gold. successive year. As the sector
transitioned to the Graduate
Outcomes Survey (previously
the Destination of Leavers from
HE Survey), the University’s
Since the launch of the
‘positive destination’ employability Strategic Plan in 2016,
indicator remained excellent with
96% of graduates reported having
the University has made
progressed to work or further considerable progress
study 15 months after graduation. towards its overarching
strategic objectives,
embodied within the
25-50-100-i mnemonic,
and its underpinning
priorities.
4 5Strategic Priorities Increase income
by £50m
2021 – 2023 Consolidate the unregulated student
recruitment successes of academic Ensure
Recognising the considerable scale and rapid pace of change – due in large
year 2020/21 by optimising internationalisation
the multiple intakes model and
part to the Covid-19 pandemic – including the transition to online learning and associated programme portfolio is at the heart of
our first at scale intake of students in the spring semester, priorities will aim to
consolidate successes and lessons learned, to deliver further progress towards
composition. everything we do
the overarching 25-50-100-i strategic objectives. Grow international partnership
activity inclusive of articulation,
Over the lifetime of the extended strategic online and TNE activities.
plan 2021 -2023, we will: Develop the University’s global
reputation, brand and market reach.
Manage the recovery of commercial
and sport activity and associated
income streams.
Progress along a trajectory to Be one of the top 25
the delivery of outturn financial
surplus positions to secure financial universities in the UK
sustainability.
Deliver a seamless learner journey,
and high quality student experience,
Enhance the research Realign resources to meet emergent
from recruitment to graduation.
and forecast patterns of demand.
profile by 100 percent
Deploy innovative teaching practices
Continue to strengthen the vibrant and learning infrastructure to offer
institutional research culture which a top-class, digital-ready and flexible
develops high quality, mission-focused learning experience for our students
research and attracts top researchers studying on-campus and at distance.
and collaborative partners.
Develop and deploy agile and blended
Progress and deliver against Stirling modes of working for the staff
and Clackmannanshire City Region community.
Deal ambitions and associated
research themes. Support and develop a culture
of health, wellbeing and
Consolidate the positive trend of inclusion, across staff and student
research grant and contract award communities.
capture, with acknowledgement
of the rapidly changing research Optimise and fully harness the
landscape. physical campus space, including
Campus Central and the Sports
Position the institution to achieve facilities, to encourage engagement,
a successful outcome from a future collaboration and innovative teaching
REF exercise. delivery.
Articulate and demonstrate the Progress institutional sustainability
University’s impactful research priorities and green credentials, in a
contributions to society, manner proportional to the prevailing
both locally and internationally. policy and funding environment.
6 7University of Stirling FK9 4LA Scotland, UK www.stir.ac.uk T: 01786 473171 Disclaimer Liability: The University of Stirling reserves the right without notice to vary the content of information described in this publication and to modify as seems appropriate. The University is a registered trademark. All information correct at time of going to print. © University of Stirling (2016). All rights reserved. The University of Stirling is a recognised Scottish Charity with number SC011159.
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