Strategic Plan

Transcription

1 St George s, University of London Strategic Plan page 1

2 Strategic Plan Our mission is to advance, promote and share knowledge of health through excellence in teaching, clinical practice and research into the prevention and treatment of illness. Our vision for 2020 is for St George s University of London to be internationally recognised as a leading provider of healthcare and biomedical education, developing the people to meet today s healthcare needs and tomorrow s healthcare challenges. We create enduring knowledge which is inspired by science and discovery. We will conduct world-leading research into global health issues to the benefit of patients locally, nationally and internationally. Our vision for education will flourish in a researchintensive environment. Our vision for 2020 will be achieved in collaboration with national and international partners from education and health, the private and public sectors. Our values are Distinctiveness We are the UK s only university dedicated to healthcare, medical and health sciences education, training and research. We share a joint Faculty of Health, Social Care and Education with Kingston University and we are co-located with St George s Hospital, the largest single-site hospital in London. We provide a comprehensive portfolio of programmes within a collegial environment. Diversity We are positioned at the heart of the south west London community and we reflect and value the diversity of that community. We uphold an interdisciplinary and interprofessional approach to research, education and learning. We are recognised for excellence in widening and fairer access to a wide range of professions. We welcome students from around the world. and Dedication We apply the highest quality standards to all our activities and to the benefit of all of our students, our staff and our alumni. page 2

3 Strategic themes Our strategic plan has three principal themes. The first theme is the breadth of our translational work for patient benefit. This theme emphasises the vocational nature of our activities and our aim to nurture reflective practitioners and foster evidence-based practice. We provide translational education and training from classroom to the point of care. We train a broad range of other healthcare workers, and provide rapid diagnostic testing and self-help programmes such as the Bridges stroke selfmanagement programme. We undertake translational research from bench to bedside. We have particular strengths in antimicrobials, immunisation, sudden cardiac death, recovery from spinal trauma, foetal and maternal health and public health. Our aim is to turn theory into practice. The second theme is the international dimension of our work: This is characterised by the education and training of international students in the UK and overseas, by our franchise arrangements for medical education and training and by our curricula which are designed to meet transnational healthcare education needs. We undertake research into global health issues: antimicrobial resistance, clinical and tropical infection, HIV, malaria, vaccinology, sexually transmitted disease, tuberculosis, rabies. We have been rated in the top 200 in the Times Higher Education World University Rankings. Our business is the health of nations. The third theme is working in collaboration: We work with other UK Higher Education Institutions, with NHS organisations, and with other healthcare providers including those in community settings. Our joint venture with Kingston University, the joint Faculty of Health, Social Care and Education, provides a breadth of education and training across the allied healthcare professions, and translational research, that are at the heart of our vision and identity. While St George s university and St George s University Hospitals NHS Foundation Trust are and remain two separate organisations, we are committed to working together to mutual benefit and to supporting each organisation s goals to achieve international excellence in health care research and education, and to deliver page 3

4 excellence in health care services for the regional population of south west London. We will pursue a joint mission and vision in those areas of mutual interdependence. The university, St George s University Hospitals NHS Foundation Trust and South West London and St George s Mental Health NHS Trust, with whom we also work closely, are members of the South West London Academic, Health and Social Care System, a membership network which promotes and supports research that provides the evidence needed to improve services to meet local people's needs, and helps to develop training to equip health and social care professionals with new skills so they can deliver the best possible evidence-based services. The university and the foundation trust have concluded a strategic alliance with King s Health Partners which brings together King s College London and three NHS Foundation Trusts. Together we have been successful in a bid to form a South London Collaboration for Leadership in Applied Health Research and Care. We value our existing collaborations with universities overseas, notably the University of Nicosia with whom we have developed the first graduate medical training programme in Cyprus, and with joint venture partners, notably INTO University Partnerships who have worked with us to offer distinctive international medicine programmes. We are set to build on our collaborative relationships with institutions in North America, most recently with Thomas Jefferson University in Philadelphia and Marshall University in West Virginia. And our researchers collaborate with an extensive range of universities and research institutes in the UK and overseas and with the pharmaceutical industry and other industry partners. We pride ourselves on being the people to work with. Sphere of influence We aspire to a wide sphere of influence Local widening participation for students, community engagement, patient participation in research, the positive benefit of our applied research for the clinical services provided by St George s Healthcare NHS Trust Regional working with Health Education South London, the Health Innovation Network and the South London Collaboration for Leadership in Applied Health Research and Care National influencing public policy on health priorities and prevention, at the forefront of curriculum development for the education and training of tomorrow s healthcare professionals page 4

5 International research into global health issues, providers of transnational education and training curricula and franchised programme delivery Our knowledge knows no boundaries. Our strategic objectives for education and training Our curricula and our training will meet tomorrow s health care needs and cross the present boundaries of health care delivery. Developing the pedagogy of Tomorrow s Doctors to reflect the changing nature of health care delivery in the UK and internationally Addressing the need to cross healthcare boundaries & incorporate multiprofessionalism at every opportunity Providing an appropriate balance between generalism & specialism at every stage of training Embedding the science of genomics and genetics, and global health, in our curricula Grounding our programmes in a comprehensive needs assessment. We will focus on educational outcomes that place the needs of patients and communities at the centre of our students learning and values. Assessing professionalism, quality of care and patient safety as core topics throughout the continuum of education & training Integrating patient stories into practice from the beginning of training Re-enacting and re-visiting serious incidents as part of case-based team learning Engaging lay public and patients in the oversight and review of all topics. We will be a leading contributor to higher education s international education agenda and promoter of the UK educational brand. Working with international partners to inform the global knowledge of healthcare training Training graduates who are fit for practice around the globe Giving international students a UK experience page 5

6 Giving UK students an international experience Educating and training an increasing number of international students directly and by joint venture and franchise arrangements. We will lead the thinking about health professional education and training and the development of healthcare roles. Influencing and informing the work of Health Education England, NHS England, the General Medical Council and the professional colleges Assuming greater national and international roles in accreditation, policy making and policy initiatives such as Shape of Training and Shape of Care Promoting areas of good practice and innovative approaches to learning and training from bedside into the community Working with other NHS employers to ensure our graduates and trainees are fit for purpose Develop assessments fit for purpose in a clinical setting, involving unobserved and observed examination, and regarded externally as gold standard Maximising the opportunities for co-creation with students and staff. We will provide an exceptional student experience that prepares students from all backgrounds for a career of life-long learning. Using values based recruitment to attract the most talented students and trainees Expanding widening access and opportunities for work experience Providing up-to-date career planning and advice from day one Optimising opportunities for student experiential learning Taking regard of student needs by timely response to feedback Providing support and mentorship for students on placements Always being sensitive to learners continuing needs. Our student strategy The themes of our student strategy demonstrate our commitment to all St George s students, across all the professions and at every level of study. page 6

7 Inclusion and community We will continue to promote an inclusive environment in which diversity is welcomed and all our students thrive. In particular, we will: Build on and strengthen our links with the local community to establish St George s as an anchor in South West London and celebrating our students commitment to working with, and learning from, their neighbours Work with and learn from our growing numbers of international students to provide a living and working environment that is welcoming, informed and responsive to the particular priorities and experiences of international students, to the benefit of all of our students Development and opportunity All students at St George s will have the opportunity to contribute to, and participate in, enhancements to educational programmes. These enhancements include: Networking opportunities and working with alumni to provide opportunities for students on all programmes International placements and exchanges with partner organisations Access to the St George s award Student engagement and partnership St George s will develop a culture of partnership with students in which their capacity to co-create and collaborate on the full range of University activities is recognised and encouraged. In particular, we will: Develop SGUL Change a programme where all students are invited to collaborate with staff on projects, challenges, tasks and working groups to enhance the St George s community and experience. In recognition of the importance of staff experience in facilitating meaningful partnership, offer a programme of staff development on meaningful student engagement and students as partners Support and services We will review and enhance our systems of pastoral support, taking a cross-institutional approach to ensure equitable provision for all our students. We will ensure that student support and services are fit for purpose in all the locations, both in the UK and overseas, in which our students are learning. page 7

8 In particular, we will: Review the current personal tutor system on all programmes Develop the SGUL Student Champions system Provide and evaluate innovative services, such as SMART, to complement current student support provision and focus on student well-being Enhance staff development for all those involved or working in student support Communication We will develop and implement an effective communication strategy that reduces the burden of information and allows for efficient information exchange between staff and students. We will: Review all the systems and methods by which students receive and share information Work with students and staff to develop effective systems that promote communication and dialogue Collaborate with the Student Union to review and support formal student representation and the dissemination of information from the same Our strategic objectives for research Our research is conducted in three recently-constituted institutes - Cardiovascular and Cell Sciences, Infection and Immunity, and Population Heath. Our strategic aims for the next five years are to: Use the three Institutes to enhance the delivery of world-leading and internationally excellent research in focused and distinctive areas of expertise. Grow the volume and quality of our scientific outputs returnable to the 2020 Research Excellence Framework exercise and to ensure that the global impact of our research is as prominent in 2020 as it was in 2014, when SGUL was rated fourth for research impact nationally. Improve the financial sustainability of our research. The Research Institutes were not created to be cost neutral and must strive to be efficient through maximising the recovery of research costs, by securing a higher proportion of larger grants and through higher value for commercial funding of research. page 8

9 Facilitate funding and reputational gain by strengthening our relationships with a range of research funding bodies including the Research Councils, British Heart Foundation, the Wellcome Trust and the National Institute for Health Research, and with appropriate industrial partners. Unlock new research and funding opportunities by working more closely with our partners such as St George s University Hospitals NHS Foundation Trust for example, by exploring opportunities to establish Clinical Academic Groups in areas of common interest and strength such as Cardiology. Enhance the research environment, which is crucially important in attracting scientific and clinical researchers and for our REF2020 return, by: Building critical mass in innovative research areas through recruitment, repositioning research effort, and through internal and external collaborations Developing early career researchers and recruiting researchers with an international reputation Fostering a supportive environment for young researchers, with strong mentoring, a dynamic seminar programme and enhanced numbers of PhD students Ensuring a vibrant PhD and postdoctoral training programme Providing key research equipment and infrastructure Succession planning Growing fundraising, enterprise and other third-string activities Supporting public engagement activities Communicating our message effectively both internally and externally. Optimize the balance of research to teaching within the Research Institutes to ensure delivery of strategic goals whilst offsetting research costs through teaching activity. Liaise with the Institute of Medical and Biomedical Education and use the workload distribution model for effective teaching distribution and calibration. Participate in the wider St George s vision of education provision through first-rate undergraduate, postgraduate, academic and clinical research training, a powerful contribution to the student experience and recruitment across our educational portfolio delivered in a research-intensive university. Our staff, leadership and equality and diversity Supporting, valuing and developing staff are key activities for a successful organisation and we are committed to attracting, developing and retaining the best staff. page 9

10 We will continue to ensure our pay and progression processes are fair, transparent and competitive We will achieve this by Implementing a senior pay structure which rewards excellent performance Implementing revised criteria for academic promotion Benchmarking pay and reward to ensure that we are competitive and continue to attract high quality staff Continuing to develop our HR team so they have the skills and knowledge to provide a high quality welcome service for high profile recruits Reviewing and publicising the benefits that are offered to staff We will ensure staff are developed and that talent is nurtured. Implementing talent development courses to identify and develop our future academic and professional leaders Implementing developmental support for post-doctoral researchers to nurture their talent and progress into first class academics Reviewing the learning and development provision to ensure that courses equip staff and leaders with the skills and capabilities to do their roles effectively, building on the partnership relationship with Learning & Development at St George s University Hospitals NHS Foundation Trust We will provide an inclusive working environment in which staff feel engaged and valued, and diversity is celebrated. Continuing to support the organisation in achieving Athena SWAN Silver Developing our equality and diversity agenda and action plan, building on links with the diverse student population and local population of Tooting Implementing an annual staff engagement survey and resulting action plan We will develop and implement robust processes to support the management of performance. Supporting Directors of Institutes to embed the agreed workload distribution model page 10

11 Revising the Personal Review processes to ensure they are fit for purpose and underpin a culture of performance management across the organisation Reviewing and implementing the performance management policy and agreed academic performance standards Ensuring managers have the capabilities for the management of performance Supporting infrastructure and services We will continue to strive for efficiency, effectiveness and economy in our support for education and research. We are unique in sharing a single site with a major London hospital and we will ensure that the estate provides the best physical environment for the success of our academic mission. We will provide a modern, efficient and stimulating working and learning environment to support our world leading research and educational priorities. Delivering consistency in quality and experience across our physical, information technology and library infrastructures Optimising our use of space Investing appropriately for the future in a planned and integrated way We will continue to strive for efficiency, effectiveness and economy in our support for education and research. Seeking to secure long-term viability through diversification of our activities and identification of new income streams Ensuring high standards of accountability, probity and financial control Delivering value for money and efficiency in all our activities We will ensure that we are governed appropriately to deliver on our strategies and the requirements of our internal and external stakeholders. Developing systems to ensure that we have access to the information we need to support robust planning processes and can track and report on our progress Ensuring a professional and transparent approach to decision-making through fitfor-purpose organisational structures and appropriate executive authority page 11

12 Ensuring compliance with external regulatory requirements and embracing and implementing sector good practice where this is relevant and appropriate We will establish St George s as a locally, regionally, nationally and internationally recognised brand of excellence. Developing our web and social media presence to reflect our value, our activities and our successes Supporting our staff and students to communicate about St George s with a toolkit of information and dynamic content Working with wider stakeholders including alumni and partner institutions on continually developing our knowledge, and our influence Realising our vision Each time we review our strategic objectives we take the opportunity for internal reflection on the genuine distinctiveness of St George s, our key capabilities and the opportunities and challenges presented by the changing landscape in both higher education and health. We anticipate that there are more changes to come over the next planning period. We are responding with highly focused education and research strategies and working ever more collaboratively with other organisations, both nationally and internationally. We will continue to empower our staff through supportive infrastructure, inspiring leadership and effective management. We will continue to promote the reputation of St George s and to exert our influence over areas of public policy that are critical to the health and wellbeing of the nation. page 12