University of Hertfordshire Strategic Plan

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1 University of Hertfordshire Strategic Plan

2 Foreword Our new strategy builds on the vision set out in the plan widespread engagement with business and employers, excellence in learning, teaching and research and accelerating the widening participation agenda.the focus, however, is sharper. Engaging with business and the professions will be the foundation for all of our activities. In other words, business will be the lens through which we view the world. In accelerating our ambitions to work with employers in new and creative ways, we will embody a new model of a University a University which has the agility and strength to thrive in the new global economy. This year, the University reviewed and published its vision, mission and values statements. As part of this exercise, staff, students and Board Members were consulted on the University's ambitions and core values.the final version of our vision, mission and values statements represent the views of the University community on its collective aspirations and the University's ethos. Dr Denis E. Filer Chairman Professor Tim Wilson Vice-Chancellor.

3 Context The University of Hertfordshire is an ambitious and entrepreneurial University with an international vision, putting students at the heart of what we do. Since the publication of our Strategic Plan, the Higher Education environment has changed substantially.the Higher Education Act 2004, which introduced powers to charge variable fees and also established the Office for Fair Access, has lead to major change.this change will continue as the full impact of the new fees and bursaries regime is realised. Recent research into the role of Universities in their communities and local and national economies points to the growing awareness of the wider role which universities and other educational establishments play in today's society.the impact of University activity on economic growth in an increasingly competitive global economy has come under growing scrutiny.this is demonstrated most clearly in the Lambert review of University Business Interaction, the Ten Year Science and Innovation Review, the Leitch Review of Skills and the Cox Review of Creativity in Business. Collectively, these reports define an agenda which the University of Hertfordshire is strongly positioned to address and indeed, it is one which we have been actively engaged with for a considerable period of time. In 2004, it was widely anticipated that Universities would develop increasingly differentiated missions and this has proved to be so - a process likely to be accelerated by the advent of variable fees.at the University of Hertfordshire, we defined our strategy as being firmly connected with the business agenda, supporting our core activities in teaching and learning, research and widening participation. Significant progress in engaging with business, accelerated by the merger of our business partnership office with Hertfordshire BusinessLink (Exemplas) in 2005, has resulted in the new strategic plan having a much more overt focus on close engagement with business and the professions.this engagement extends to the private, public and voluntary sectors. In particular, the changing face of the health sector - involving both the NHS and private health providers - presents unique opportunities for the University to engage with the new employer agenda of upskilling and remodelling the workforce. Our distinctiveness is enhanced by leading edge research in strategically important disciplines. We will sustain and grow our centres of research excellence and will invest in facilities and staffing to ensure a thriving and active research culture. Differentiation has led to positive change for the University of Hertfordshire. In the past two years, the University has experienced unprecedented growth in student applications, allowing us to be more selective in key subject areas. Major factors in this surge were the launch of the new de Havilland campus in September 2003 and the growing reputation of the University as a dynamic and relevant organisation, which engages closely with business and the professions. Our staff are the key to our success and investment in staff development, in recruitment, retention and reward will be vital ingredients in the successful delivery of the University's new strategy.

4 Vision Our vision for 2012 is to be recognised as a new model of a university through far-reaching engagement with business, community and international partners, shaping the future success of our graduates operating in the global environment, and advancing the prosperity of our region. Strategic Aim The University is 'business-facing and business-like', deploying relevant and efficient business skills and techniques in the leadership, management and educational activities of the University.This systemic approach to business and to employer engagement gives the University its distinctive edge in an everchanging Higher Education environment. Throughout the planning period, the University's core activities will be filtered through the 'business lens'.we define 'business' as the external economic environment - it includes employers in the public and private sectors and those in self-employment. Our activities are guided by three key principles: close engagement with our partners and stakeholders flexibility, responsiveness and adaptability in all that we do an ethical and sustainable approach to our business. Adaptability to our changing environment is vital for our future success. As a core priority, the University will simplify and re-align its infrastructure, processes and regulatory systems, to achieve the necessary agility to thrive in the 21st century.this change will be underpinned by multi-disciplinary approaches to core activities and a blurring of traditional boundaries which exist between professions, disciplines and groupings of staff and students. We will invest in the skills and expertise of our staff - our core asset - to enable us to meet our strategic aims.

5 Mission Our mission is to: help our students achieve their maximum potential, with graduates distinguished for being innovative, creative, highly employable and equipped for their future careers play a key role in our region's economic prosperity and cultural development, by working closely with businesses, the public sector and the wider community continue investing in our people, courses, partnerships and facilities, and to be the leading university in enhancing the student experience undertake and exploit research, creating new knowledge that is disseminated, transferred and applied; achieving international standing in key research areas prepare our students to operate in the global economy, and to engender international and multicultural understanding both within the University and beyond provide an outstanding service and to ensure a rewarding experience for all who engage with our University. Values The University has defined a set of core values which inform and sustain all of our activities. putting students first excellence and its celebration innovation, creativity and professionalism respect for the individual enjoyment in learning and work

6 Shaping the Future Success of our Graduates Excellence in learning and teaching is at the heart of the University.The successful graduate of the future will recognise their own need to learn throughout life and will seek new and flexible ways in which to gain new skills and knowledge. The University will be a lead player in the enhancement of learning at all levels and stages of life. Teaching and learning is informed by research and scholarship, and the University will secure further integration between teaching and research for the benefit of the University community. Hertfordshire students will acquire skills which will enable them to be highly employable and entrepreneurial in their chosen fields - working for an employer or as an employer.we will strive to ensure that the opportunities which we offer are accessible to all who may benefit from them. Our Centre of Excellence in Learning and Teaching - the Blended Learning Unit - is developing advanced techniques for meeting learner needs and expectations. We will continue to invest in this core area of business, developing and exploiting new thinking and new tools in the enrichment of the student experience and graduate success.the University will promote lifelong engagement with employers and learners through continuing professional development, in-house courses, knowledge transfer projects, and by making learning and skills development accessible to all throughout their working lives. We will enhance the experience of our students - current and future - in their learning, social and cultural activities through: inspirational education, using advanced educational techniques based on exploration, and discovery investment in advanced learning technology, complemented by individual learning support investing in staff to support innovative and effective teaching techniques remodelling our curriculum frameworks to embed flexibility, sustainability and global perspectives, and to address student, employer and national skills needs connecting student learning with a vibrant and active research base in specialist fields promoting an integrated and multi-cultural mix of staff and students on all campuses working with international partners to develop multi-campus programmes - creating a 'global college' establishing an active and self-managing international alumni network providing professional development support for graduates during their careers developing a new student forum facility, providing a safe and stimulating social and learning environment for all of our students working with Schools, Colleges, partner Universities, regional partners, Exemplas and the Sector Skills Councils to develop learning opportunities which meet current and future regional skills needs and student needs at all levels - creating a 'skills escalator' integration of campus-based learning with learning in the workplace.

7 Far Reaching Engagement with Business and the Professions The University of Hertfordshire is a new model of a University - demand-led and market-leading, with dynamic and pervasive relationships with business and the professions. We will deliver this vision by: embedding innovation, employability and enterprise skills into the lifelong learning of students, staff and clients investing in enquiry-led and user-led research, and nurturing new research talent in areas of research excellence shaping the new health agenda through active engagement with employers engaging with regional businesses to widen and deepen our knowledge exchange and technology transfer activity matching student and graduate skills to businesses needs through proactive interaction with major corporates and SMEs, and embedding business experience in the curriculum delivering accessible education to employees through work-based and blended learning working with FE Colleges and other partners to meet the full range of skills needs of regional businesses and professions creating a dynamic and fluid multidisciplinary unit to help exploit ideas extending our widening participation strategy to engage proactively with employees who may not previously have had the opportunity to study at higher levels extending and developing our enterprise hub network, promoting knowledge exchange in areas of economic growth.

8 Far Reaching Engagement with the Community The University plays a key role in the economic, social and cultural health of the community, working closely with the University Court. As a large and complex organisation, the University takes a positive approach to community issues. We will: work proactively with community leaders in areas of deprivation, to raise career and educational aspirations from primary age onwards launch a new community engagement function to promote positive community relations progress the economic and social impact study action plan, and monitor its implementation develop a campaign to encourage cultural donation and philanthropy for the benefit of our students work closely with our FE partner colleges to provide diverse and accessible opportunities for higher education for Hertfordshire residents extend community activities in volunteering, sports and the arts to reach and benefit a wider section of our community extend knowledge transfer into our community activities, building learning networks within our neighbourhood develop embedded, student-focused social and cultural activities to enrich the student experience embed sustainability into our business model and the ethos of the University maximise the use of our physical resources by opening them up for community use.

9 Far Reaching Engagement with International Partners Far-reaching Engagement with International and European Partners Successful organisations in the global economies of the 21st century will require adaptable employees who are able to lead and manage effectively within and across different cultures.the new global environment is more competitive and volatile than ever before.the University will develop the necessary agility to respond swiftly to the changing needs of the European and wider international environment. We will: build strong links and networks with our partners in the Asia-Pacific region, South Asia, the Middle East, Europe and North America develop and embed the concept of global citizenship in our curriula, and extend this through the Global College network create high quality international partnerships to deliver new courses, collaborative research knowledge exchange and business diagnostics, consultancy and solutions develop new provision and new modes of learning which meet global skills needs extend our European partnerships to provide new pan-european study programmes and knowledge transfer and collaborative research projects invest in all staff to build the skills necessary to extend our international reach grow our international knowledge transfer activity by extending relationships with international business and employer networks develop international and European employer links through our alumni network establish close links between University innovation clusters and those overseas.

10 Advancing the Prosperity of Our Region The University is at the heart of its regional economy and community, and will advance the economic and social health of the region through innovation and knowledge exchange, teaching, learning and skills development and user-led research. The University can be located in different regions - the Eastern region, the Hertfordshire/London region and regions which relate to specific areas of our activity. Meeting the future skills needs of our regions means that we must attract the best talent - and this will be drawn from all sections of society. Innovation and the exploitation of new knowledge is at the heart of the future economic wellbeing of the UK and of this University. Bringing together Exemplas' business diagnostic expertise and extensive employer relationships with the University's knowledge and innovation strengths will be a powerful driver for change in business/university interaction. By tapping 'latent demand' in this way, the University will contribute to a significant rise in regional prosperity, and will help the next generation of businesses to expand and grow. We will: launch innovative mechanisms for employer engagement in higher education develop a biomedical/biosciences cluster, providing new-style medical education in collaboration with strategic partners, and supported by leading-edge research teams strengthen our provision in Film, Music and Media to meet the growing needs of the creative industries in the region encourage further inward investment in the Eastern region work with regional partners to make the most of the potential of the 2012 Olympics with our Partner Colleges, build the skills of the regional workforce to meet the needs of SMEs develop innovative techniques for tapping latent SME demand for university expertise embed sustainability into our business model, from curriculum design to transport planning develop new programmes which meet the skills needs of the built environment sector, specialising in sustainability.

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