Full term objectives
- In consultation with the staff and student communities, develop and deliver a new University Strategy to determine the vision, mission, values and goals that will guide the work of the university for at least for the next decade.
- Explore and create ways to continue educational innovation and quality by creating diverse partnerships with digital education providers; embedding employability in all aspects of students’ education; extending CPD and executive education, with particular reference to international markets; and considering further support for lifelong learning.
- Develop a new model for global engagement that builds on the University’s international partnerships, expands our digital presence and maximises the impact of our existing campuses in the UK, China and Malaysia.
- Accelerate and extend the University’s action on environmental sustainability by further improving the sustainability of our estate; embedding sustainability in our education and research; and using our academic expertise to develop science-based interventions, meaningful targets and robust campus activity.
- Enhance and expand the University’s civic engagement, collaborating with partners locally and nationally to improve educational, economic, health and cultural outcomes; and working with Nottingham Trent University to deliver the Universities for Nottingham programme to change the lives of the communities around us for the better.
- Support and nurture the careers and wellbeing of university staff by delivering career progression, reward and development to maximise their capabilities; stimulating outstanding research, innovation, impact and educational delivery; and championing values and behaviours that support the wellbeing of staff and students.
- Embed equality, diversity and inclusion across all aspects of the university; creating a respectful and considerate environment where staff and students feel comfortable and supported to be their very best; and fostering a culture of open, constructive and civil debate where staff and students visibly contribute to the values of the university.
- Create a fit for purpose organisational design that represents best practice for our governance and decision-making; using distributed leadership to ensure that decisions are made at the right level; utilising the diversity and expertise of staff at all levels to inform policies and practice; and enhance the effectiveness, efficiency, professional development and value for money of our professional services.
- Continue to ensure financial sustainability and leverage opportunities for investment in staff, students, teaching and research by diversifying income streams; fundraising for key initiatives as well as the 2028 centenary; ensuring that the size and shape of our student community supports our ability to maintain an outstanding environment; introducing lean processes; and enhancing returns on research, encouraging more foundation and industry grants.
Critical path objectives 2022/23
- To lead a whole-university approach to improving the student experience, with a particular focus on issues and areas identified by student feedback as priorities for the student community.
- To support Faculty colleagues in initiatives to improve performance in the School of Medicine and Nottingham University Business School (NUBS), including deepening the collaboration with Nottingham University Hospitals and developing the final business case for NUBS at the Castle Meadow Campus.
- To take forward the new Research Strategy, aiming to transform research quality, performance and culture over the next five years and ensure it is truly reflective of our whole research community, including identifying clear priorities for research in biomedical and life sciences.
- To deliver an international strategy to maximise the student, teaching and research benefits that can be realised through the Malaysia campus and extend the University’s interests in the ASEAN region.
- To safeguard the University’s research and teaching missions and ensure business continuity amidst multiple and complex political and geopolitical uncertainties, and identify opportunities that emerge from changing regional, national and international policy priorities
- To oversee measures to increase capacity and capability in leadership positions throughout the University so that a strong distributed leadership team provides effective and inclusive leadership for staff and support for students.
- To influence government policymakers and stakeholders on areas of sector-wide, staff and student interest through membership of UUK and Russell Group boards, as well as Chairing Universitas 21.
To ensure the university is on the correct path in improvements, the following milestones and success indicators will inform the direction of travel:
- Sustained in-year improvement in the student experience at Nottingham, measured via direct student feedback as well as formal mechanisms such as the National Student Survey, Nottingham Student Experience Survey and University Performance Framework.
- Approval by University Council of the final business case for Nottingham University Business School, Digital Nottingham and Campus Meadow Campus infrastructure, as well as signing a framework agreement with Nottingham University Hospitals Trust.
- Successful implementation of the Research Strategy including the identification and approval of agreed research priorities for biomedical and life sciences research.
- Agreements with our Joint Venture partners at the University of Nottingham Malaysia campus to ensure delivery of its medium-term strategic ambitions.
- Successful onboarding of new members of the University Executive Board, as well as developing a new approach to Head of School recruitment, support and development.
- Continual improvement of the University’s digital programmes and services that benefit staff and students, measured through EACIT data, gateway reviews of new programmes and the University Performance Framework.