Vice-Chancellor's Objectives

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 2020/21

  • Protect, support and guide our University community through the impact of the Covid-19 pandemic in the UK, China and Malaysia; identify and mitigate the health, education and financial impacts presented by the global pandemic and its associated national and international restrictions; ensure that the University Executive Board and Senior Leaders continue to act as a strong distributed leadership team and remain agile, supported and resilient in our response to the continuing challenges of managing Covid-19; engage with the community on the support, systems and approaches provided during the Covid-19 pandemic and associated restrictions. 
  • Implement the new University Strategy in a post-Covid-19 world, delivering strategic development plans to support its goals, developing performance indicators to measure its success, and engaging the University community in delivering its aims. 
  • Maximise the benefits and influence for our University research, teaching and civic engagement arising from UK national and regional policy priorities; exploit research investment opportunities aligned to our presence in China and Malaysia; and continue to make progress in producing high quality research and securing research grants in the face of recent financial constraints.
  • Develop new models for global engagement in a world where the pandemic and Brexit may present challenges to travel, freedom of movement and research funding; continue the upward trajectory in globally co-authored publications; maximise funding opportunities; and identify the next strategic opportunities for our Malaysia campus now marking its 20th anniversary. 
  • Advance our digital strategy enabling us to thrive in a post-Covid-19 world including the launch of ‘Digital Nottingham’ and University of Nottingham Online; overseeing continuous improvement of systems, process and confidence in Campus Solutions; and progressing the Digital Engagement plan.
  • Continue to develop a positive, supportive and inclusive working environment for University staff, considering issues such as affiliated teaching staff, workload, and gender and ethnicity pay gaps; improve the handling of staff grievances; and engage purposefully with UUK and UCEA on areas of sector-wide interest including the USS pension scheme, implications of Brexit, and the global Covid-19 pandemic.
  • Retain and grow the University’s capacity to invest in staff, students, teaching and research through effective financial management, improved procurement, efficient operations and robust financial controls; and ensure the University’s financial health can enable reactivation of our investment programme.
  • Improve and extend the University’s assurance, compliance and culture on health and safety to ensure our environment is safe, secure and supports the physical and mental health and wellbeing of all members of the community. 

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