Office of Policy and Planning

Transcription

1 Equalities Impact Assessment (EIA) Office of Policy and Planning Corporate Planning A. Policy/practice details 1. Title of Policy/Practice Corporate planning 2. What is the aim, objective or purpose of the policy, procedure, service or function? The main aim of our recent corporate planning activity was the development of the University s Corporate Plan: 2009/10 to 2013/14. The Corporate Plan 2009/10 to 2013/14 is intended to provide a high level statement of how the University will build on the success it has already achieved since its establishment by Royal Charter in 1966 in order to become one of the top 100 world universities before its 50 th anniversary in Moreover, the Corporate Plan defines the University s values and prized characteristics, thus setting the agenda for type of community that the University is striving to achieve. As such, it is important that the corporate planning process leads to a document that is owned by the whole University community. 3. Who are the main stakeholders? The main stakeholders of the corporate planning process are members of the University, both staff (approx 2,700) and students (approx 15,000), as the resultant Corporate Plan sets the agenda for a 3-5 year planning period. During the corporate planning process, feedback was collected from special planning events involving Council and the University s heads of departments, a range of central committees, the Students Union, Academic Assembly, an open meeting with the Vice-Chancellor, and from a campuswide consultation process. During the development process, no concerns were raised about the equalities and diversity impact of the corporate plan. The data used to assess the impact of the corporate planning process comprises notes of planning sessions, extracts from the minutes of the central committees and feedback from the consultation process. In the process of developing the new corporate plan, there was a related consultation exercise on the desirability of a major academic re-structuring. The feedback from this consultation process was not supportive of major change and so a second consultation was undertaken to ascertain the support for a series of targeted solutions to the challenges facing the University. These targeted solutions received greater support and were subsequently approved by Council. The most significant of the targeted solutions was the re-location of administrative targets from departmental to faculty or central level. This change has been the subject of an EIA. The stakeholders of the Corporate Plan 2009/10 to 2013/14 include all members of the University, staff and students, as well as external research, business and learning 1

2 partners. The Corporate Plan sets the University s overall, longer term direction of travel and the timescale for achievement of its goals is by 2013/14. At this early stage in its implementation, the best evidence of equalities and diversity impact can be found in the EIAs for its underpinning strategies and action plans (see mappings below). Insofar as the Corporate Plan impacts on the reputation of the University, it also has an impact on all of our alumni (approx. 56,000). 4. Aspects of the policy that particularly impact on equality and diversity A commitment to equalities and diversity is one of the seven listed values in the Corporate Plan. The Corporate Plan also affirms that the University prizes A supportive culture: creating a welcoming, inclusive campus community that values the individual and supports the realization of their potential. As reported in Section 3, the Corporate Plan s goals have a timescale for achievement of 2013/14. However, there is evidence of the impact of the institutional commitment to equality and diversity through recent strategies. For example, the recently approved People Strategy is a good example of how the values and characteristics enshrined in the Corporate Plan have helped to shape an underpinning strategy. The first strategic aim of the People Strategy is an engaged, diverse and high quality workforce, who are led and supported to realise their potential and achieve the highest standards. The Strategy also includes the desired outcomes of effective staff engagement within a supportive culture and genuine equality and diversity throughout all we do. This indicates how the values and characteristics in the Corporate Plan feed into its supporting strategies and action plans. The new People Strategy has been the subject of an EIA. The commitment to equality and diversity has also helped to shape the principles underpinning the University s approach to the development of its new Access Agreement: Our Access Agreement should strengthen our reputation by supporting a more diverse population of academically able students to gain the entry qualifications that will enable them to successfully complete our degrees. Specifically, our Access Agreement should focus on: 1) working closely with schools and colleges to raise aspirations and attainment; 2) working in partnership with Further Education colleges and other strategic partners to facilitate access; 3) providing financial support for those in greatest need; 4) providing support for students from under-represented groups to enhance retention. These principles have been the subject of a campus-wide consultation and no concerns have been raised about the equalities and diversity impact. 2

3 Within the Corporate Plan 2009/10 to 2013/14, strategic aims and performance targets are expressed for the following four Corporate Goals: Research: promote research of international excellence and impact through the development of our intellectual and physical capacity. Learning and Teaching: deliver high quality, professional education that is intellectually challenging, offering excellent career prospects, a supportive environment for personal development, and equality of opportunity to anyone with the academic ability to benefit. Enterprise and Innovation: encourage a culture of creativity, enterprise and innovation, maximising the beneficial economic and social impact of our intellectual assets. International Profile: raise our international profile by developing strategic partnerships, increasing the visibility of our research and teaching, strengthening our alumni networks and influencing policy on global issues. The impact risk of each corporate goal is summarised below. Research Learning and Teaching High Medium Low High Medium Low Gender Gender Race Race Disability Disability Enterprise and Innovation International Profile High Medium Low High Medium Low Gender Gender Race Race Disability Disability Implementation of the Corporate Plan occurs as underpinning strategies and processes are delivered. Using the published schedule of equality impact assessments (EIAs) as a starting point, we have provided an indicative mapping of institutional business processes onto the four key themes of the Corporate Plan. This demonstrates the volume of equality impact assessment occurring (both directly and indirectly) in relation to each theme. Research Academic departments Workload models PG supervision: allocation and support Conferences: financial support for attendance Research grant authorisation Professional Services Enterprise and Innovation Academic departments Consultancy authorisation Security: Transport/Parking Joblink: Student jobs Professional Services 3

4 IT Procurement Strategy Systems and database support Commercial: Travel Major gift fundraising Research sabbaticals Marketing strategy Publications Contract negotiation Accessibility (GULP, lectures etc) Accessibility: Business and enterprise events Women into Enterprise Publications KTP Recruitment Accessibility (Innovation Centre) Facilitation of KTPs Contract negotiation Learning and Teaching Academic departments Placements: Allocation and support Attendance monitoring: students E-learning/DL provision Personal tutorial system Mentoring Professional Services Career education, information and guidance Conduct of examinations Residences: allocation/prioritisation Residences: Planning/Procurement Residences: Accessibility/ adaptation Residences: Resident Tutors IT Procurement Strategy IT Strategy Systems and database support Assistive technology Student groups/aware Joblink: Student jobs Learning Partnerships: selection of partners Learning materials: services for users with disabilities Help and training: key skills Help and training: Induction Learning and Teaching Strategy Academic staff development QA Codes of Practice (exc recruitment and examinations) E-Learning Events and ceremonies Marketing strategy Publications Student Services: appointments and access International student support Advice to staff/depts (counselling) Student Disability Advice: applications/ admissions Chaplaincy: pastoral care Bath Assessment Centre: assessments of need/qa requirements Chaplaincy: faith policy SU societies: support Co-ordination of medical and University support for International Profile Academic departments None Professional Services International student support Attendance monitoring (students/immigration) Marketing/promotional materials Residences: allocation/prioritisation Residences: Planning/Procurement Residences: Accessibility/ adaptation Student accommodation: private housing Residences: Resident Tutors IT Strategy Commercial: Travel Alumni: Reunions and events Alumni: Publications/promotional material Alumni Fund: allocations Major gift fundraising Research sabbaticals Events and ceremonies Marketing strategy Publications 4

5 students In addition, the following business processes cut across all areas of University activity thus impinging indirectly on each of the corporate goals and their related strategic objectives and performance targets. EIAs are scheduled to be conducted for each. Catering & hospitality: accessibility of venues Security: fire alarm response Acceptable Use Policy Joblink: Advice Estates Strategy Accessibility: capital projects Capital procurement Transport strategy: Parking permits Pensions/Scheme advice Financial regulations Resource allocation model Payroll management Staff recruitment: Equal opportunities employment policy Personnel benefits: Funding costs for maternity and sick leave cover Equal Pay Review Flexible working hours Sickness Absence Appraisal Attendance monitoring (staff/ immigration) Staff development programme Performances, exhibition programme and publications Classes and workshops: participants Independent appraisal of University s activities Web: accessibility guidelines Equality Schemes Public interest disclosure Grievance procedure Dignity and Respect Policy Purchasing policy Purchasing processes Purchasing code of ethics Staff training/facility-specific Community links/outreach Changing rooms Inclusivity: sport provision Accessibility: Inclusive Fitness Initiative kitemark Access to rehabilitation and medical services Adapted equipment: gym, pool etc (SDA) Learning support (Support Worker) provision Individual/group counselling In light of the very significant amount of equality impact assessment already occurring in relation to each of the four corporate goals, the remainder of this assessment report focuses on equality and diversity issues relating specifically to the process of corporate planning that led to the production of the Corporate Plan, its dissemination and its early stage implementation. B. Analysis 5. Data used The Corporate Plan was developed iteratively over a period of twelve months in dialogue with University committees and the broad University community. The process was launched at the Vice-Chancellor s Retreat, October 2008, involving all Executive Committee members and heads of academic departments. This was followed by consideration of the main strategic issues at a one day session of University Council on 23 October 2008 and a Strategic Executive Committee on 29 October At a time when the HE sector was facing tremendous challenges, there was unanimous support to retain the University s positioning within the HE sector one of the UK s leading research universities, with aspirations to increase its international profile. 5

6 However, early in the process it was recommended that the language of the new Corporate Plan should be sharper, more ambitious and more reflective of the values and characteristics that are prized by our community. This reflected the desire to make the document, which had previously been drafted with external stakeholders in mind, more useful to our own academic departments and professional services. A University-wide consultation process was held in the period July October All members of staff were invited to provide feedback on the draft Vision Statement, Mission/Purpose Statement, corporate objectives and corporate characteristics/values. A summary of the feedback was presented to Senate and Council. The Corporate Plan was approved by Council in November An open meeting for all staff was held by the Vice-Chancellor to discuss the core themes of the emerging corporate plan and to listen to the views of the community. For those unable to attend, a video of the presentation was loaded onto the University website Consultation Responses The formal process for staff and students to input into the corporate plan was by . Thirty four responses to the formal consultation were received, broken down as shown below. Male Female Unknown Staff Student 4 1 Total A number of respondents suggested that greater emphasis might be placed on student diversity but there was some concern about over-emphasising flexibility of provision when at undergraduate level the bulk of our programmes are delivered through traditional patterns of attendance. This feedback was reflected in the final draft which in addition to the explicit mention of equality of opportunity in the corporate goal for learning and teaching also included two direct references to the diversity of the student body including the following strategic aims: (Learning and Teaching) work with regional partners to widen participation, encourage social mobility and provide options for progression into, and through, higher education. (Learning and Teaching) promote flexible learning provision in order to respond to student diversity and, at postgraduate level, to the needs of practising professionals. (International Profile) develop curriculum, modes of study and programmes taking account of the range and diversity of home and international students, and in compliance with relevant international standards. We have found no evidence of adverse impact in relation to gender, race or disability in connection with the consultation process for developing the Corporate Plan. Feedback in relation to the diversity of the student population, relating in particular to ethnicity and disability, and in relation to women in science, was given full consideration in revising the draft corporate plan. 6

7 Dissemination The Corporate Plan was approved by Council in November 2009 and published on the University website. In March 2010 the Vice Chancellor held an open meeting for all staff in which she outlined the key goals of our new Corporate Plan and highlighted some of the challenges to be faced in delivering them. A lengthy question and answer session took place in the second half of the meeting, giving staff from across the University the opportunity to engage with the Corporate Plan. Data from web services show that in the period 6 January 2010 to 6 January 2011 the Corporate Plan was accessed a total of 130 times via the OPP website. In the same period, a video of the Vice-Chancellor s speech to the open meeting was accessed 41 times. It has not been possible to analyse the web usage statistics in any further detail, and indeed with such a small data sample the value of this would be limited at best. The Vice-Chancellor subsequently published further updates, via the home page, to members of the community on the financial challenges facing the University as it implemented the new Corporate Plan. We have found no evidence of adverse impact in relation to gender or race in connection with the dissemination of the corporate plan. We believe that the combination of a document published on the web and an open meeting, also published on the web, mitigate against any possible adverse impact in respect of disability/access. Implementation As discussed above, the Corporate Plan is implemented through a very wide range of underpinning strategies and business processes delivered both in academic departments and within the professional services. Equalities Impact Assessments of these specific strategies and processes have already been undertaken or are scheduled to be undertaken. The University s annual planning cycle provides the primary vehicle whereby the University ensures that departmental goals are aligned to the institutional goals in the Corporate Plan. The annual planning cycle aims to provide: a) a systematic process for integrating strategic planning, financial planning, environmental scanning, performance review, risk management and resource allocation. b) a procedure for establishing and communicating goals and objectives at faculty/school and departmental level that are consistent with the achievement of the University s long term aims and mission. c) a transparent framework for establishing investment priorities and targeting financial, space and staff resources. d) a base from which progress can be measured and incentives determined. e) an opportunity to adjust priorities on an annual basis in the light of external forces. For a number of years, the annual planning template was used to collect data on equalities and diversity activities within the academic departments and professional services. However, more recently it was agreed that a separate annual report would enable departments to focus in greater detail on this particular aspect of their annual activities. 7

8 All professional services are also asked to report annually to Executive Committee and are required to highlight how their service is contributing to the delivery of the Corporate Plan, thereby ensuring the objectives of the Corporate Plan are systematically considered. A range of central committees have oversight of the contributions made by academic departments to the delivery of the Corporate Plan, including Research Committee, Learning & Teaching Committee, Student Recruitment and Marketing Committee and the Quality Assurance Committee. Senate and Council have now considered the first annual report on progress against the performance targets in the Corporate Plan. At its meeting on 9 February 2011, Senate agreed that the possibility of including widening participation measures in the suite of corporate performance targets should be investigated further. This was reported to Council on 3 March 2011, where it was suggested that the widening participation performance measures would be an integral element of the University s new Access Agreement. Reports on progress towards the targets in the Access Agreement would provide an appropriate vehicle for monitoring performance against widening participation. We have found no evidence of adverse impact in relation to gender or race in connection with the early stages of the implementation of the current corporate plan. 6. Assessment of adverse impact Gender: women do not appear to have been disadvantaged in relation to the corporate planning process or the dissemination of the Corporate Plan, although fewer women took the opportunity to respond to the consultation (approx one third of the respondents). However, the sample size was extremely low and it is likely that most of the community believed that their views had been expressed by their representatives, e.g. Academic Assembly, Students Union etc. Race: there does not appear to have been scope for race bias to have affected the corporate planning process and no issues of concern were raised at the time. Disability: there does not appear to have been scope for bias on the grounds of disability to have affected the corporate planning process and no issues of concern were raised at the time. C. Mitigating adverse impact 7. Proposed method to reduce or eliminate adverse impact The Corporate Plan includes a clear statement of the University s commitment to equality and diversity and to achieving A supportive culture: creating a welcoming, inclusive campus community that values the individual and supports the realization of their potential. We believe that this is helping to raise awareness of our goals for a diverse and inclusive community. Early analysis of the carry through of these values into underpinning strategies, e.g. People Strategy, suggests that this is having a positive impact. We will continue to monitor underpinning strategies and policies to ensure that these values are embedded. We have just made the first annual report on progress towards the targets in the Corporate Plan to Council, although the timescales for achievement extend to 2013/14. This report has established the baseline performance for 2008/09 and, where data is available for 2009/10, has identified initial progress. It has been suggested that we 8

9 should produce performance reports on widening participation measures and we will look into the most appropriate way of delivering these. 8. Areas of Equality Relevance In relation to the corporate planning process and its dissemination: Disability Race Gender High impact Medium impact Low impact In relation to implementation via underpinning strategies and policies: as defined with respect to individual supporting strategies and business processes. 9. Conclusions and recommendations for amendments to the policy/practice The corporate planning process began in October 2008 and was completed in November In conducting this EIA, it has become apparent that by implementing a campuswide consultation process, intended to be inclusive, we did not systematically solicit views on gender, race or disability impacts. Equally, we believe that there were various routes by which any concerns might have been raised and none were. Therefore, we conclude that there was no adverse impact but we recommend that prior to launching the corporate planning process for the development of the new Corporate Plan 2014/ /20 we should consult with the Equalities and Diversity Manager about how best to obtain more targeted feedback. The Corporate Plan itself is in the early stage of implementation. As reported above, there is some early evidence that the commitment to equality and diversity articulated in the Corporate Plan is being carried through into underpinning strategies. 10. Timescale for implementation: Autumn 2013 D. Publication 11. Final reporter: Dr Diana Newport-Peace 12. Date: February Next review date: The current Corporate Plan should be reviewed in 2013/14 to inform the development of the new Corporate Plan. 9

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11 CORPORATE PLAN 2009/10 to 2013/14 December 2009

12 CONTENTS Page A leading university 3 Vision Statement 4 Mission Statement 4 Corporate goals 4 Section Research 5 Learning and Teaching 6 Enterprise and Innovation 7 International Profile 8 Values and Attributes 9 12

13 CORPORATE PLAN: 2009/10 to 2013/2014 A leading university The University of Bath received its Royal Charter in 1966 and will be celebrating its fiftieth anniversary in During its first 40 years, it has established itself as a top ten UK university with a reputation for research and teaching excellence. The Corporate Plan 2009/10 to 2013/14 outlines how we intend to build on this success and become one of the top 100 of world universities before our 50 th anniversary in Our Campus, overlooking the beautiful UNESCO World Heritage City of Bath, has a vibrant research culture driven by the enthusiasm and invention of our academic community. Our research ethos has a strong focus upon impact, tackling challenges of global significance from sustainability to health and wellbeing. We believe that our research should be of benefit to society and should achieve the highest standards of international excellence. Our faculty comprises some of the finest researchers from around the world and we nurture new research talent by fully integrating our postgraduate research students into the activities of our research clusters. We are a first choice university destination for students in an increasingly competitive, international recruitment market. Students are attracted by our excellent academic reputation, our outstanding graduate employment record, our world class sports facilities, and the wide array of other social, recreational and personal development opportunities we offer. Our ability to offer placement options across our discipline base, and with leading organizations, is unique amongst UK research universities. Our graduates have excellent employment prospects, not only because of their discipline-specific knowledge and skills but also because of the emphasis we place on developing well-rounded, enterprising individuals with high aspirations. More than one quarter of our students are pursuing postgraduate qualifications. Our commitment to enhancing the career prospects of our students extends to our postgraduate courses and to our broader continuing professional development provision. We have a clear vision for the education needs of practising professionals and we offer flexible provision delivered by distance learning or in the work place. Our continuing professional development provision extends up to professional doctorate level, where our offer is expanding rapidly. Our community is characterized by its culture of high achievement, enterprise and creativity. We are sector leaders in the commercial exploitation of intellectual property (IP) and the establishment of international links for exploitation of IP. Our strength in knowledge transfer helped to secure one of only 12 EPSRC Knowledge Transfer Accounts to exploit research more effectively for the benefit of the UK s economy and society. Our Innovation Centre, a model of best practice for business incubation, is creating a new base of high technology, high yield businesses in the City of Bath. At a regional level, we are co-ordinating a number of advanced technology sector networks and are working with partners to establish a new science park facility for our region. Our Students Union is one of the best in the UK, ensuring that the student view is represented effectively at all levels of governance and working with our academic departments and professional services to make certain that our students receive high quality welfare, pastoral and academic support. The Students Union also provides students with a wide range of opportunities for personal development, including award-winning enterprise education, and engagement with social, recreational and volunteering activities. We recognise that we will need to pursue our goals in an increasingly competitive and resource constrained environment but we believe that we are in a strong reputational, intellectual and financial position to succeed. 13

14 Our Vision for 2016 In 2016 we will celebrate the 50 th anniversary of the award of our Royal Charter. We will be recognised as an international centre of research and teaching excellence, achieving global impact through our alumni, research and strategic partnerships. Mission Statement Our Mission is to deliver world class research and teaching, educating our graduates to become future leaders and innovators, and benefiting the wider population through our research, enterprise and influence. Corporate Goals In furtherance of our Vision and Mission, our main goals for the period 2009/10 to 2013/14 are to: promote research of international excellence and impact through the development of our intellectual and physical capacity. deliver high quality, professional education that is intellectually challenging, offering excellent career prospects, a supportive environment for personal development, and equality of opportunity to anyone with the academic ability to benefit. encourage a culture of creativity, enterprise and innovation, maximising the beneficial economic and social impact of our intellectual assets. raise our international profile by developing strategic partnerships, increasing the visibility of our research and teaching, strengthening our alumni networks and influencing policy on global issues. The University recognises that there are three key pre-requisites to the delivery of its goals: the recruitment and retention of excellent staff, who are supported, informed and equipped to contribute fully to delivering our goals. the ongoing development and enhancement of our physical infrastructure and our specialist facilities to increase capacity, sustainability and quality. the achievement of financial security through the growth of income streams and rigorous control of expenditure. 14

15 1. RESEARCH Corporate goal: to promote research of international excellence and impact through the development of our intellectual and physical capacity. Strategic Aims Our strategic aims for research are to: recruit and retain excellent researchers and develop an active research culture that fosters the highest achievements, encourages originality and innovation, and enriches the student learning experience. conduct research of global significance including the development of multi-disciplinary, high profile, internationally-recognised research areas. increase postgraduate research student numbers and forge a reputation for excellence in the education, training and development of postgraduate and post-doctoral researchers. maximise the intellectual, scientific, economic, social and cultural impact of our research, and to engage with research users as appropriate throughout the research process. ensure effective publication, dissemination and communication of our research. establish and sustain research partnerships with other HEIs, businesses, government and non-government organisations, in the UK and internationally. invest strategically in high quality research infrastructure, facilities, research support and research information management systems. increase external grant and contract income and to achieve financial sustainability for research activities. Performance Targets Our performance targets for research are to: be ranked in the top 15 in the Research Excellence Framework. increase ratio of FTE PGR/academic FTE to >1.75:1. grow grant and contract award value by 25% from 2008/09 by 2013/14. increase overall research grant and contracts success rates to 25% by cash value between and 2013/14 while at the same time growing the overall value of the active Research Portfolio by 10%. 15

16 Strengths Our strengths in research are: a vibrant community of internationally-recognised researchers, with research aligned to address major global challenges. a research portfolio of over 100 million, with a strong Science, Technology, Engineering and Mathematics (STEM) core. strong research partnerships across discipline, institutional and international boundaries. a supportive environment for early career researchers. an international community of postgraduate research students. 2. LEARNING AND TEACHING Corporate goal: to deliver flexible, high quality teaching and professional education that is student-centred and accessible, offering equality of opportunity to anyone with the ability to benefit. Strategic Aims Our strategic aims for learning and teaching are to: promote critical intellectual enquiry and independent academically rigorous learning in a supportive educational environment. sustain and advance the international recognition of the University for the quality of our teaching. provide our students with direct experience of leading edge of research in their discipline or field and to develop their research and technical skills. promote the application of knowledge and skills such that our students are capable of making significant contributions as employees and citizens. give our students opportunities to learn through internships and placements in a wide variety of different settings in the UK and internationally. promote flexible learning provision in order to respond to student diversity and, at postgraduate level, to the needs of practising professionals. challenge and support our students in helping them achieve their full potential. work with our students in building and developing our learning environment to make it as stimulating, relevant and satisfying as possible. ensure that our graduates are capable of making useful contributions in a global intellectual and economic environment. 16

17 support and reward excellence in teaching in order to build the reputation of the University and its staff. work with regional partners to widen participation, encourage social mobility and provide options for progression into, and through, higher education. develop a portfolio of continuing professional education to meet the needs of employers and individuals. Performance Targets Our performance targets for learning and teaching are: raise undergraduate entry standards, as measured by average UCAS tariff scores, to 460 points or higher. achieve completion rates in excess of 92%. achieve a top 15 ranking for NSS scores. maintain >80% graduate employment in top three category of graduate level jobs. Strengths Our strengths in learning and teaching are: our emphasis on graduate employability (practitioner-focused curriculum, placement opportunities, transferable skills and personal development). the close partnership between central services, academic departments and the Students Union to provide a supportive learning environment with high retention rates. opportunities for personal development, particularly in the arts and sports and through volunteering, but also through a range of other social and recreational opportunities. our flexibility in response to the needs of professional practitioners at postgraduate level. 3. ENTERPRISE AND INNOVATION Corporate goal: to encourage a culture of creativity, enterprise and innovation, maximising the beneficial economic and social impact of our intellectual assets. Strategic Aims Our strategic aims for enterprise and innovation are to: Release the potential of our research base, translating the research excellence in our internationally-recognised research clusters into wider economic and societal benefits. Catalyse renewal in regional and national businesses by facilitating knowledge and technology transfer across sectoral boundaries. 17

18 Expand our Innovation Centre to support the creation of new, high growth potential businesses and provide a stronger focal point for extending our influence on, and links with, high technology, regional SMEs. Develop stronger, long term relationships with businesses through support for key sector networks and exchange of research expertise with (blue chip) R&D companies. Strengthen and promote our consultancy provision to provide new opportunities for engagement with business and industry. Work directly with employers to strengthen the flow of higher level skills into key economic sectors through a range of approaches, including continuing professional development (CPD) and Knowledge Transfer Partnerships (KTPs). Enable entrepreneurial potential and culture change through training and education. Extend our regional economic impact through a range of complementary knowledge transfer methods. Engage with Governmental infrastructure to develop new collaborations with businesses and community bodies. Performance Targets Our performance targets for enterprise and innovation are: grow occupancy of expanded Innovation Centre to over 88% and graduate 10 high economic impact companies. exploit the EPSRC KTA award to develop 10 major company engagements and secure over 2 million additional research income. support an active portfolio of Knowledge Transfer Partnerships (KTPs) of 30 projects turning over in excess of 4 million per annum. generate an additional 800K per annum net from CPD activities. income from IP rights (excluding sale of shares from spin-offs) to exceed 250,000 per annum Strengths Our strengths in enterprise and innovation are: our national reputation as a sector-leader in knowledge transfer underpinned by the physical and intellectual capability that we have developed. our strong research base which is already aligned to tackle grand global challenges, such as sustainability and health, and to support sectors capable of rapid economic growth. our extensive networks of placement sponsors and business and enterprise mentors which can be exploited to promote knowledge transfer. 18

19 our pervasive enterprise culture, supported by internationally-acclaimed enterprise education for students delivered by the Students Union. 4. INTERNATIONAL PROFILE Corporate goal: to raise our international profile by developing strategic partnerships, increasing the visibility of our research and teaching, strengthening our alumni networks and influencing policy on global issues. Strategic Aims Our strategic aims for international profile are to: develop curriculum, modes of study and programmes taking account of the range and diversity of home and international students, and in compliance with relevant international standards. increase the number and proportion of international students, within the context of planned expansion and taking into account the student mix within each programme cohort, and to provide the appropriate support services. provide students with opportunities for international activities (including for example language studies, study abroad, placements and internships). develop and maintain links in research, teaching and knowledge-transfer partnerships with internationally renowned research-intensive universities around the world. develop and maintain links and partnerships with the international business community, philanthropic organisations, and community/ngo groups. enhance and maintain ongoing relationships with international alumni, and use these links to promote the opportunities for study at the University. contribute to national and international discussions shaping the HE internationalisation policy and practice agenda. raise the profile of the University s sports facilities, world class coaches and support services as an international centre of sporting excellence and coach education. Performance Targets Our performance targets for international profile are: top 100 in world university rankings. 30% of our student population from non-uk countries. 30% of our faculty from non-uk countries 25 strategic, sustainable international partnerships with universities, organisations and agencies in other countries. 19

20 Strengths Our strengths in international profile are: 26% of our student and academic population is from non-uk countries. international alumni network, extending to over 100 countries. 5. VALUES AND ATTRIBUTES Our values are evidenced in our commitment to: quality and excellence. highest standards of scientific and professional integrity. freedom to challenge the received wisdom. encouraging high aspirations. equality and diversity. working responsibly and with respect for others. best environmental practice. The attributes that our community prizes are: The determination to excel: An enterprising approach: An international perspective: A supportive culture: proactive in positioning ourselves for future excellence and success, ambitious in our goals, and united in our drive to achieve greater international prominence and higher standards. encouraging creativity and entrepreneurship across the community, researching new ways to meet global challenges, developing problem-solving and enterprise skills, and introducing more effective business processes. attracting the best staff and students from around the world, placing research and teaching in an international context and forming strategic alliances with leading international partners. creating a welcoming, inclusive campus community that values the individual and supports the realization of their potential. A collaborative style of working: pursuing research and teaching in partnership with business, the professions, the public sector, the voluntary sector and other partners. 20

21 Dr Nicky Kemp Director of Policy and Planning December