strategic plan 2012-15

Strategic Plan 2012-15

Autumn Term 2012

Health and Safety/Occupational Health Services

Health and Safety DepartmentOccupational Health Service

Familiarisation for all staff with the objectives set out within the new Strategic Plan

Reflect and identify strands and themes that relate to our services

Support the alignment of efforts with UoB ethos and future ambition

Developing an revised OH&S Strategic plan component

Strategic Plan PresentationOH&S Safety ‘thinking’ hat

Key features and mapping exercise

• How the plan relates to our core services?

• How we will support the plan and its future aims?

• What things are we not doing?

• What are the spin out opportunities?

The new strategic plan for 2012-15

• Reflects consistent feedback from staff and students

• Reaffirms our mission for the next three years

• Sets out our ten objectives with key performance indicators

• Looks ahead to plan the long-term future of the university

• Outlines the linked strategies and work required to deliver the plan

• Puts forward key outcomes for us to achieve by 2015.

What we stand for

“The University of Brighton is committed to conserving, generating, transmitting and sharing knowledge locally, professionally and globally, with a focus on its application for social purpose. We offer a higher education that contributes critically to citizenship and to the public good.

Our model of higher education is based on a spirit of enquiry and the active co-production of knowledge amongst staff and students, in learning, teaching and research.

We want Brighton staff and students to be known for their commitment to impact, community and sustainability in their chosen field.”

Principles at the heart of our plan

• Delivering a transformational student experience that is founded on research-informed learning communities of staff and students

• Expanding the volume and quality of high impact research

• Underpinning both strategies with sector-leading digital technology

Achieving our outcomes for 2015 and beyond

Building on our strengths

Developing for the future

Outcomes

How we work

Building on our strengths

• A breadth of activity and portfolio in which the academic and the professional decisively shape and inform each other

• A distinctive geographic footprint across Sussex that celebrates the importance of place for our identity and activity

• Working through partnership and collaboration for mutual benefit

• Making a positive difference to our communities– locally, professionally and globally

• A culture of mutual respect and support for diversity

Developing for the future

• Significant and strategic investment in high quality research

• Students at the centre of research-informed learning communities

• Sector-leading offer to students in forms of external engagement, employability and career development

• A step change in forms of digital learning to support interactive face-to-face learning and teaching

• An increase in international activity that grows communities of learning and research at home and overseas

How we work

Clear expectations about the way we all work:

• Treating students with respect and placing them at the heart of what we do

• Supporting staff learning and development with a clear focus on university priorities

• Embracing technology and the benefits it can bring in improving the student experience and our processes with increased support for staff

• More collaborative working where expertise is shared and support is provided across departments, schools and faculties

Changes coming to how we work

• Rapid review to streamline and simplify structures and processes by summer 2013

• Develop a strong, central framework for consistent practice and processes for core activity and quality assurance

• Review the impact of the Staff Development Review scheme and personal development planning for all staff

• Ensure that all academic staff will have or be working towards an HE teaching qualification or university recognised equivalent

• Develop our own award to take forward professional qualifications and continuing professional development

All of this will help us to

• Achieve greater consistency

• Make our processes more efficient and timely

• Remove unnecessary duplication of effort

• Enable faster and more explicit decision-making

• Free up our capacity to innovate, while maintaining keeping a focus on quality control

• Establish renewed internal communications systems that work for everybody.

Four connected themes in our plan

Learning to make a difference

Developing wealth; promoting welfare

Local roots; global presence

Sustainable practices

Learning to make a differenceOur offer to students

• Welcoming students from a wide range of backgrounds, nationalities, ages and previous educational experience

• Sharing a desire to make a difference; through our learning, research and professional practice

• Making students and staff part of a learning community where the physical and digital environment supports high value face-to-face learning with academic staff, student peers and external practitioners and partners

Learning to make a difference: Objectives and KPIs

Objective KPIs Projects/Activities

Transformational learning experience

•Increase NSS score for satisfaction with ‘Teaching on the course’ from 86% to 90%.•Reduce home non-continuation from 12.2% to 9%

•NSS results and action plan•Learning and teaching strategy•Digital and e/blended learning strategy•Retention strategy•Research-informed learning: sharing practice•Social and informal learning spaces

Learning university investing in staff

•Increase satisfaction with learning and development from 72% to 78% in staff survey •All academic staff have or will work towards a university teaching qualification or equivalent

•Staffing strategy•Staff engagement strategy•Equality objectives•Health, safety and wellbeing strategy•Academic workload planning

Learning to make a difference: Objectives and KPIs (2)


Engagement and impact

•All undergraduate courses offer opportunity for external engagement (e.g. work placement)•Grow REASE income by 10%

•Partnerships with Brighton, Hove and Hastings councils•Working through CUPP•Gatwick Diamond•New partnerships for health and education•New CPD unit

University of choice

•Move towards UCAS entry tariff score of 320 from 289•Continue to meet recruitment targets against funder contracts

•Ongoing development of the curriculum portfolio•Recruitment strategy•Marketing strategy•Access agreement and widening participation strategy•Student charter•Student experience focus

Student success •Increase employment rate for first degree leavers from 88.7% to 92%•Meet access Agreement targets for recruitment and retention

•Employability and career development plan•Student charter•Student communications strategy

Learning to make a difference: Objectives and KPIs (3)


Digital transformation

•Win sector award for excellence in use of digital technology for learning and teaching•Increase NSS satisfaction score from 85% to 90% for ‘access to general IT resources when I needed to’

•Digital strategy and e/blended learning strategy embedded in the learning and teaching strategy•Investment plans in IT

Internationalisation •Increase proportion of students from outside EU from 6% to 12%•Improve international non-continuation rate in line with current home students

•A new International strategy to draw together and prioritise activity, with a focus on research and communities of practice as well as recruitment•International College

Developing wealth; promoting welfare Research and knowledge exchange that makes an impact

• Building on our status as a leading post-92 institution for research quality (RAE 2008, REF 2014 and beyond)

• Research active across all subject areas

• All academic staff engaged in research and scholarly activity will produce a portfolio of outputs that meets our agreed average quality thresholds for relevant units of assessment

• International recognition for our research

• Maximum impact on the student experience through our research and teaching, supported by our economic and social engagement work

Developing wealth; promoting welfare: Objectives and KPIs


Research ambition •Be in top 60 in REF 2014 quality league tables•Volume of REF-able staff increase to 40% for 2019 REF

•REF planning•Research strategy•HEIF5 strategy•Doctoral college•Academic workload planning and development


•All undergraduate courses offer opportunity for external engagement e.g. work placement•Grow REASE income by 10%

•Partnerships with Brighton, Hove and Hastings councils•University sponsored academies•Gatwick Diamond•Partnerships for health and education•Working through CUPP

Developing wealth; promoting welfare: Objectives and KPIs (2)




•Digital strategy and embedded e/blended learning strategy for research as well as learning and teaching•Investment plans in IT


•International strategy•International College

Local roots; global presenceOur partnerships

• Expanding our partnerships across Sussex and beyond

• Developing new partnership strategies for Health and Education

• Widening our national and international reach to share our values around the globe

Local roots; global presence: Objectives and KPIs



•All undergraduate courses offer opportunity for external engagement e.g. work placement•Grow REASE income by 10%

•Partnerships with Brighton, Hove and Hastings councils•Gatwick Diamond•Partnerships for health and education•Working through CUPP

Internationalisation •Increase proportion of students from outside EU from 6% to 12% •Improve international non-continuation rate in line with current home students


Sustainable practicesHow we work

• Sustainability is a core value

• Efficient, timely and consistently high quality standards

• Investing in our people

• Effective and timely communications with staff and students

• Developing distinctive identities for our five campuses with our Estates strategy

• Offering consistently high quality experiences and services in every location

• High quality resources, catering and accommodation for students

• Financial sustainability, probity and value for money

Sustainable practices: Linked objectives and KPIs



•Increase satisfaction with learning and development from 72% to 78% in staff survey•All academic staff have or working towards teaching qualification or equivalent

•Staffing strategy•Staff engagement strategy•Equality objectives•Health, safety and wellbeing strategy•Academic workload planning and staff strategy



•Digital strategy•Investment plans in IT

Sustainable practices: Linked objectives and KPIs


Sustainable campuses

•Cut carbon emissions by 50%•Maintain top 10 position in Green League

•Carbon Management Plan•Sustainable development strategy•People and Planet League status•Estates strategy

Financial viability and the conditions for growth

•Average historical cost surplus maintained between 4% to 6% total income •Maintain liquidity between 90-120 days of expenditure

•Budget updates•Financial strategy

What this means for our [faculty/school/department]?

• Projects and activities supporting the delivery of the Strategic Plan

• Prioritising work in line with our objectives

• Working in partnership with others

• Opportunities for learning and developing different skills

• Roles and responsibilities for each of us

• Different ways of working

Next steps for the university as a whole

• Developing a firm sense of collective purpose and clear leadership

• Work across the university on cross-cutting strategies to deliver the Strategic Plan

• Assessing implications for local and academic planning

Work underway: Learning to make a difference

• Learning and teaching and e/blended learning strategies in development

• Progressing arrangements for the development of a Continuing Professional Development portfolio

• University of Brighton accreditation scheme for teaching in Higher Education- to be agreed in January

• Academic teaching qualifications audit via Higher Education Statistics Agency return by summer 2013 and the roll out of the university teaching qualification scheme

• Further work on the Student Retention & Success Framework

• Work on projects within the MATISSE (Modernising Administration to Improve the Student and Staff Experience) Project Board– several have already started

Work underway: Learning to make a difference (2)

• Mapping engagement opportunities for the undergraduate curriculum

• Employability and Enterprise Board working on targets with the Careers Office. School “champions” appointed, new CPA and eFolio developed

• New for 2012-13, Recruitment Operations and Marketing Strategies under implementation. The new Recruitment and Outreach Manager started in their role at the end of October

• Quality Assurance Agency institutional review in spring 2013

• Application Tracker supporting close working for the 2013 applications/admissions cycle

Work underway: Developing wealth; promoting welfare

• Reviews of the Sabbatical Scheme with proposals for improvements in place

• Launching the 'Rising Stars' scheme for early career researchers

• Preparing the 2014 Research Excellence Framework submission to keep our university in the top 60 of research quality league table

• Research student scholarship scheme advertised and 16 new research posts to be released

• Consultation on research training framework

Work underway: Local roots; global presence

• Expansion of the International College into Art & Design preparatory courses in the Cavendish

• Starting a pilot programme to provide enquiry/conversion support to international activities in the Faculty of Science & Engineering and the Business School

• Developing a full International strategy

Work underway: Sustainable practices

• Developing the Human Resources strategy along with further developments to policies and procedures on a range of relevant issues including Staff Development Reviews

• Draft proposals for workload planning prepared for consultation

• Delivering on the Internal engagement strategies for staff and students including the development of StaffCentral and StudentCentral

• Major redevelopment of the external website to optimise the user experience

Work underway: Sustainable practices (2)

• Draft Estates strategy principles and aspirations currently out for consultation through the Autumn committee cycle

• Implementation of informal social and learning spaces pilot projects

• C change campaign carbon management initiatives

• New halls of residences opened at Varley Park with a further phase of building work under way

• Developing a new Financial strategy

Questions?

Our objectives in full


Transformational learning experience

•Increase NSS score for satisfaction with ‘Teaching on the course’ from 86% to 90%•Reduce home non-continuation from 12.2% to 9%

•NSS results and action plan•Learning and teaching strategy•Digital and e/blended learning strategy•Retention strategy•Research-informed learning: sharing practice•Social and informal learning spaces

Research ambition •Be in top 60 in REF 2014 quality league tables•Volume of REF-able staff increase to 40% for 2019 REF

•REF planning•Research strategy•HEIF5 strategy•Doctoral college•Academic workload planning and development


•Increase satisfaction with learning and development from 72% to 78% in staff survey •All academic staff have or working towards teaching qualification or equivalent

•Staffing strategy•Staff engagement strategy•Equality objectives•Health, safety and wellbeing strategy•Academic workload planning and staff strategy

Our objectives, KPIs and key projects/activities


Engagement and impact •All undergraduate courses offer opportunity for external engagement e.g. work placement.•Grow REASE income by 10%.

•Partnerships with Brighton, Hove and Hastings councils•University sponsored academies•Gatwick Diamond•Partnerships for health and education•Working through CUPP

University of choice •Move towards UCAS entry tariff score of 320 from 289•Continue to meet recruitment targets against funder contracts.

•Ongoing development of the curriculum portfolio•Recruitment strategy•Marketing strategy•Access agreement and widening participation strategy•Student charter•Student experience focus

Student success •Increase employment rate for first degree leavers from 88.7% to 92%.•Meet Access Agreement targets for recruitment and retention.

•Employability and career development plan•Student charter•Student communications strategy



Digital transformation •Win sector award for excellence in use of digital technology for learning and teaching•Increase NSS satisfaction score from 85% to 90% for ‘access to general IT resources when I needed to’

•Digital strategy•Investment plans in IT




Objective KPI Projects/Activities

Sustainable campuses •Cut carbon emissions by 50%•Maintain top 10 position in Green League

•Carbon Management Plan•Sustainable development strategy•People and Planet League status•Estates strategy

Financial viability and the conditions for growth

•Average historical cost surplus maintained between 4% to 6% total income•Maintain liquidity between 90-120 days of expenditure

•Budget updates•Financial strategy


Reflecting and relating to OH&S Objectives

What does this mean for us?

What stood out for you?

What did not stand out for you?

Challenges?

Key Features

Factors affecting delivery across multi site locations

Geographic footprint

Optimising new technologies

UoB growth areas

Supporting business safety solutions

Workload planning issues

Sustainability

UoB Partnerships, H&S implications

Key Features: Sustainability

Concept of sustainable people/staffing strategy

Design and flexibility within space and building requirements

• Conflict with objectives

Digit and IT infrastructure

• Emerging occupational illnesses

Key Features: Growth Areas

Growth areas

• Research

• Student placements

• Internationalisation

• Employability/professional practice

Key Features :Partnerships

Service Level agreements

Quality assurance

Networking and best practice

• Role of USHA sub groups

• Regional HE/FE groups

OH&S risk management factors

Key Features: Developing and Delivering Core OH&S Services

Supporting good governance

• Moving towards auditing, benchmarking schemes

• Aligning with 18001standards

• Adopting a more structured project management approach

• Developing core KPI’s

• Securing a safety management system

• Implementing safety policy templates based upon risk categorisation

• Improving safety committee and decision making processes

• Reviewing OH&S staffing/ resources

• Introducing new networking and learning forums

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Safety & Health

University of Brighton

Faculty of Science and Engineering Safety HUB

Faculty of Arts Safety HUB

EFM Safety Manager

Radiation/Laser Safety

Fire Safety

Occupational Health and wellbeing

Residence and Catering Safety

Manager

Student Union

Where next for OH&S

OH&S Development days

• OH&S Strategy planning and engagement sessions

• Consultation with key stakeholders

• Support from SMT

strategic plan 2012-15

Documents

communities of learning

brighton staff

forms of digital learning

strategic investment

new strategic planreflect

centre of research

key outcomes

future ambitiondeveloping