university of st andrews people enabling strategy 2019–2023 · 2020-01-28 · pillars of the...

University of St Andrews

People Enabling Strategy 2019–2023

1. Introduction

1.1. The People Enabling Strategy represents a high-level plan to support the current and future development of our staff and students as a single community. It is one of five enabling strategies identified in the main University Strategy as key to its delivery, and supports the four strategic pillars of World-Leading St Andrews, Diverse St Andrews, Global St Andrews, and Entrepreneurial St Andrews, and the overarching theme of Social Responsibility.

1.2. People are intrinsic to our success as a University and a community. Our unique environment, culture and beliefs are an important element of attracting, nurturing and retaining the best staff and students. Our aim with the People Strategy is to enhance people’s experience by developing a framework that supports our diverse community through a combination of innovative and targeted engagement, development, recognition and wellbeing initiatives, embracing transformational change, while conserving and harnessing our uniqueness.

1.3. These ambitions are reflected in the four key priorities within the People

Strategy: • Recruiting and welcoming our people • Valuing and developing our people • Empowering our people • Leading our people.

1.4. This document is accompanied by a table which maps out priorities against the

pillars of the University Strategy. It should be read in conjunction with the other four enabling strategies which combine to deliver the key aspects of the University Strategy.

2. Context

2.1. The People Strategy embraces the changing demands of the University

alongside those of our community of people. We have a diverse, international cohort, who have varied expectations both in relation to employment and study. The strategy is mindful of these evolving current and future expectations, and how the University must adapt to meet people’s needs.

2.2. The People Strategy has emerged from a wide-ranging consultation with staff and students; over 1,000 people participated in an online survey or a focus group, producing over a million words of feedback. The evidence that this consultation has provided us with has formed the basis of a high-quality understanding of our strengths, weaknesses, direction, and priorities. This Enabling Strategy faithfully reflects these contributions. A fundamental and

crucial feature of ensuring its success will be continuous staff engagement with the process, allowing progress to be demonstrated, questions asked and where relevant, changes made to ensure that the People Strategy is an evolving and live process.

2.3. In addition, the strategy confirms our commitment to maximise our contributions

in the context of a complex external environment; for instance, the impact of the uncertainty created through Brexit, increasing global competition, increasing regulatory framework, and increased expectations around work life balance and the diverse ways in which people work and study.

3. Vision 3.1. We will strengthen a culture that embraces our vision of social responsibility,

diversity, and inclusivity, welcomes change and openly shares our values. We will work towards St Andrews becoming a beacon of inclusivity and an environment where staff and students flourish, can produce their best work, are engaged, valued and inspired to continuously improve and expand their horizons, contributing to our status as a world-leading University.

4. Scope and impact 4.1. The People Strategy is wide-ranging and far-reaching. It will support and enable

the University to deliver a framework of activities that contribute to the success of the University Strategy. It is not an HR strategy, which has a sole focus on staff and service delivery. The People Strategy is broader than this, encompassing both staff and students, and embracing positive change. It will establish lasting foundations for a culture that supports staff and students to be their very best.

4.2. Some areas of this strategy will span multiple years, especially where they

require organisational and cultural changes that require time to implement and become embedded in our University.

4.3. The strategy will not focus on the delivery of each action in isolation. Many

actions are interdependent and inter-dependencies also exist with the other enabling strategies. A critical path will therefore be developed to ensure successful implementation, and the strategy will be regularly monitored, including through the use of a set of agreed performance indicators.

5. Alignment to the University Strategy

5.1. The People Strategy is aligned to the themes of the University Strategy as set

out below.

5.2 Social Responsibility

5.2.1. Social Responsibility will feature in all of our decision-making processes. We will build on our strong community to seek to provide an organisational context within which individual staff and students can develop and make their best

contributions. We will seek to maximise our positive impact on the local, national, and international environment by ensuring that we have clear ethical behaviours. We will improve organisational efficiency by modelling sustainable practice in areas such as energy and recycling; promoting development opportunities both locally and globally. We will:

• Develop programmes to provide sustainable employment opportunities for the local community such as apprenticeships.

• Embed social responsibility into individual and team objectives. • Open development activities and events to our local community. • Provide development opportunities that support inter-community activities

e.g. volunteering and civic engagement. • Engage community stakeholders in change projects. • Encourage people to consider the environmental impact of their activities

and to innovate to work, study and live sustainably.

5.3. World-leading St Andrews

5.3.1. We will build capacity to develop and support our people to be world-leading, and enable those already at the forefront to support and develop others to broaden success within research, innovation and teaching. We will:

• Recruit the best people from across the world. • Empower our people to become world leaders in their respective roles. • Support the development of interdisciplinarity. • Encourage our people to excel and aspire to excellence. • Support and incentivise leadership excellence. • Recognise and reinforce our world-leading activity. • Create opportunities for our people to be creative and entrepreneurial.

5.4. Diverse St Andrews 5.4.1. We will embrace and promote diversity as a key attribute of our community, and

ensure that a robust framework of support exists to enable all staff and students to develop their potential. Our values and behaviours will enable people to work and study in a context of integrity, openness, fairness, and inclusion. We will: • Target our recruitment practices to reach a global and more diverse pool of

applicants. • Attract and secure the best staff from the widest pool. • Support networks of University communities with specific interests,

experiences and requirements. • Ensure all staff and students have equal access to University services and

opportunities, develop consistency of policy access, implementation, and practice.

• Encourage creative thinking and innovation in practice. • Create a context in which failure is understood as an opportunity to learn

and develop, and a positive feedback culture.

• Ensure meaningful interventions can be put in place to support our diverse community.

• Work to enable closing participation, attainment, retention, progress, and experiential gaps across key socio-demographic characteristics, including gender, race, disability, and sexuality.

• Develop a culture of emergent leadership that spans all levels of experience and background.

• Recognise that wellbeing challenges exist, and extend our capacity for support while building a culture of care, tolerance, and resilience.

• Actively support work life balance, ensuring this support is transparent, led from the top, and engaged with at a local level.

• Provide multiple fora for staff to express concerns, put forward suggestions, and raise issues in open and positive contexts.

5.5. Global St Andrews

5.5.1. We will seek to develop a truly international standing by encouraging greater

global collaboration and movement of our people, along with developing international skills and recognised support networks within St Andrews. We will:

• Ensure our recruitment processes recognise our global impact and reach. • Promote our vision and brand as a world-leading university which places

diversity and inclusion at the heart of our values; ensure our offer resonates with global audiences.

• Develop robust onboarding and induction processes that recognise that our people come from across the globe; review the support provided to those who relocate.

• Develop collaborative skills and encourage global collaboration across the University; develop and encourage capability to lead international teams; support globally-linked events, initiatives, and outlook.

5.6. Entrepreneurial St Andrews

5.6.1. We will encourage our community to develop links with industry and business,

and have a greater focus outside of the University setting to generate economic and other impacts. We will provide a framework to encourage, support, and recognise enterprising activity and innovative thought for all staff and students. We will:

• Embed entrepreneurship and enterprise into design and success criteria across all job roles and degree programmes.

• Provide guidance on the scope for entrepreneurial activity. • Provide specific internal development activities to strengthen

entrepreneurial awareness and skills. • Recognise and reward relevant entrepreneurial activities. • Provide HR policy frameworks for people to develop entrepreneurial ideas

and practice. • Encourage creative thinking and innovative practice.

• Provide HR policy frameworks to support partnerships with the private, public, and third sector to enable practical project opportunities for staff and students.

• Students empowered to develop start-ups and entrepreneurial projects. • Model sustainable practice with regard to energy/recycling/our sustainable

engagement with our social and physical environment.

6. Performance Measures

Recruiting and welcoming our people

1.1. Improved recruitment website showcasing the St Andrews offer, illustrated by an increase in positive user reports. 1.2. Improved induction experience reports. 1.3. Increased diversity profile within 5 years.

Valuing and developing our people

2.1. Increased employee and student satisfaction as evidenced via staff survey, NSS, re-engagement events, and data capture. 2.2. Increased take up of specific and relevant development opportunities, with positive impacts reported. 2.3. Closing of participation, attainment, retention, progress, and experiential gaps.

Empowering our people 3.1. Improved web presence and utility to enable more self-service of information, illustrated by an increase in positive reports. 3.2. Implement St Andrews Pulse meetings to gather feedback on governance and experience. 3.3. Increase in mediation/local resolution to disputes.

Leading our people 4.1. Implement development programme for key roles, such as Heads of School/Heads of Unit/PIs, and measure impact. 4.2. Increased diversity among leaders/managers.

Mairi Stewart Director, Human Resources Professor Ruth Woodfield Assistant Vice-Principal, Diversity January 2020

People Strategy - Draft Framework Nov 2019

Enabling strategy

priority

Scope World-leading St Andrews

Diverse St Andrews

Global St Andrews

Entrepreneurial St Andrews

Social Responsibility

Recruiting and welcoming our

people

Develop a relevant recruitment strategy that attracts the best people both nationally and internationally and across a diverse pool

Recruit the best people from the widest pool Project effectively what we know is good about working in St Andrews; ensure that our offering strikes the right balance between personal and career priorities, enabling us to attract the best people

Ensure how we target recruitment advertising, timing of recruitment and job design is optimal to attract the broadest range of talents Strengthen guidance in relation to staff appointing process Review how we present the University in adverts and our supporting materials – consider our public presence Improve webpages and links to attract diverse cohort of students, visibility of access routes etc.

Ensure recruitment processes recognise our global impact and reach Promote our vision and brand as a world class University which places diversity and inclusion at the heart of our values Ensure the St Andrews offer resonates with global audiences e.g. ‘Reader’, ‘MLitt’

Minimise travel requirements where appropriate through the use of accessible technological solutions

Enabling strategy

priority


Diverse St Andrews

Global St Andrews


Improve our understanding of how people experience applying and being recruited to St Andrews (including from diverse perspectives)

Support the integration of new staff and students

Drive University-wide improvement in welcoming and settling international staff Strengthen local induction for staff

Augment our support and guidance on ‘living locally’ and working at St Andrews, for a diverse cohort Ensure student welcome aligned to priorities of inclusivity and values

Ensure on-boarding and induction processes recognise that staff come from across the globe Review the relocation offer and scope Recognise the different needs of international and domestically recruited staff

Ensure entrepreneurial priority and opportunities are clearly communicated accessible

Ensure planned student growth is well-supported

Proactive approach to recruiting strong students to post-graduate study

Ensure growth increases diversity of student cohort

Consider enterprising ways of sponsoring students, to increase diversity

Enabling strategy

priority


Diverse St Andrews

Global St Andrews


Valuing and Developing our

People

Identifying and meeting development needs at all career and learning stages Setting and reviewing objectives Robust Talent Management Creating the conditions for people to perform at their best

Provide clarity on performance and outputs – set clear and measurable outcomes and expected standards of activity and performance Ensure strong and effective support mechanisms are in place e.g. RDS/ARD Create clear career paths Recognise exceptional performance Recognise innovation in all roles

Embed diversity and social responsibility into individual and team objectives Ensure there is equal opportunity for students to excel Improve our understanding of the impact of inclusive environment on activity and performance Support staff and managers where performance falls short of expected standards Reinstate PS information sharing/support forum Ensure all staff and students have equal access to all University services and opportunities

Encourage global collaboration across the University

Provide guidance on the scope for activity within each role and signposts/introductions to mentors for staff and students Encourage, recognise and reward entrepreneurial activities, contribution modes and outcomes Embed entrepreneurship and capacity to innovate into - job design and performance measures - degree programmes and assessment Develop activity indicators as an additional basis for workload, sabbatical, promotion decisions Use challenge and failure as an

Enabling strategy

priority


Diverse St Andrews

Global St Andrews


opportunity to learn and develop Encourage creative thinking and autonomy Provide specific and relevant opportunities for staff and students to develop ideas

Improve and standardise job description where appropriate Deliver robust recognition and reward schemes Develop robust succession planning, and priority recruitment areas Professionalising staff in all roles

Shadowing, re-engineering roles, deputising, improved agility, review role descriptions Ensure all staff are provided with best practice examples, opportunities, and support Streamline existing post replacement process

Ensuring appropriate flexibility in relation to work patterns, to optimise work contributions Make role and job descriptions and internal application process accessible Ensure Professional Service Staff and staff on all grades have access to the development opportunities and support

Enabling strategy

priority


Diverse St Andrews

Global St Andrews


Recognise the importance of Health and Wellbeing Ensure the ‘strong community’ of St Andrews is maintained, utilised and highlighted Cement and celebrate the principles of a diverse community

Ensure St Andrews ‘offer’ is realised including high work satisfaction rates, and good work/life balance Ensure staff and student wellbeing is robust, work and life balanced Develop more recognition schemes to staff and students Grow mentoring opportunities across staff and student groups e.g. professional service staff/minority students Support the development of interdisciplinarity

Develop social engagement plans and space in each School/Unit Review staff and student social activities for inclusivity Front-line resolution of dispute logged and reviewed annually Improve and disseminate understanding of challenges of delivering Diverse St Andrews – build broad engagement Ensuring our high level of collegiality is maintained and developed

Provide good opportunities and support for international relationships and events for staff and students

Enabling strategy

priority


Diverse St Andrews

Global St Andrews


Empowering our People

Levelling the playing field to grow opportunity and excellence

Maintaining clear, user-friendly and accessible policies, systems and processes to support high standards of performance for staff and students Transparent workload models for Schools Develop positive feedback culture for staff and students Review approach to disputes to enhance informal engagement approach

Improve the understanding of, and guidance around, diverse pathways to promotion Identify and share information/responsibility, addressing relevant ‘gaps’ e.g. Gender Pay Gap While considering local context, ensure equal implementation of policy and practice (access to equal treatment) across Schools/Units and for staff and students

Develop collaborative skills and support international collaboration

‘Do we need this meeting?’ approach Ensure there are opportunities to engage with St Andrews environment and sustainable future of St Andrews for staff and students Improve evidence base for challenges to Diverse St Andrews e.g. funded PhD scholarships focused on race/ethnicity, socio-economic status, disability, gender Staff and students empowered to develop start-ups and entrepreneurial projects Significant development of industry partnerships for staff and students

Enabling strategy

priority


Diverse St Andrews

Global St Andrews


Listening to and communicating with our people

You Said, We Did - Improving communications of policy and practice change following employee voice/student community feedback Actively listen Recognising and reinforcing world-leading activity Creating opportunities for people to express their creative ideas on how we can continuously improve and deliver excellence Exit interviews a norm for staff Empower our staff to become world leaders in their respective fields

Support networks of University communities and encourage the broadest participation Capture diverse employee and student voice, including the quietly contented Ensure teaching and learning as inclusive as possible Develop clear principles for freedom of speech, respect and tolerance Ensure we communicate accessibly Ensure complaints procedures are clear and accessible Encouraging mutually supportive and collaborative engagement

Actively promote Study Abroad opportunities

Support idea sharing and brokering and use critique to develop a learning approach to entrepreneurial activity Developing enterprising methods of collecting employee voice and communicating Strategy progress and policy change etc.

Enabling strategy

priority


Diverse St Andrews

Global St Andrews


with the recognised Trade Unions Empower staff and students to challenge inappropriate behaviours

Leading our people

Developing leadership capability at all levels and in all roles, across all priority areas Ensure succession planning for Leadership positions supports the emergence of a more diverse cohort of future leaders Leadership role transition more accessible and transparent

Encourage people to excel in line management Increase Line Management role support, training, review and incentives

Embed Diversity in Leadership e.g. Leadership and Diversity training for HoS/Research team Leads/PIs Ensure leadership appreciate the strength and value of diversity in teams Build some commonality in leadership approach while recognising diverse leadership approaches Proactively offer relevant leadership training and mentorship

Encourage capability to lead international teams Encouraging staff and students to have a global outlook

Develop distributed leadership approaches where appropriate that allow freedom of action Support and develop entrepreneurial leads in schools/units

Enabling strategy

priority


Diverse St Andrews

Global St Andrews


Supporting and leading change HR development Modelling our values and expected behaviours

HR to have more proactive role in managing/leading Ensure behaviours align with values Consistently communicate our values and behaviours Ensure there are clear and appropriate opportunities to develop and demonstrate graduate/leadership skills per semester for all levels of students

Unified voice in communication with staff and students Move away from ‘deficit’ thinking Actively promote equality of opportunity and representation throughout University structures Role-modelling policies and best practices e.g. in relation to work/life balance

Promote civic responsibility in staff and student engagement with local, national and international communities

Model entrepreneurial and creative behaviours and encourage relevant entrepreneurial activity


Digital Enabling Strategy 2019-2023

1. Introduction 1.1. The Digital Enabling Strategy is one of five enabling strategies of the University

Strategy and key to its delivery. It supports the four key themes of World-Leading St Andrews, Diverse St Andrews, Global St Andrews, and Entrepreneurial St Andrews and the overarching theme of Social Responsibility.

1.2. The primary aim is to develop a digital strategy that enables the realisation of our ambitions through utilising opportunities presented by rapidly evolving technologies.

1.3. We want the Digital Enabling Strategy to: • adopt a ‘digital first’ approach to transforming our core teaching and

research activities by harnessing the potential of digital technologies to achieve improvements for users and by prioritising the use of smart technologies in a way that underpins our commitment to sustainability and to being a world-leading university;

• ensure that we continually project and position the University in a way which effectively communicates our brand, ambitions and accomplishments.

1.4. These priorities are reflected in the following key priorities within the Digital

Enabling Strategy: • Enhancing our digital presence • Providing robust digital platforms • Promoting digital innovation and creativity • Enhancing productivity and smart working • Enabling digital skills and engagement.

This document is accompanied by a table which maps out priorities against the pillars of the University Strategy.

2. Context 2.1. The University of St Andrews uses digital technology and platforms in a wide

range of ways to support its work. Whether this is in support of teaching and learning, administration or research, our students and staff rely on technology to be always available, responsive and secure.

2.2. Over the last decade the University has adopted and experimented with many new digital technologies to replace or enhance services and ways of working. This has touched and improved every part of the University and supports nearly

every business process we have, transforming the way in which we work. As we review our current position and look ahead to our commitment to being world leading, we are well placed to build upon and further transform our student and staff experience of the University. 

2.3. The current and future generation of students are digital natives and their expectations are of joined up, seamless digital platforms to improve their learning environment. Prospective students, current students, members of staff and external collaborators are far more likely to interact digitally with the University and its services and, as such need to have a positive digital experience. Our researchers and external collaborators expect the most advanced digital technologies, platforms and developments in order to explore, understand problems afresh, and deliver innovations, and to make sure these are relevant to our new, digital world. 

2.4. This strategy will outline the University’s approach to the new digital business paradigm including approaches to consumerisation and the potential opportunities that the digital world may provide. The University is recognised as a world-class place of learning and research, and there is an increasing need to ensure that we are positioned to exploit opportunities made available by new advantages and advances in digital technology.

3. Vision 3.1. To transform our University, our research processes and the delivery of our

teaching by harnessing the potential of digital technologies to provide the best possible user experiences and to encourage ‘digital first’. We will prioritise the use of smart technologies in all of our practices to underpin our commitment to sustainability and to make better use of our existing resources in preparing ourselves for our role as a world leading University now and in the future.  

4. Scope and Impact 4.1. The Digital Enabling Strategy will be delivered through a detailed delivery plan

which will influence the direction of travel of the University’s ICT strategy. A separate ICT strategy will continue to be developed and  will evolve to suit the current and future needs of the University by means of a clearly defined technology and systems roadmap supported by principles and standards. It is important to understand that while digital technologies themselves change rapidly they require supporting infrastructure to ensure digital services are resilient and secure. Many of these investments are long term and will go beyond the time span of the main University Strategy. 

4.2. The ICT strategy will respond to the priorities of the digital enabling strategy and both will be influenced in resourcing steps by available funding. In this way both will interact and respond to the University’s financial strategy. These strategies will be closely linked with dependencies carefully considered, including the development of a critical path and a set of key performance indicators which will track and record progress against all of the actions outlined.  

4.3. The further integration of new digital technologies in the University will blur conventional operational and leadership boundaries, and therefore much closer cross University collaboration will be required to realise the potential of these innovations. This will also enable us to become a data rich organisation with the ability to exploit data for more effective and efficient decision making.

4.4. As the digital environment is a fast moving one, the digital enabling strategy will be subject to regular review to ensure the University takes advantage of emerging technologies.  The proposed phasing of the strategy implementation is provided in Appendix 1. 

5. Alignment to the University Strategy Each Digital Strategy theme is aligned to the themes of the University Strategy as follows:

5.1. Social Responsibility

Social responsibility is a feature of all our digital decision making processes, and the University Strategy clearly supports this.

5.2. So that we espouse policies that improve rather than impoverish our environment we will:

• Improve organisational efficiency by promoting a ‘digital first’ agenda, thus continuing to reduce our carbon footprint by providing new ways of working.

• Develop and promote the use of online collaboration and communication platforms, reducing the requirement for staff to travel.

• Reduce transaction costs across all of our activities and thus the associated carbon footprint.

• Recycle and reuse our physical ICT assets in a responsible and sustainable way.

• Continue to procure solutions which are sustainable and fit in with our overall energy management approach.

• Promote a Green ICT agenda which will reduce the overhead associated with providing campus ICT and through appropriate purchasing decisions ensure that digital assets are procured in an environmentally sensitive way by looking across the supply chain.

5.3. Recognising that our day-to-day activities and plans for growth have a

profound impact locally we will:  • Continue to develop our ICT apprenticeship programme, creating

employment and addressing the significant skills shortage in the digital sector.

• Continue to support the wider cyber resilience agenda by participating in national and international groups, supporting training initiatives in the local community, and managing our own cyber security agenda.

5.4. World-leading St Andrews World-leading St Andrews is both a distinction afforded to St Andrews and a perpetual challenge.

5.5. We are a small institution renowned for the quality of and impact of both our research and our teaching and will: • Deliver a digital representation of the University that reflects our standing

and reputation and supports its further growth. • Develop world class ‘digital first’ approach which matches or exceeds that

of our competitors.

5.6. We recognise...new styles of learning and working, and the role of digital technologies which lead to increased creativity, productivity, and collaboration and will: • Continue to use technologies to enrich our teaching, developing

interactive physical and virtual teaching spaces to support onsite and offsite teaching. Support enhanced collaboration and interdisciplinary research irrespective of geographic limitations and boundaries.

• Empower our staff to collaborate seamlessly by providing access to a range of digital tools.

• Modernise space to recognise new and diverse preference and styles of learning and working.

5.7. Diverse St Andrews

We recognise that as a truly international and world-class university, our ambition is to be a beacon of diversity and inclusivity. In support of Diverse St Andrews, the Digital Strategy will: • Ensure our digital presence is accessible to the widest range of people

possible irrespective of device or platform. • Ensure our web presence is accessible and meets the widest range of

accessibility best practice guidelines and is device and platform agnostic. • Ensure all students and staff have equal access to our range of support

services.    

5.8. To develop a culture of leadership that spans all levels of experience and background we will:  • Continue to support digital apprenticeships and internships.

5.9. Global St Andrews

5.10. Our international reach and demographic profile is highly distinctive.

To consolidate our own position to achieve still more we will: 

• Establish a physical space and virtual presence that enable the successful operation of Global St Andrews and create a welcoming environment for international students, staff, alumni and visitors.

• Enhance our global reach through the use of innovative digital technologies in our marketing and recruitment campaigns.

• Ensure our systems are accessible securely from across the world. • Project a consistent digital identity globally through our online channels.

5.11. Entrepreneurial St Andrews

5.12. To strengthen our engagement with industry, business and policy

makers, and increase our capacity for innovation and value creation we will:  • Provide solutions which will encourage and increase access to new

markets. • Provide access to platforms which facilitate collaboration and innovation. • Develop new partnerships with industry to provide access to expertise and

resources in the digital arena.

5.13. And to create a culture shift to raise awareness of potential opportunities we will: • Support a culture of innovation through the provision of knowledge sharing

platforms.


Priority 

Measures 

Enhancing our digital presence 

1.1. Page hits and subsequent actions on websites 

Providing robust digital platforms 

2.1. Availability of key systems and infrastructure  2.2. User satisfaction with IT services and our online presence measured on an ongoing basis 

Promoting digital innovation & creativity 

3.2. Increase in revenues from the exploitation of digital assets 

Enhancing productivity & smart working 

4.1. Reduction in printed output  4.2. All paper forms identified and plans implemented to replace them  4.3. % of staff with access to mobile technology as their primary device 

Enabling digital skills & engagement 

5.1. Increased training hours and participation in supporting digital literacy initiatives 

Social Responsibility  6.1. % of University’s electrical energy consumed by ICT equipment 

Steve Watt Dr Katie Stevenson Chief Information Officer Vice-Principal, Collections December 2019

Digital Enabling Strategy - Framework

Enabling strategy priority

Scope Priority World-leading St Andrews

Diverse St Andrews

Global St Andrews



Enhancing our digital

presence

Develop an enhanced digital presence across the organisation Deliver technology enhanced learning agenda Provide enhanced collaboration capabilities Embed Privacy by Design principle

SHORT (0-2

years)

Provide a competitive environment which handles personal data responsibly

Extend our global reach through the use of online systems accessible irrespective of location Improve user mobility by delivering more digital services that operate on multiple devices Develop a University mobile app which provides seamless access to a range of personalised online services and positions us well in an increasingly competitive market Continue to align with the Scottish Government cyber resilience strategy aimed at making Scotland the safest place online

Work collaboratively to share cyber threat information with our stakeholders and provide advice and guidance to others



Diverse St Andrews

Global St Andrews


MEDIUM (2-3

years)

Deliver a digital representation of the University that reflects our standing and reputation and supports its further growth

Deliver learning and research platforms that are seamless and integrated to enhance our current approaches and contribute to developing new ones

Promote a ‘digital first’ approach to all our activity reducing paper and travel through enhanced online collaboration opportunities

Ensure our digital materials are accessible from any device and comply with the latest accessibility guidance

Ensure that the University community is trained and handles data and privacy responsibly at all times

Explore opportunities to use digital to further promote widening access and further flexible learning opportunities

Provide new tools and approaches that enable innovation and new ways to engage

Provide a digital environment which provides opportunities to enhance our connections with others and increase our overall levels of engagement and collaboration

Consider the opportunities to use the digital environment to explore new business opportunities including increased distance learning and other commercialisation activities

LONG (3+

years)

Ensure our digital environment is fully accessible and complies with the latest best practice and legislation



Diverse St Andrews

Global St Andrews


Enhancing productivity and smart working

Implement web based application delivery

Promote efficient and effective business processes and the use of artificial intelligence

Provide flexible and scalable digital workspaces

SHORT (0-2

years)

Ensure our software applications can be accessed securely from anywhere to promote flexible and agile working and to enhance mobility

Continue to contribute to sustainability by ensuring digital investments are aligned with best practice in energy and space efficiency

Ensure our online teaching spaces are secure and responsive and that they meet usability and accessibility requirements

Ensure our systems and digital platforms are accessible from anywhere by exploring and implementing in country solutions where necessary

Involve students and a broad range of other stakeholders in the design of our learning spaces and digital platforms

MEDIUM (2-3

years)

Continue to embrace web based application delivery and digital solutions to promote, anytime, anywhere anyplace and device independent services

Develop our learning environment to be flexible and scalable, to support digital solutions that fit seamlessly with

Encourage global collaboration across the University through the provision of appropriate tools and platforms

Explore new methods of teaching and learning that can be enhanced or made possible by digital technology and enable commercialisation where appropriate



Diverse St Andrews

Global St Andrews


interactive physical and virtual teaching spaces to support onsite and offsite teaching

LONG (3+

years)

Ensure that University business processes are streamlined, efficient and utilise appropriate modern digital technology including developments in artificial intelligence

Promote innovative ways of service delivery which seamlessly integrate with relevant businesses

Promoting digital

innovation and creativity

Embed digital first principle

Share digital best practice

Management of our data and digital assets

Develop a robust information architecture

SHORT 9 0-2

years)

Empower our staff to collaborate seamlessly by providing access to a range of digital tools

Develop a culture of sharing digital best practice and experiences across the University

Develop our digital collections with more emphasis on making these available online

Ensure that all our digital services are accessible to all through multiple channels

Improve digital provision for disabled students and staff by making more of our services available through different mediums

Explore the role of artificial intelligence to improve collaboration and integration with our partners worldwide

Encourage entrepreneurialism through the adoption and use of digital approaches



Diverse St Andrews

Global St Andrews


MEDIUM (2-3

years)

Promote and co-ordinate national programmes to increase diversity in the areas of digital at the University

Deliver a St Andrews experience which is digital by design

Seek opportunities to commercialise our data assets

Ensure that the digital and non-digital aspects of teaching, research and business are fully integrated

LONG (3+

years)

Embrace digital to Innovate and lead the field in our core activities through utilising artificial intelligence and machine learning where appropriate

Consider the commercialisation of our digital assets and expertise as a route to new business opportunities



Diverse St Andrews

Global St Andrews


Enhancing Digital skills

and engagement

Embed digital thinking and skills into the curriculum

Enhance the digital literacy of our staff and students

Develop a culture of continuous digital learning and development

SHORT (0-2

years)

Ensure that digital is embedded within curriculum design

Embed a culture of learning and continuous development in digital that will enable and encourage students and staff to maintain and expand their digital skills to capitalise on trends and opportunities in the digital world

Provide the University community with access to a wide range of engaging and easy to use digital courses

Continue to recruit and develop apprentices to support the digital agenda and provide solution at the point of need

Use internships and provide part-time roles for our students to promote the acquisition of enhanced digital skills

Promote activities which support digital wellbeing

Embed digital literacy into our curriculum ensuring all students have the opportunity to enhance their digital skills

Ensure our students and staff are equipped for the digital world

Ensure our students have all the necessary skills to make an impact in their chosen career of the future

Make the digital expertise and skills we have available to others

MEDIUM (2-3

years)

Ensure our staff and students have the relevant digital skills to enable creativity and enterprise



Diverse St Andrews

Global St Andrews


LONG (3+

years)

Providing robust Digital

Platforms

Implement infrastructure investments to build underlying digital ecosystem

Develop standards, consistency and interoperability across our digital universe

Develop fit for purpose information architecture and analytics

SHORT (0-2

years)

Ensure the implementation of our digital services follow best practice and we are consistent in our approach

Embrace open standards and promote the use of open source software where it makes sense to do so

Promote the use of common data standards to improve the portability of student information

Develop and make available multi tenancy services to support our increasing business activity on campus

MEDIUM (2-3

years)

Invest in new and emerging technologies that provide new opportunities for the University to deliver services in a different way

Continue to develop our sustainability agenda through the many low carbon initiatives we participate in

Build a digital ecosystem which will support our aspirations to be a leading global University

Utilise our data and digital assets in new ways to assist in informed decision making across the University

Provide a digital infrastructure that supports the complex requirements of our business partners and learners who may be based on or off campus



Diverse St Andrews

Global St Andrews


LONG (3+

years)

Ensure that our information architecture is capable of delivering robust and secure digital solutions which deliver access to information and data to all users with ease


Estate Enabling Strategy 2019-2023

1. Introduction 1.1 This strategy focuses on the built environment and the way these facilities can

enable the realisation of objectives stated within the University Strategy 2018-2023. The Estate Enabling Strategy sits alongside, and should be read in conjunction with the four other enabling strategies which combine to deliver the key aspects of the main strategy.

1.2 The built environment is one of the attributes which makes St Andrews unique,

and the character and quality of our estate is an important element of attracting and nurturing the best staff and students. We intend to prioritise innovation, sustainability and quality, whilst we enhance the estate through targeted strategic development and comprehensive long term maintenance.

1.3 This is reflected in the following four key priorities within the Estate Enabling

Strategy:

• Preserve, optimise and enhance our estate • Facilitate development and growth • Manage our environmental impacts • Maximise opportunities presented by our Estate.


2. Context 2.1 The University of St Andrews has a large estate encompassing more than 150

buildings and 220 acres of land. The estate is split across four distinct areas; Town Centre, which is integrated within the general townscape and houses Arts faculties and administrative functions; North Haugh, which is essentially a separate campus style facility housing our Science faculties in addition to student residences; East Sands, home to Marine Biology, Estates and student residences; and Eden Campus, an ex-industrial site which currently hosts a large biomass boiler and provides an exciting opportunity for growth and industry engagement.

2.2 As well as outlining our own aims, the Estate Enabling Strategy addresses the

current challenges inherent in the construction industry. The industry is facing significant problems in terms of financial sustainability, coupled with the availability and experience levels of its workforce. Workforce challenges are especially amplified in a geographical location like St Andrews. Further, the construction industry has recently been at the centre of high-profile

investigations, including that on-going into the Grenfell Tower disaster, and as an outcome of these, legislative and behavioural changes are expected.

2.3 Construction activities can be broadly categorised into three drivers; time, cost,

and quality. Health and Safety is a fourth driver, and provides an overarching context for all construction related activities. As a result of recent investigations, it is probable that a renewed emphasis will be placed upon quality, as it relates to both design and construction.

3. Vision 3.1 We will build and maintain an estate that is innovative, enduring and contributes

to the qualitative attributes of the wider town. By ensuring our estate is flexible, efficient, future-proofed to adapt to changing work and study patterns, we will create an environment where staff and students can produce their best work. We will continue to reduce our waste and energy impacts to maintain our trajectory towards carbon neutrality befitting of our role as a world leading university.

4. Scope and Impact 4.1 Whilst this document scopes the coming four years, it also sets a direction of

travel for the long term. Elements of the estate endure much longer than many other aspects of the University, and this brings a different perspective. What we create now must allow for flexibility and future-proofing to adapt to fast-paced change in the higher education sector and society. The Estate Enabling Strategy is very distinct from an Estates Department strategy, and sets out a roadmap towards realising the University’s fundamental goals. The principles set out in the document encompass all aspects of the estate including academic, residential and the administrative areas of operation.

4.2 To reflect University values and ambitions, we will prioritise the qualitative

aspects of construction. This also aligns with the recommendations of recent industry investigations. Many of the statements within the matrix appended to this document are founded on the principles of quality, excellence, and best practice.

4.3 Prioritising the quality of design, materials, and construction attracts an

inevitable initial premium in terms of time and cost which is one of the challenges we will face. This needs to be balanced against the value of making this investment, and we will articulate these benefits through a comprehensive governance process.

4.4 A catalyst to delivering the Estate Enabling Strategy will be the development of

Madras, which will be transformational in terms of additional space and providing the opportunity to create a step-change in our learning and teaching environments. It will also free up valuable space in the town centre which can be repurposed to realise some of themes outlined in Global and Entrepreneurial St Andrews.

5. Alignment to the University Strategy 5.1 A matrix showing goals within the four priorities accompanies this document.

What follows below summarises the main actions. 5.2 Social Responsibility 5.3 Social responsibility features in all our decision making processes about the

estate and the University Strategy makes clear statements on this, which will be supported through the Estate Enabling Strategy.

5.4 Vigorously pursue a programme of carbon reduction across our estate,

and embed a culture of deep-seated institutional commitment to sustainable practice and policy. We will:

• Promote agreed, world-leading standards of environmental performance

across our new and existing estate. • Tackle the future challenges that climate change will present to us by

working to ensure our estate is as climate resilient as possible. • Refresh our Carbon Management plan and identify the projects and

investment necessary to realise our ambition of becoming a carbon neutral university.

• Create a comprehensive Biodiversity plan to develop our natural space alongside the built environment and ensures all new developments have a strong focus on biodiversity and natural wildlife spaces.

• Fully consider quality, sustainability, and maintainability within our projects, reinforced through development of technical standards and governance to ensure repeatability and lower through life carbon and cost impacts.

5.5 Develop our own alternative energy sources, including biomass and

solar, to reduce carbon emissions and decrease our reliance on external providers and the fossil fuel industry, with a view to becoming carbon neutral for our energy. We will:

• Develop and champion energy saving proposals, and work closely with our

building users to maximise the impact of these proposals. • Seek and promote opportunities for funding and strategic investment in our

estate to reduce our energy and maintenance costs. • Support development and optimisation of our own alternative energy

sources, smart networks and diversification from the grid.

5.6 Recognise that our day-to-day activities and plans for growth have a profound impact locally. We will:

• Minimise construction impact through a combination of careful

masterplanning, comprehensive stakeholder engagement, and the promotion of schemes like Considerate Constructors.

5.7 Ensure all project boards, planning discussions, and activities are ‘community-aware’. We will: • Develop our Estate in a sympathetic and considerate manner taking

cognisance of this unique place, its community, natural environment and global reputation.

5.8 Communicate promptly and transparently with our stakeholders and

partners, listen to ideas, and be willing to adapt where there is evidence that we can improve our proposals and practices. We will:

• Establish best practice guidelines for community and stakeholder

engagement on all projects. • Lead the delivery of a masterplan of the town centre that facilitates growth

whist recognising the sensitivities and concerns of our neighbours.

5.9 World-leading St Andrews 5.10 World-leading St Andrews is both a distinction and a perpetual challenge, and

the Estate Strategy supports its goals in the following ways. 5.11 As we build and modernise space to accommodate planned growth, we

will recognise the new styles of learning and working, and the role of digital technologies which lead to increased creativity, productivity, and collaboration. We will invest in a range of diverse facilities and technologies, and ‘smart working’. We will:

• Stimulate new ways of learning, teaching and research through enhancing

and adapting our existing spaces to suit modal shifts. • Ensure the environment is conducive to sustaining high standards of

academic achievement within an estate that is distinctive and globally recognised.

• Develop and expand our core Building Management Infrastructure to provide sector leading levels of service and situational awareness, while lowering risk to the Estate.

5.12 The progress of World-Leading St Andrews will be indicate by sustained

high standards and ambition within a high-quality environment. We will:

• Aspire to create the listed buildings of the future by prioritising the qualitative aspects of building projects, while remaining cognisant of cost and timing demands.

• Improve the aesthetic of the Estate, while developing and preserving our natural environment.

• Preserve our heritage and modern buildings, sympathetically maintaining them to the highest standards to ensure functional suitability and optimal environmental performance.

• Ensure our masterplanning includes a focus on urban realm to recreate a sense of place and to inform improvements to vehicular and pedestrian flows.

• Make certain our development partners and designers provide the most innovative, efficient and world-leading environments.

• Establish and promote relevant quality criteria and ensure this is given prominence throughout the embryonic stages of a project and reinforced to all members of a project team.

• Invest in new and emerging building techniques, technologies and materials that support our commitment to lead innovation in the sector.

5.13 The redevelopment of the Madras site in the town centre provides an

outstanding opportunity to create and improve our set of physical spaces to encourage intellectual innovation at the frontiers of disciplines, and enhance our capacity for knowledge sharing and innovative teaching. We will:

• Ensure the redevelopment of Madras creates an opportunity to showcase

the University positively in an extremely prominent location, and to promote new ways of learning and teaching.

5.14 A major philanthropic campaign, with our alumni at its heart, will underpin

our ambitions as a world-leading institution planning for the next generation of students and academics. The campaign will contribute towards funding big ideas, scholarships, impactful research, buildings, and our endowment. We will:

• Liaise closely with Development to enhance fundraising prospects and

support associated campaigns.

5.15 Promote working across disciplines and interdisciplinarity in our priority areas. We will:

• Support the stimulation of collaboration and academic interdisciplinarity

through the use of design excellence. • Develop buildings which can exploit opportunities for co-location and

collaboration.

5.16 Adopting an estate strategy that takes up the opportunities created by the development of the Madras site and the Eden Campus, together with the refurbishment of buildings and facilities, to maximise attractive and flexible space across the whole of the University’s operations. We will:

• As we grow, continue to adapt, modernise and improve quality spaces and

service experience to a standard that differentiates St Andrews from other universities.

• Facilitate the relocation of Professional Services to enable more efficient and effective working and collaboration and provide capacity for growth.

• Maximise the use of our existing space to realise our full growth potential. 5.17 Estate development to enable our community to do their best work. We

will:

• Develop and expand our core Building Management Infrastructure to maximise use to provide sector-leading levels of service and situational awareness while lowering risk to the Estate.

• Lead the delivery of a masterplan to address the long-term space requirements of science schools and the development of the wider North Haugh.

• Benchmark teaching and learning spaces against best practice within the sector and make the appropriate improvements to our buildings.

5.18 Diverse St Andrews 5.19 As a truly international and world-class university, our ambition is to be a

beacon of diversity and inclusivity. The Estate Enabling Strategy underpins this in the following ways.

5.20 Support the University of St Andrews to be identified in the next decade

as an institution that is inclusive, inspirational, and incentivised to go on being so. We will:

• Ensure buildings are flexible and adaptable to meet these changing needs

through understanding the changing demographic and future student expectations.

• Realise the importance of buildings in terms of facilitating change in culture and working practices.

• Ensure that all new developments are designed to create a welcoming, inclusive and safe environment for all staff, students and visitors.

5.21 Improve provision for disabled staff and students, and involve all staff

and students in so doing. We will:

• Prioritise accessibility across the entire estate, develop a plan and integrate it into decision making and quality objectives.

5.22 Provide the structures and mechanisms that encourage students and

staff to develop their potential through support, training, and mentoring, based on the values of openness, fairness, and inclusion. We will:

• Grow skills in estate maintenance and development building on the

successful trades apprenticeship programme and working with partners to extend the opportunity to areas such as catering, business orientated functions, and science-based technical areas thus contributing to the skills requirements of the University as well as the town.

5.23 Global St Andrews 5.24 Our demographic profile is highly distinctive with over 45% of our students and

staff coming from outside the UK. The Estate Enabling Strategy can have an influence on the following aspects of this pillar.

5.25 Establishing a physical space and virtual presence that enable the successful operation of Global St Andrews and create a welcoming environment for international students, staff, alumni, and visitors. We will:

• Recognise the importance and status of our built environment and the

contribution it makes to providing a welcoming gateway for the world • Ensure the physical estate is suitable for the successful operation of Global

St Andrews and create a welcoming environment for international students, staff, alumni, and visitors.

• Look beyond our national boundaries to ensure teaching and learning spaces meet the expectations of a Global audience.

• Actively promote our sustainability progress and credentials with a global audience to reinforce our brand and environmental values.

5.26 Space to enable collaboration, support, and an enhanced digital

presence. We will: • Provide flexible, functional, and attractive space for collaboration,

discussions, pitches and gatherings. 5.27 Entrepreneurial St Andrews 5.28 Entrepreneurship is a key component of the university’s strategy. The estate

plays an important role in facilitating many of the activities involved in delivering these initiatives.

5.29 Developing and investing in the Eden Campus as a key catalyst and hub

for entrepreneurial activities. We will:

• Facilitate the further development of infrastructure and provide professional advice to future tenants at the Eden Campus to make the site attractive and functional, while maintaining a focus on commercial viability and the sustainability credentials of the site.

5.30 Development of partnerships with industry to enable practical project

opportunities for staff and students. We will:

• Celebrate the history and heritage of our buildings by encouraging community use and promoting their historical relevance for the benefit of the University and the wider town.

• Seek and promote opportunities for funding and strategic investment in our estate to reduce our energy and maintenance costs.

5.31 To be entrepreneurial in our culture is to see potential in existing and

future activity and to translate that into action and application. We will:

• Continue to engage fully in the St Andrews West development which offers significant potential for attracting commercial enterprises.

• We will integrate our space management systems, allowing us to open up revenue streams for micro sub-letting of space.

6. Performance Measures 6.1 The following measures will be used to indicate progress against each of the

high-level priorities. Priority Measure Preserve, optimise and enhance our estate

1.1. Shift from reactive maintenance towards the implementation of predictive maintenance measures.

1.2. Reduction in backlog maintenance and therefore reduction of risk.

Facilitate Development and Growth 2.1. Implement the development principles which will be established through a masterplanning exercise across the estate taking account of short/medium/long term goals. 2.2. Conduct post-occupancy evaluations and ensure any learning is adopted in future developments. 2.3. Increased fundraising as a proportion of development costs. 2.4. Undertake regular benchmarking exercises against appropriate peers to assess the success of various initiatives.

Manage our Environmental Impacts 3.1. Track the goals towards becoming carbon neutral based on a published Carbon Management Plan. 3.2. Undertake regular travel surveys to assess the impact of associated initiatives. 3.3. Use sector-wide assessment tools such as the ‘green scorecard’ to measure organisation maturity in terms of sustainability.

Maximise opportunities presented by our Estate

4.1. Measure and benchmark our space occupancy statistics. 4.2. Monitor external income generation from the estate.

Mark Simpson Director, Estates Office December 2019

Estate Enabling Strategy - Framework

Enabling strategy priority Scope Priority World-leading

St Andrews Diverse

St Andrews Global

St Andrews Entrepreneurial

St Andrews


Preserve, optimise and enhance our

Estate

Ensure the estate is safe, secure, compliant and suitable for its intended purpose. Protect and enhance the uniqueness of the character, its heritage and quality of our built and natural environment. SHORT

(0-2 years)

Ensure the environment is conducive to sustaining high standards of academic achievement within an estate that is distinctive and globally recognised. Improve the aesthetic of the Estate, while developing and preserving our natural environment. Develop and expand our core Building Management Infrastructure to maximise use to provide sector-leading levels of service and situational awareness while

Grow skills in estate maintenance and development building on the successful trades apprenticeship programme and working with partners to extend the opportunity to areas such as catering, business orientated functions, and science-based technical areas thus contributing to the skills requirements of the University as well as the town.

Recognise the importance and status of our built environment and the contribution it makes to providing a welcoming gateway for the world to come to St Andrews. Ensure the physical estate is suitable for the successful operation of Global St Andrews and create a welcoming environment for international students, staff, alumni, and visitors.

Maximise attractive and functional space for collaboration across disciplines and functions.


St Andrews Diverse

St Andrews Global


St Andrews

lowering risk to the Estate. Preserve our heritage and modern buildings, sympathetically maintaining them to the highest standards to ensure functional suitability and optimal environmental performance.

Benchmark teaching and learning spaces against best practice within the sector and make the appropriate improvements to our buildings. Invest in new and emerging building techniques, technologies and materials that support our commitment to lead innovation in the sector. Prioritise accessibility across

MEDIUM (2-3

years)

Stimulate new ways of learning, teaching and research through enhancing and adapting our existing spaces to suit modal shifts. Consider our impact on the aesthetic of the town centre by creating a Signage and Way-finding Strategy.

Develop a plan that prioritises accessibility across the entire estate to invest in and adapt our buildings to be as inclusive as possible.


St Andrews Diverse

St Andrews Global


St Andrews

the entire estate, develop a plan and integrate it into decision making and quality objectives.

Ensure our new buildings are flexible, efficient and future-proofed to adapt to changing work and study patterns. Provide an estate that is innovative, sustainable and contributes to the qualitative attributes of the wider town.

LONG (3+ years)

As we grow, continue to adapt, modernise and improve quality spaces and service experience to a standard that differentiates St Andrews from other universities.

Ensure buildings are flexible and adaptable through understanding the changing demographic and future student expectations.

Provide flexible, functional, and attractive space for collaboration, discussions, pitches and gatherings. Seek and promote opportunities for funding and strategic investment in our estate to reduce our energy and maintenance costs.

Facilitate Development and Growth

Aspire to create the listed buildings of the future by prioritising the qualitative aspects of building projects while remaining cognisant of cost and timing demands. This will ensure an estate that is distinctive and globally recognised.

SHORT (0-2

years)

Instigate a masterplan to address the long term space requirements of science schools and the development of the wider North Haugh. Instigate a masterplan of the town centre that

Establish best practice guidelines for community and stakeholder engagement and ensure that project boards follow these. Ensure that all new developments are designed to create a welcoming, inclusive and safe environment

Liaise closely with Development to enhance fundraising prospects and support associated campaigns.


St Andrews Diverse

St Andrews Global


St Andrews

Develop our Estate in a sympathetic and considerate manner taking cognisance of this unique place, its community, natural environment and global reputation. Develop buildings which can exploit opportunities for co-location and collaboration.

facilitates growth whist recognising the sensitivities and concerns of our neighbours. Ensure our masterplanning includes a focus on urban realm to maintain a sense of place and to inform improvements to vehicular and pedestrian flows. Facilitate the relocation of Professional Services to enable more efficient and effective working and collaboration and provide capacity for growth. Fully consider quality, sustainability and maintainability within all of our projects, reinforced through development of technical standards

for all staff, students and visitors.


St Andrews Diverse

St Andrews Global


St Andrews

and governance to ensure repeatability and lower through life carbon and cost impacts Establish and promote relevant quality criteria and ensure this is given prominence throughout the embryonic stages of a project and reinforced to all members of a project team. Minimise construction impact through a combination of careful masterplanning, comprehensive stakeholder engagement and the promotion of schemes like Considerate Constructors. Develop our Estate in a sympathetic and


St Andrews Diverse

St Andrews Global


St Andrews

considerate manner taking cognisance of this unique place, its community, natural environment and global reputation.

Build to leading standards to minimise our through-life energy and maintenance costs. Ensure our new buildings are flexible, efficient and future-proofed to adapt to changing work and study patterns as well as being as resilient as possible to the impacts that climate change will bring.

MEDIUM (2-3

years)

Encourage our development partners and designers to provide the most innovative, efficient and world leading environments.

Look beyond our national boundaries to ensure teaching and learning spaces meet the expectations of a Global audience.

Invest in new and emerging building techniques, technologies and materials that support our commitment to lead innovation in the sector. Support development and optimisation of our own alternative energy sources, smart networks and diversification from the grid

Use the opportunity of creating new buildings, where appropriate, to enhance the student and staff experience, to facilitate growth and to enhance reputation.

LONG (3+ years)

Support the stimulation of collaboration and academic interdisciplinarity through the use of design excellence.

Realise the importance of buildings in terms of facilitating change in culture and working practices.

Ensure the redevelopment of Madras creates an opportunity to showcase the University positively in an extremely prominent location, and to

Design and build space for a range of business needs. Provide innovative and supportive workspace including single desk drop in, meeting and social


St Andrews Diverse

St Andrews Global


St Andrews

Encourage innovation and excellence by developing the estate in a way that stimulates and encourages new ways of learning and teaching.

promote new ways of learning and teaching.

space, office suites, labs, workshops, all with appropriate support amenities.

Manage our Environmental

Impacts

Promote agreed world-leading standards of environmental performance across our new and existing estate. SHORT

(0-2 years)

Refresh our Carbon Management plan and identify the projects and investment necessary to realise our ambition of becoming a Carbon Neutral University. Create a comprehensive Biodiversity plan to develop our natural space alongside the built environment and ensures all new developments have a strong focus on biodiversity and natural wildlife spaces.

Provide accessible tools for all staff and students to enable transport options through the transport hierarchy of active travel, public transport, and car sharing. Work across the town with other institutions to develop town wide strategies to strengthen sustainability.

Implement recommendations proposed through our new Strategic Travel Plan to reduce our carbon footprint – both local and international, through improved public transport, cycling and walking initiatives. Actively promote our sustainability progress and credentials with a global audience to reinforce our brand and environmental values.

Explore partnerships with industry to provide innovative solutions to decrease our reliance of the fossil fuel industry. Develop and champion energy saving proposals, and work closely with our building users to maximise the impact of these proposals. Seek and promote opportunities for funding and strategic investment in our estate to reduce our energy and maintenance costs.


St Andrews Diverse

St Andrews Global


St Andrews

Review the appropriate levels of sustainability measuring tools within new building development and refurbishments. Continue to be at the forefront of current thinking and initiatives, including our Travel Strategy, Biodiversity Strategy and Action Plan and energy saving initiatives. Ensure all new developments have a strong focus on biodiversity and natural wildlife spaces.

Support development and optimisation of our own alternative energy sources, smart networks and diversification from the grid.

MEDIUM (2-3

years)

Provide green spaces that allow students and staff to interact, grow food, support wildlife or provide healthy activities.

Work together with other University partners to develop a staff and student engagement tool to promote sustainability.


St Andrews Diverse

St Andrews Global


St Andrews

Tackle the future challenges that climate change will present to us, by working to develop our campus to be as climate resilient as possible. LONG

(3+ years)

Embed cultural change and ensure new development enables Active Travel through the provision of excellent walking and cycling facilities. Influence the changing of practices that have an impact on the natural environment and the resources we use and shift to circular economy approach.

Maximise opportunities presented by

our Estate

Ensure the successful development and commercial viability of Eden Campus. Continue the promotion of the St Andrews West development which offers significant potential for liaising with commercial enterprises.

SHORT (0-2

years)

Use our building control systems to align our energy use to allow demand reduction in response to UK, Scottish and Fife wide grid infrastructure issues. Develop and expand our core Building Management Infrastructure to maximise use to provide sector-

Facilitate the further development of infrastructure and provide professional assistance and advice to future tenants at Eden Campus to make the site attractive and functional, while maintaining a focus on commercial viability. St Andrews West is a long-term project


St Andrews Diverse

St Andrews Global


St Andrews

Maximise the use of our existing space to realise our full growth potential

leading levels of service and situational awareness while lowering risk to the Estate. Development of a core set of standards and processes to exploit current and latest technology. Create world-leading levels of space utilisation and real-time awareness of space availability and serviceability.

which offers significant potential for liaising with commercial enterprises. We will continue to engage fully and highlight opportunities as they arise.

Celebrate the history and heritage of our buildings by encouraging community use and promoting their historical relevance for the benefit of the University and the wider town.

MEDIUM (2-3

years)

Develop our estate to become an effective medium for engagement with our material culture, showcasing relevant items or their representations from our collections and history.


St Andrews Diverse

St Andrews Global


St Andrews

Explore opportunities to share space and promote engagement with the wider community.

LONG (3+ years)

Enabling the exploitation of heritage space for revenue generating events. We will integrate our space management systems, allowing us to open up revenue streams for micro sub-letting of space.


Accommodation Enabling Strategy 2019-2023

1. Introduction 1.1. The Accommodation Enabling Strategy sets out the approach the University will

take to achieve the growth of residential accommodation required to support the successful delivery of the University Strategy 2018–2023. It will work in close collaboration with the four other enabling strategies to ensure successful delivery across the piece.

1.2. The Accommodation Enabling Strategy supports our reputation as the best

university in Scotland and one of the best in the United Kingdom, as well as responding to our profile as a university of the highest international standing with a global reach. It also responds to our ambition to become an ever more diverse and inclusive university, as well as evidencing our commitment to an entrepreneurial culture.

1.3. The aim of our residential system is to support a collegial University by providing

high quality, accessible residences in a sustainable manner. Our buildings are designed and run so as to enhance the experiences of our students, staff, and guests, as well as the character of our town.

1.4. The Accommodation Enabling Strategy sets out four priorities:

• A balanced accommodation portfolio that shows consideration for a diverse international student population, families, and staff.

• An inclusive approach to developing purpose-built student accommodation that engages with our communities in the University and town.

• A sustainable accommodation system model that enables continual investment to provide the best quality and residential experience.

• A mix of rents that offers accessibility, choice, and affordability across our community.

1.5. This document is accompanied by a table which maps out priorities against the

pillars of the University Strategy.

2. Context 2.1. There is a pressing need to develop residential capacity in time for planned

academic and student growth. The University expects the first large spike in growth to come for the 2021/22 academic year (9529). The current residential capacity provides c.44% (4100) of beds for our student population (9300), with little space to accommodate more returning students and a risk that as our student population grows, more returning and postgraduate students will be pushed into the private market to guarantee rooms for incoming undergraduates. To increase the percentage of current capacity

available, the development of Albany Park will see an additional c.960 beds taking the total residential capacity to 5000+ beds with a target delivery date of September 2022 or earlier.

2.2. All additional growth over the past five years has been delivered through

external funding and has not used University funding intended for academic growth. We intend to continue with this model as far as possible.

3. Vision 3.1. Our residential system at the University of St Andrews will attract and support the very best students and staff, contributing to a context that enables them to produce work of world-leading quality. It will be a sustainable accommodation system that is self-funding and will enable us to reinvest so that we provide for future generations. 3.2. The Strategy will grow our residential capacity, adding further high quality,

sustainable, well serviced, and fairly priced accommodation, with the aim of accommodating c.60% of the planned student population of 10,000. Reflecting our diversity and reach, the residential system will also provide accommodation for students with families, offer incoming staff initial housing, and will enable us to host visitors and support collaborations across all aspects of University business.

4. Scope and Impact 4.1. By increasing capacity by up to 60% we will provide the accommodation to meet

the University’s growth projection to 10,000 students by 2025. To reach this capacity, the University will consider further developments within its existing estate and St Andrews West.

4.2 As well as developing new residences using external funding, the

Accommodation Strategy will also consider our stock of older residences and will factor in the cost and investment necessary to keep these maintained to a required standard.

4.3. The continued investment and maintenance programme generated from the

rental structure and commercial activity means that our assets are always high quality and enhance the residential experience.

4.4. To secure funds for reinvestment into the maintenance of the residential

system, use of our residences throughout the non-academic periods will also be sought. Through entrepreneurial and commercial activities, we will generate additional income to support other strategic initiatives as well, such as student bursaries.

4.5. The growth in residential accommodation will provide an opportunity to offer and retain more students in University-owned accommodation and alleviate pressure on the local private rental market. Enabling more students to return to university-owned accommodation will strengthen our residential

communities and provide peer support to new students. This approach is proven to deliver increased residential experience satisfaction. 4.6. Any new residential development will be built in line with the objectives for quality, sustainability, access, and cost as stated in the Estate Strategy. To continue to strive for a world-class residential experience, our residential developments will deliver some of the newest global design concepts to meet the expectations of a millennial generation. 4.7. The delivery of additional residential capacity will continue to use third party

funding and leading student accommodation development partners. 5. Alignment to the University Strategy 5.1 Our residential system supports the well-being of our students and provides a comfortable and safe environment which encourages our students to produce their best work. The system also has a significant impact on our presence locally, as well as our environment. 5.2. Social Responsibility 5.3. We recognise that our day to day activities and plans for growth have a profound impact locally and will:

• Take an inclusive approach to developing purpose-built student accommodation that engages with our communities – in the University and town.

• Improve strategic community relations to facilitate positive integration in the town.

• Improve the student experience in the local private housing sector by fostering engagement and integration.

5.4. We will act ethically, transparently, sustainably, and for the wider public benefit at all times and will:

• Encourage the local community to use our accommodation and catering to promote the town and gown relationship.

• Ensure our residential buildings reach the highest levels of environmental efficiencies in their running as possible.

5.5. World-leading St Andrews 5.6. Our aim over the next five years is to build the number of areas in which we are unequivocally identified as world-leading and we will:

• Develop an accommodation portfolio to deliver a student experience of the highest international quality.

• Ensure our residential services are of the highest level and support the delivery of environmental efficiencies.

• Explore new initiatives, creative design and consultative processes to meet wide-ranging student needs and provide the most up to date residential experience.

5.7. Nurturing the St Andrews experience will be part of our planned growth to 10,000 students and we will:

• Develop a Housing Strategy to support the overall University objective of growth, taking into account our wider accommodation needs.

• Continue to develop and provide accommodation for returning and postgraduate students which supports their academic achievements and encourages an improved hall community spirit.

5.8. Diverse St Andrews 5.9 We recognise that as a truly international and world-class university, our ambition is to be a beacon of diversity and inclusivity. In support of Diverse St Andrews, the Accommodation Strategy will:

• Develop accommodation to support families, young carers, care

experienced, and disabled individuals. • Develop accommodation to respond to the needs of different cultures and

beliefs. • Deliver a choice of accommodation through rent structure. • Provide a mix of residential services e.g. catered or self-catered and a

variety of catering plans to respond to a wide range of needs. • Support students from different backgrounds to nurture an integrated

community. • Ensure that students who require financial support are offered a wide

range of accommodation options in a variety of locations and provide a consistent package of benefits and support to all students irrespective of levels of rent they are paying.

• Review the timing and structure of fee payments.

5.10. To develop a culture of leadership that spans all levels of experience and background we will:

• Develop accommodation to support the recruitment and retention of talent (staff and students).

• Seek student engagement to support and inform the options made available to and communications with students.

5.11. Global St Andrews 5.12. Our demographic profile is highly distinctive with over 45% of our

students and staff coming from outside the UK. To support this profile, we will:

• Develop accommodation to attract students, staff, visitors and partners from across the world.

• Nurture a community that is welcoming, supportive, and reflective of our values.

• Increase the variety of services offered in our accommodation so that an attractive and adaptable range of opinions are available to meet different needs and budgets.

• Provide a range of contract lengths to support the differing requirements of students and visitors from across the globe.

• Collaborate with international partners and student accommodation associations to access a range of research data on use and requirements to ensure we are competitive.

5.13. Entrepreneurial St Andrews 5.14. To be entrepreneurial in our culture is to see potential in existing and

future activity and to translate that into action and application. To create a culture shift to raise awareness of potential opportunities and support and incentives staff and students in progressing their ideas we will:

• Develop accommodation to maximise usage and availability throughout the calendar year.

• Maintain a rent structure for commercial use outwith academic use. • Explore the development of a University hotel to support academic

requirements during term time, as well as commercial usage throughout the year.

• Develop our portfolio of University-managed properties to provide a private accommodation experience that is income generating and commands the full support of the University.

• Using available data, maximise the student experience and the additional income generating opportunities that exist.

• Support the St Andrews Living Labs programme.


Priority Measures A balanced accommodation portfolio – that show consideration for a diverse global population, families and staff accommodation

1.1. Student satisfaction surveys. 1.2. Balance in the offering (by cohort, by

service – catered etc) 1.3. Delivery of packages to support

recruitment. An inclusive approach to developing purpose-built student accommodation that engages with our communities

2.1. Number of student and public consultations held, and feedback from participants following these. 2.2. Number of Community Council Meetings attended, and feedback from participants following these.

2.3. Student satisfaction surveys: o IGRAD o The Student Experience

2.4. Student satisfaction with new design concepts.

A sustainable accommodation system model – that enables continual investment in our accommodation system to provide the best quality and residential experience

3.1. Increased capacity to 60% of the student population (c.6,000 beds) to meet the University’s growth projection to 10,000 students by 2025. 3.2. Operating surplus for reinvestment. 3.3. Other income generated.

A mix of rents – that offers accessibility, choice and affordability in our diverse community

4.1. Average rent by accommodation category: ratio per bed type

Social Responsibility 5.1. Community infrastructure developed, and feedback on its use. 5.2. Nursery – uptake per fte; occupancy

Ben J Stuart Director, Residential and Business Services December 2019

Accommodation Enabling Strategy - Framework


St Andrews Diverse

St Andrews Global


St Andrews


A balanced accommodation

portfolio

Develop an accommodation portfolio to deliver a student experience of the highest international quality Design a variety of accommodation to meet wide ranging student demand and needs supported and informed by regular and transparent student consultation

Support the overall University strategy by providing accommodation in a more strategic way through business planning, consultation and feedback

MEDIUM (1-3

years)

Develop an accommodation portfolio to deliver a student experience of the highest international quality Develop the Housing Strategy to support the overall University objective of growth taking into account our wider accommodation needs   Continue to develop and provide accommodation for returning and postgraduate students which supports their academic achievements and encourages an improved hall community spirit

Develop accommodation to support recruitment and retention of talent (staff and students) Provide a mix of catered/self-catered and variety of catering plans Develop accommodation to support families, young carers/care experienced, disabled Develop initiatives to improve the student experience in the

Develop accommodation to attract students, staff, visitors and partners from across the world Provide a variety of accommodation to meet the needs of visitors and partners

Develop accommodation to maximise the usage and availability throughout the calendar year Explore the development of a University hotel to support academic requirements during term time, as well as commercial usage throughout the year


St Andrews Diverse

St Andrews Global


St Andrews

local private housing sector  Choice of accommodation with consistent package of support and benefits to students regardless of rent levels

Engaging our communities

Use our accommodation to engage students in the values and behaviours of the University   Develop initiatives to improve the student experience in the local private housing sector  Improve strategic community relations to facilitate positive integration in the town that cultivates a stronger student community  Town and local groups consultations to strengthen collaborative efforts as regard

SHORT (0-2

years)

Engage with our academics and service units to understand ways to improve our residential system and student experience   Arrange student consultations to capture feedback and ideas 

Understand accommodation needs for different cultures and beliefs Understand the needs of families, young carers/care experienced, disabled Review of the timing and structure of fee payments

Nurture a community that is welcoming, supportive, and reflective of our values Plan the integration of an international student body

Engage communities in the residences to develop initiatives that contribute to entrepreneurial activities Support the St Andrews Living Labs programme


St Andrews Diverse

St Andrews Global


St Andrews

the private sector and student integration

A sustainable accommodation system model

Create a sustainable accommodation system that is self-funding and produces a surplus for reinvestment Consult with development partners on statutory change Planned maintenance schedule to ensure quality is maintained and protect against failure    Ensure our residential buildings reach the highest level of environmental efficiencies as possible

MEDIUM (1-3

years)

Ensure our residential buildings are of the highest level and support the delivery of environmental efficiencies Explore new initiatives and creative design to provide the most up to date residential experience

Design a system that is able to support the needs of staff and students with different needs

Collaborate with international partners and student accommodation associations to access a range of research data on use and requirements to ensure we are competitive

Create a sustainable accommodation system that is self-funding and produces a surplus for reinvestment

A mix of rents

Investigate a tiered pricing structure within halls to support more low-cost options Supporting students from different backgrounds

MEDIUM (1-3

years)

Leisure accommodation for sports tourism

Supporting families, young carers/care experienced, disabled Highlight and recognise the limited impact of

Providing a variety of options to support global events and visitors, students and staff

Maintain a rent structure for commercial use out with academic use


St Andrews Diverse

St Andrews Global


St Andrews

Maintain a proportion of rooms at an affordable rent level for widening access Maintain a rent structure for commercial use outwith academic use

SAAS and maintenance loans in St Andrews

Provide a range of contract lengths to support the differing requirements of students and visitors from across the globe


Finance Enabling Strategy  2019-2023 

1. Introduction 1.1. We are a globally renowned university that excels at research-led teaching. Our

continued success requires an effective and enabling environment that delivers excellence within the resources we generate. The Finance Enabling Strategy focuses on how University resources can be optimised to support the University Strategy 2018-23 to reach its goals. It puts forward a considered approach to change, centred on building a more integrated, prioritised approach to our finances, in order to ensure that their capacity to create and support impact is maximized.    

1.2. Our overall approach as set out in the Finance Enabling Strategy is based on four fields of activity:  • Transparency and Change Programme  • Income Growth  • Capital Expenditure  • Revenue Expenditure 


2. Context 2.1. The University Strategy is bold and ambitious, seeking to consolidate our

excellence and move forward in expanding our influence as well as our student body. At the same time, the University is facing a volatile external environment, sector funding limitations, and increasing cost pressures which include a need to invest in our Estate in order to deliver sustainable facilities to support delivery of the Strategy. The Court approved three year Financial Plan for the University has an embedded recurring savings/income growth target whilst still projecting a revenue deficit.  The PO is asked to discuss and reflect on (i) the direction of development of the different themes (ii) what supportive actions can be taken at a University-level to incentivise and reward interdisciplinarity, in the near term ‘launch’ phase of activities, as well as in a longer term perspective.

2.2. There is a need to change how we operate across the University in order to deliver the required financial efficiencies, including additional non-core income generation, in a way that will also contribute positively to the delivery of our new Strategy. The Financial Plan is the overarching mechanism for balancing investment and spending. In order to ensure we remain financially sustainable whilst realising as many opportunities as possible, we will require a clear mechanism for the prioritisation of expenditure and investment plans.  

2.3. The current long-term capital plan has potential commitments of c.£300m over the next 10 years, subject to scope changes, embedded risks through planning changes, and inflationary pressures. The indicative supporting high level University cashflow projection shows a cash deficit, with particular pinch-points at certain moments. In delivering the current ambitious plans, it is clear the University will need to look for significant philanthropic support from its friends and supporters, as well as the generation of additional income from commercial activities flowing from Entrepreneurial activities and greater summer activity. All of these will need to be generated in addition to considering additional third party debt.

3. Vision 3.1. Schools and Units across the University of St Andrews will establish a

reputation as socially responsible and innovative enablers of the University’s successes. Our approach will encourage an integrated approach to achieve the goals set out in the University Strategy, supporting resource management and income generation in the different strategy pillars, whilst identifying and prioritising the cross-cutting opportunities that add significant value. The University will be more prosperous and sustainable as a result of this work.

4. Scope and Impact 4.1. The University Strategy offers an opportunity to bring all high level financial

decisions together and have a holistic approach to prioritisation, with a clear evaluation process which is then reflected back into the Financial Plan to assure sustainability and ability to deliver. The Finance Enabling Strategy looks to build on existing relationships between Finance and Schools and Units to encourage more collaborative, joined-up management of resources across the University. The financial management culture will be nurtured to pro-actively take opportunities as they arise, encouraged and supported by ensuring the financial benefit is shared. This will also include the prioritisation and potential reallocation of resources based on delivering strategic aims effectively.

4.2. Our capital investment plan will deliver the facilities required to allow us to achieve the new Strategy. A balanced approach to space management and utilisation must ensure we do not over-provide/under-utilise space, whilst maximising the benefit of the investment. Investment in income generating activities will be critical in prioritising capital investment.    

4.3. Increasing philanthropic support, along with third party financing relating to the development of new student accommodation via an expansion of our residential offering, has been part of the University funding strategy to support capital investment over the previous few years. We will be looking to secure additional revenue growth to support the capital investment programme through the successful development of Entrepreneurial St Andrews, encouraging long term commercial income growth. These, along with potential new and additional long-term debt, need to be considered as part of the financing strategy for the required long-term capital programme which will facilitate the delivery of our strategic objectives.

4.4. A clear support structure will be developed to work with the leaders of each of the four strategic themes to ensure we capture all opportunities to deliver financial growth through delivery of the overall strategic objectives.

5. Alignment to the University Strategy

The impact of these high-level priorities has been mapped across each of the Strategy’s pillars as follows:

  5.1. Social Responsibility 

Social responsibility is a feature of all our financial decision-making processes, and the University Strategy clearly supports this.   

5.2. We will act ethically, transparently, sustainably, and for the wider public benefit at all times. And will continue to:    • Consider social responsibility when reviewing potential investment

opportunities.   • Invest our endowed funds with reference to Environmental, Social and

Governance (ESG) criteria.    • Recognise social responsibility when developing change programmes. 

    5.3. We recognise that our day to day activities and plans for growth have a

profound impact locally and will:   • Ensure a balance of distance learning offerings and joint programmes with

other Institutes to mitigate town pressures and manage our carbon footprint, whilst generating additional income.   

• Review local partnership opportunities to support the town of St Andrews and this region.    

5.4. World-leading St Andrews  

World-leading St Andrews is both a distinction afforded to St Andrews and a perpetual challenge.  

5.5. To support choices that strategically strengthen the Schools we will:    • Aid prioritisation by giving clarity on cost consequences of investment

decisions.  • Encourage Full Economic Costing to support funding for researchers. • Continually assess and identify new funding opportunities to support

research.  

5.6. Where they demonstrably speak to our identity, we will also encourage the development of new areas of research activity, study and impact and will:  

• Support investments based on prioritised areas to deliver activity in these areas to facilitate the expansion of student numbers.  

• Provide a support framework for the development of interdisciplinary themes based on prioritisation and delivery potential.  

• Work with Development to target scholarship support for the expansion of the PGR and PGT programme to enable release of existing revenue support.  

• Facilitate investment opportunities with potential returns for the University.  

5.7. Diverse St Andrews  

We recognise that as a truly international and world-class university, our ambition is to be a beacon of diversity and inclusivity. In support of Diverse St Andrews the Finance Strategy will:    • Prioritise agreed investments to deliver defined diversity objectives within

Diverse St  Andrews and the People Enabling Strategy.    

5.8. To embed the structures that let students and staff develop their potential, we will:    • Support staff retention via a fair and transparent investment model.  • Put accessibility at the forefront of investments   Knowledge Sharing.

5.9. Global St Andrews  

Our demographic profile is highly distinctive with over 45% of our students and staff coming from outside the UK.   

5.10. To consolidate our own position to achieve still more and balance the size and diversity of the student body in line with our objectives the Finance Strategy will:   • Deliver investment to support strategic growth on a critical path basis.    • Measure new debt requirement against cost of servicing, timescale for

delivery and philanthropic potential, in support of additional space required to deliver the Global St Andrews Enabling Strategy, and in line with the Estates Enabling Strategy. 

• Support the setting of clear and decisive targets for UG, PGT and PGR for St Andrews based students.

   5.11. Promoting our global brand, and developing our engagements

worldwide, the Finance Strategy will:    • Engage systematically with the Global Office to review relevant markets

to ensure planned growth is sustainable.    • Make strategic use of income growth from global  expansion.   

5.12. Entrepreneurial St Andrews  

5.13. To be entrepreneurial in our culture is to see potential in existing and future activity and to translate that into action and application. The Finance Strategy is key to unlocking many of these initiatives and will:     • Engage with external partners to facilitate investment opportunities with

potential returns for the University.   • Support the creation of revolving financing support, via third party

investment.  • Develop standard pricing mechanism to support new areas of

income/surplus generation.  

5.14. We will bring together staff, students, industrialist, policy shapers, and investors in an ecosystem and the Finance Strategy will:    • Secure the investment proposed through the Tay Cities Deal to support

the entrepreneurial zone, in order to maximise the benefits planned, including income generation for the University. 

• Prioritise investment to stimulate a rolling entrepreneurial start-up programme. 

6. Performance Indicators

Priority  Measures 

Transparency & Change  1.1. Prioritised list of investments supporting teaching and research  1.2. Heads of Schools have greater input into decision- making 

Income Growth  2.1. Higher level of sustainable income from diverse teaching sources  2.2. Surplus from Entrepreneurial St Andrews being achieved  2.3. Improvement in the level of grant funded research   

Capital Expenditure  3.1. Prioritised list of investments  3.2. Reduce funding gap for our Investment plan 

Revenue Expenditure  4.1. Improved sustainable recurring position  4.2. Increased funding support supporting scholarships and bursaries  4.3. Rolling investment fund contributing to projects/priorities  

Andy Goor Chief Financial Officer December 2019

Finance Enabling Strategy - Framework



Diverse St Andrews

Global St Andrews



Transparency and Change Programme

Provide an effective interface with School and Units to ensure transparency and understanding of University finances Ensure a fair and systematic approach to resource distribution is maintained Reinforce empowerment for budget holders Ensure clarity of financial consequences of decisions considered Recurring funding to be found to support rolling

SHORT (0-2

years)

To aid prioritisation, give clarity of cost consequences of investment decisions.

Enhance understanding of costs of research and teaching across the University Revise approach to budget monitoring across Schools to enhance local decision making

MEDIUM (2-3

years)

Provide an affordable targeted investment support framework for the development of interdisciplinary themes based on prioritisation and delivery potential

Create revolving financing support, via third party investment

LONG (3+

years)

Support agreed investments to deliver diversity objectives I line with Diverse St Andrews and the People Enabling Strategy.



Diverse St Andrews

Global St Andrews


investment/support opportunities Target waste reduction/efficient working across all areas of the University

Income Growth

Support controlled and targeted income growth over the life of the plan Enable targeted efficient and effective investment to support growth areas Ensure that long term financial sustainability is achieved by delivering an efficient growth model. Target more philanthropic

SHORT (0-2

years)

Encourage Full Economic Costing to support funding for researchers Work with Development to target scholarship support for expansion of the PGR and PGT programme to enable release of existing revenue support.

Support the setting of clear and decisive targets for UG, PGT and PGR for St Andrews based students

Prioritised investment to stimulate a rolling entrepreneurial start up programme

MEDIUM (2-3

years)

Investment based on prioritised themes to deliver activity in thematic areas to support expansion of student numbers

Staff retention to be supported via a fair and transparent investment model

Review and development of relevant markets to sustain growth Support the introduction of fully costed new activities outside of core University business to enhance and grow income streams



Diverse St Andrews

Global St Andrews


support for scholarships to maximise opportunities for the best students Development of pricing structures to support income generation across Schools and Units

LONG (3+

years)

Facilitation of investment opportunities with potential returns for the University

Income return is tangible and contributing to the University

Capital Expenditure

Investment based on strategic requirements Critical path approach re prioritisation reflecting on the benefits of each capital investment business plan. Clear line of sight on affordability of investment and revenue consequences

SHORT (0-2

years)

Investment to support strategic growth on a critical path basis New debt requirement to be measured against cost of servicing and time frame to deliver

MEDIUM (2-3

years)

Understand the investment requirements to support research themes whilst prioritising to ensure affordable delivery

Accessibility to be at forefront of investments



Diverse St Andrews

Global St Andrews


Review of funding availability with an understanding of possible additional debt Philanthropic support for significant and specific infrastructure enhancement and development

LONG (3+

years)

Philanthropic support essential to meet ambitions, wedded to internal cash generation

Securing the investment proposed through the Tay Cities Deal to support entrepreneurial zone, in order to maximise the benefits planned Seek other third party support in order to maximise the development opportunity of Eden Campus

Revenue Expenditure

To enable the release of University funds for reinvestment, we will encourage philanthropic support for scholarship expansion to support student attraction, retention and experience. Prioritisation of investments based on strategic

SHORT (0-2

years)

Work with Development to target scholarship support for expansion of the PGR and PGT programme to enable release of existing revenue support

Targeted investment based on appropriate ROI criteria

Standard pricing mechanism to be developed to support new areas of income/surplus generation

MEDIUM (2-3

years)

Identify potential new partnerships to support research

Costs supporting entrepreneurial activity covered by income generated creating new investment pool as well as supporting University financial sustainability



Diverse St Andrews

Global St Andrews


alignment across the University

LONG (3+

years)

Strategic use of income growth from global expansion

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