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The Advantage

Corporate strategy 2017 – 2022

Contents

5 The Vice-’s foreword

7 Our vision, mission and values

8 Contextual overview

12 Strategic goals

14 Delivering the strategy

16 Conclusions

18 Objective one – Teaching and learning

20 Objective two – The student experience

22 Objective three – Research

23 Objective four – Impact and innovation

24 .Objective five – Regional and global engagement

26 Objective six – People and culture

27 Objective seven – Finance, infrastructure and digital To be a leading global university renowned for the outstanding quality and impact of its graduates and research, together making great contributions to society. Professor G Q AO DL FAA FTSE President and Vice-Chancellor

The Vice-Chancellor’s foreword

I joined the University of Surrey in 2016. Since then, I’ve met with many staff and students, and spoken widely with external stakeholders across our local and global communities. I’ve learnt a lot about the University and the environment in which we operate, and I am constantly impressed by the wonderful academic community and the palpable momentum behind Surrey. The University has rightly earned its place as one of the best institutions in the UK. Building on our proud heritage of working with the community and with industry, we are now poised to become a truly global university with a rising international reputation.

We live in a time of dramatic change, and the places to study and work, based on a vibrant pace of that change is accelerating. This adds values-led culture. We will become a preferred to the complexity and challenges already higher learning institution for our excellence facing universities, but also presents many in academic programmes and our exceptional opportunities. So it is not only the right student experience and employability. It will time to re-imagine our future with a new make us an innovative and preferred partner for strategy, but it’s also crucial to take advantage business, industry and community because of of the changing environment and the new our renowned research excellence and impact. possibilities it offers. This strategy is not meant to be static, but is The new corporate strategy presented here is instead an open and adaptive roadmap. Our the culmination of ideas that have emerged ethos is one of pragmatism and agility, which from discussions with staff, students and the will position us to take advantage of the new community, and from valuable feedback from opportunities the future will bring. many enthusiastic individuals from Council I am delighted to present this strategy to the through to senior management and alumni. University community and supporters, and This is a blueprint for our future that builds I look forward to working with all our staff, on the University’s current strengths and students, alumni and friends of the University presents a clear vision to make the University to reach new heights in the future. of Surrey a truly great global university. It will see us become one of the world’s best

University of Surrey 5

Our vision, mission and values

The University of Surrey is a research-intensive university committed to teaching and research excellence, with a focus on practice-based education programmes that reflect our history. We provide a world-class experience to our students, who go on to make positive contributions to society. Continuing the spirit of our , we are committed to working in partnership with students, business, government and communities in the discovery and application of knowledge.

Our vision Our values AMBITION We set stretching goals The University of Surrey will be a Our organisation is built on a core leading global university. We will set of values. These define us as Through working to make the be renowned for the outstanding ambitious, but not at any cost. most of our potential and by taking quality and impact of our graduates They tell us to be focused on advantage of opportunities, we and research, as well as our our mission while encouraging add value for our students, staff, collective contributions to society. creativity, respecting our people, partners and for society as a whole. We will build on our distinctive and enabling them to realise COLLABORATION heritage of practice-based learning their full potential. Our values We work in partnership and excellent student experience, underpin a strong culture of and embrace our future by focusing excellence, diversity, resilience Through supporting staff and on digital transformation. and collaboration, which require students to work closely together us to be agile to change, and across disciplines, with businesses Our mission ready to adapt where and when and with industry, we benefit society. The University of Surrey provides we should. INTEGRITY excellent education, and advances The University of Surrey conducts We always aim to do the right thing and disseminates knowledge. its business by the following values: Through a commitment to honesty, decency and transparency, The University transforms lives RESPECT we uphold the highest ethical and shapes the world for a better We include everyone future by partnering with students, standards and professionalism. Through valuing equality and governments, businesses, alumni diversity in people, cultures and EXCELLENCE and local communities. ideas, we build a vibrant and caring We strive to be the best we can be The University makes social and environment that supports people Through a focus on quality, we always economic impacts through research based on humanity, compassion seek to improve everything we do. and innovation, and provides and fairness. solutions to global challenges.

University of Surrey 7 Contextual overview

Our heritage Our position today The academic heritage of the In 2016, the University was named ‘University of the Year’ and ‘Best for University of Surrey can be Student Experience’ by The Times and The Sunday Times. In the last three traced back to the founding of the years, the University has been consistently ranked in the top 10 of UK Polytechnic Institute in institutions in most league tables, and this year attained a Gold Teaching 1891. In 1956, the Institute was Excellence Framework (TEF) award for our outstanding teaching. These among the first to receive the are things that we can be justifiably proud of. designation ‘College of Advanced In terms of scale, our size and shape can be summarised with the Technology’ and in 1966 the following statistics: University of Surrey received its Royal Charter. Since then, the academic span of the University has broadened to incorporate the 2,900 15,700 4,700 humanities, arts and social sciences without losing its traditional STAFF MEMBERS STUDENT NON-UK strengths in science, engineering, NUMBERS STUDENTS and industrial engagement. The University has invested in and nurtured a number of 110 2,300+ 1,000+ unique and world-leading areas, including satellite technology, COMPANIES PLACEMENT DOCTORAL mobile telecommunication, ON SURREY PARTNERS STUDENTS chronobiology, food and nutrition RESEARCH PARK science, hospitality and tourism management, sound mixing and musical theatre performance. In 2015, the new School of Veterinary £1.7bn 670 100,000+ Medicine was opened by Her CONTRIBUTION STUDENTS AT ALUMNI Majesty the Queen. The School TO NATIONAL OUR forms an important part of the ‘One ECONOMY CAMPUS Health’ and ‘Innovation for Health’ agendas in our education and research programmes. In the same year, our world-class Innovation £260m £34m Centre (5GIC) was opened to pioneer the next generation of ANNUAL RESEARCH wireless telecommunication REVENUE INCOME technologies. Our latest addition is the multidisciplinary Innovation for Health building, opened in 2017, that brings together expertise from health and biomedical sciences, data science and biomedical 22% 15,719 engineering to address the ever- increasing challenges in healthcare. Home/EU Overseas PGR PGT UG

8 surrey.ac.uk The student population will grow As a founding member of the Surrey Sports Park is our world-class over the period covered by this University Global Partnership sports facility. Primarily designed strategy. To begin with, we’ll achieve Network, we provide opportunities to encourage and enable student this by growing our cohorts in the for students to pursue study or participation in all levels of sport School of Veterinary Medicine and research placements at partner as a complement to their academic in the Surrey Business School. We’ll universities while also supporting studies, it also lets us offer practical also focus on growing the number our research agenda through teaching as a working laboratory of science, technology, engineering multinational research projects. In for sports physiology, nutrition and and mathematics (STEM) students addition, we have a longstanding wellbeing. The quality of Surrey through the delivery of the relationship with the Dongbei Sports Park means that it can also Innovation for Health programme, University of Finance and host major sporting activities and as well as through other specific Economics in China through the events, and can attract elite teams, subject initiatives. A flagship Surrey International Institute, athletes and the local community programme that attracts students offering programmes in business to the campus. We now play host and enhances experience and and tourism management. to Harlequins Rugby Union, Surrey employability is our Professional Storm Netball, The University prides itself on its Training placement programme, Basketball, Surrey Smashers collaboration with industry and which we offer together with over Badminton and the City track record for commercialisation, 2,300 UK and international partners. Swimming Club. being one of only two UK universities We are a research-intensive described as a top 55 Tech Challenger Reflecting our mission, Surrey university. Our researchers attract university by Times Higher Education academics proactively communicate over £30m in research awards in 2017. As an agile and innovative and comment on not only their every year and support over 1,000 organisation, we have developed a research but also on the important postgraduate research students. We number of strategic partnerships, challenges of the day. Many of our have recently launched a Doctoral licensed a wide range of discoveries, academics feature prominently and College to nurture and support and successfully spun out a number consistently in the media, with high- postgraduates and early career of companies, including Surrey profile academics currently including researchers. The Doctoral College Satellite Technology Ltd. Together, Professor with his aims to increase the number of these turn our research findings into own television series ‘The Supervet’ doctoral students and build a products, policies and processes that and Professor Jim Al Khalili, cohesive research environment with benefit the economy and society. presenter of BBC’s ‘The Life Scientific’. world-class training, supervision and enhanced employability. Our researchers also collaborate extensively and productively with colleagues from around the globe, and as a result over half of our research outputs feature an international author.

University of Surrey 9 How are we performing? Education and student experience Strategic partnerships Economic and social impact The National Student Survey Collaboration is one of the The University’s activities, including (NSS) is a vital input into national University of Surrey’s major the contribution of over 110 league tables. The University has strengths. We have successfully companies on our wholly owned a strong track record for overall developed a number of strategic research park, generate around satisfaction in the NSS, averaging 90 partnerships in research and £1.7bn of economic activity each per cent over the last five years. In innovation, including most recently year and support some 17,300 2017, seven departments achieved the 5G Innovation Centre (5GIC), jobs in Surrey. satisfaction scores of over 90 per which has brought together over Working with the universities cent, and ten courses received 25 leading industry partners and 30 of Bath, Bristol, Exeter and scores of 100 per cent satisfaction. small or medium-sized enterprises Southampton, we founded the We were also awarded a Gold rating (SMEs) to develop next generation SETsquared Partnership, which in the 2017 Teaching Excellence wireless telecommunication has directly supported over 650 Framework (TEF), recognising our technologies. This accompanied companies since 2002 and helped outstanding teaching and support the launch of the world’s leading them raise over £750 million in for students. independent research test bed to investment, creating over 1,000 enable businesses and academics Our graduate employment record new jobs. SETsquared has been to trial 5G technologies. The second also remains one of the best in the ranked the number one high-tech phase of the 5G Innovation Centre, sector. Of those who graduated in start-up incubator in the world by now underway, will provide much 2015, 95 per cent were in work the University Business Incubator greater integration with other or further education six months Index (UBI). University research groups and after leaving us, with 82 per cent a concentration on specific use The University of Surrey celebrated of students in specific graduate cases for 5G technologies, such as its 50th anniversary in Guildford in level employment. digital healthcare, smart transport, 2016. Over the past fifty years, we Research excellence intelligent cities and digital gaming. have benefited from the support In the 2014 Research Excellence The 5GIC contributes significantly of the community in Surrey and Framework (REF) the University to the UK’s national strategy on Guildford, and have contributed ranked in the top quartile of all digital connectivity. in turn to the development and social progress of the county and universities in the UK for biomedical Also important is our partnership town. Students and staff also sciences, electronic engineering, with the National Physical contribute through volunteering, materials, and hospitality and Laboratory (NPL). We formed a raising donations, and helping tourism. Economics and strategic partnership with the charities and schools. For example, also ranked in the top 20. Associated University of Strathclyde and have in 2016, 8,500 people benefited with the 458 full-time equivalent established two joint facilities, from widening participation and staff submitted in 15 academic areas, the Joint Hyper Terahertz facility outreach programmes, over five 22 per cent of outputs were graded and the Joint Centre for Non- million visits (including from 4* (‘world-leading’) and 56 per cent Linear Microwave Metrology. The over 100 schools) were made to were graded 3* (‘internationally University has also became one of our Sports Park, students staged excellent’). The University’s research 14 academies recognised by the 81 high-level performances in outputs in the top 10 per cent of National Cyber Security Centre as Guildford, and over 30,000 people journals improved to 24.5 per cent in a centre of excellence for cyber attended public lectures and events 2015 from 14.4 per cent in 2014. The security research. In a partnership organised by the University. UK average was 16 per cent. with Zoetis, we also launched the Internationally, the University of Veterinary Health Innovation Surrey ranks between 251-300 in the Engine (vHive), a multi-disciplinary world in QS and THE league tables centre for digital innovation in 2016-2017 and was ranked 362nd in animal health. ShanghaiRanking’s Academic Ranking Building on these, we also have a of World Universities (ARWU) in 2017. number of emerging partnerships in China, such as with Shanghai Jiaotong University, Xian Jiaotong University and the Chinese Academy of Sciences.

10 surrey.ac.uk Future challenges There are a number of challenges that face us and the sector as a whole. These include meeting high student expectations in an increasingly competitive environment, research funding constraints, increasing costs in salaries and pensions, and increasing demands in regulatory compliance. Immigration policies continue to be an issue affecting global student demand, while means a lot of uncertainty and pressure on student and staff mobility, as well as further pressure on research funding and collaboration with Europe. Within the UK, overall government funding for research has reduced in real terms and funding agencies are requiring universities and their partners to contribute a larger proportion to projects. We also expect funding to be increasingly targeted towards government priorities, for example those described in the Government’s industrial strategy. Public policy also requires ever greater demonstration of practical benefits as a requirement explicitly linked to assessment of projects for support and funding. All these factors put significant pressures on our learning and teaching, our research and on our resources overall. Therefore, we must focus on important areas of strength and develop strategic alliances and partnerships where necessary, working collaboratively across the sector to best make use of the opportunities we have. Strategic goals

Our ambition is to become a leading global university with excellent graduates and impactful research outcomes which make important contributions to society.

The University of Surrey will have To achieve our strategic goals, we Top academics and researchers achieved its ambitions when we recognise that we need talented provide a major part of the ‘Surrey have become: and dedicated staff to help us Advantage’ through the quality • A global leader in higher build a values-based culture of and reputation of our research. education and a destination of excellence. We need staff who can Enhancing the scale of our research choice for higher learning in the provide the right teaching and concentration is important, as our UK and internationally. research, who are forward-thinking success as a knowledge leader gives and provide an exceptional rise to long-lasting prestige and • A leading research institution experience for our students or brand power. This in turn allows us with talented staff and students partners wherever they come from. to attract the best people and more committed to research excellence They are the agents for the ‘Surrey high-calibre students to study here, and to benefitting the economy, Advantage’, the premium that which provides sustainable funding society and the environment. each and every student or partner to the institution. • A preferred partner for gains by choosing us as the place to Also important to the ‘Surrey government, business, industry study, qualify or to collaborate. and other universities in creating Advantage’ is global connectivity and technological solutions, digital The important features of the the creation of strategic partnerships transformation and policy ‘Surrey Advantage’, marked by with people, organisations and innovation. exceptional graduates who can industry around the world. This is think critically and differently and of value both to our alumni, who • A financially astute and make a real impact on society, are: have a strong stake in continuing sustainable institution with to improve our reputation, and to diverse funding support, • Excellence in academic businesses as they connect with and including philanthropy, and programmes, teaching practice benefit from our research. with operational excellence and facilities. and continuous improvement • Practice-centred Professional The final element of the ‘Surrey in process efficiency and Training programmes with Advantage’ is provided by cutting- effectiveness. enhanced soft skills. edge facilities that support world- • An engaged and connected • Extra-curricular activities and class learning and research. Our university which is the campus life that lead to the emerging digital strategy will intellectual home for alumni, confidence to adapt to change as transform our teaching towards supporters, and the local well as an outstanding network personalised learning and use community. of friends and alumni. the campus as a ‘Living Lab’ for interdisciplinary research, while If we can do these things well, we also developing and testing digital will maintain our high position technologies and data analytics for whatever measures of learning improving the effectiveness and success are used, whether it is efficiency of our business operations. the NSS or the TEF or national league table positioning. We need to put investment and effort into improving all these things, not just on optimising metrics in isolation (which are, by their nature, vulnerable to change), and in doing so maintain the advantage for our graduates.

12 surrey.ac.uk

Delivering the strategy

The growth imperative Priorities and objectives Strategic priority two To achieve our ambitions, we need To be successful in achieving our Enhance our excellent research to have adequate and sustainable strategic goals, the University must and increase its impact to respond resources. We need to grow the be a rewarding place to work and to an ever more competitive size of the University in terms of study with a supportive culture that environment by improving student numbers and revenue, values everyone’s contribution. Our the quality of research and by as well as our engagement strategic priorities will be delivered retaining and attracting top talent. with alumni, communities and through seven interconnected sets • Objective three (research) businesses. Growth will not only of objectives: We will enhance our research provide economies of scale and excellence and scale to be more resources, but also better Strategic priority one recognised internationally as a facilities and services to students, Consolidate our excellent teaching leading , as such as more options around and continue to improve the set out in our research strategy. accommodation. Growth will help student experience to respond to • Objective four (impact and attract talented people to study and students’ growing expectations innovation) work here, improving the learning of enhanced academic quality, We will contribute economic, and research environment. support services, facilities, environmental, health and social Our future growth will depend accommodation and pathways benefits to society through our on opportunities for funding to employment. impact strategy. through philanthropic support • Objective one (teaching and and government initiatives. For learning) Strategic priority three example, two major strategic We will develop highly sought- Build a global reputation and proposals that are currently after graduates and engaged diverse resource base through being considered will further alumni through our teaching engagement and partnerships to strengthen the University’s position and learning strategy. in the areas of medicine and allow us to reach our education and hospitality, as well as providing • Objective two (the student research goals. experience) philanthropic and research funding • Objective five (regional and We will build an enriching opportunities to enhance the global engagement) teaching and learning prestige of the University in the We will build strong, mutually environment where students longer term. Growth will also come beneficial relationships with are at the heart of what we do, from strengthening our flagship higher education institutions, delivered through our student programmes and creating new businesses, industry and experience strategy. programmes. wider local and international communities, including with our alumni, delivered through our engagement, partnerships and global strategies.

14 surrey.ac.uk Strategic priority four Looking forward, we can judge where we are on the journey to achieving our ambition through the following set of critical success factors: Be financially sustainable, attract and retain talented staff, enhance our digital Measures of success in five years Measures of success in ten years and physical infrastructure, and increase operational Scale: Scale: efficiency and effectiveness 18,000 FTE students; research income 23,000 FTE students; research income in response to rising £60m a year; total income £350m £100m a year; total income £500m expectations and competition. a year. a year. • Objective six (people and Teaching and students: Teaching and students: culture) Consistently be in the top 15 positions Consistently be in the top 15 positions We will create the in the TEF (Gold) and national league in the TEF (Gold) and national league conditions to attract new tables. tables for all disciplines. talent, and will support Research and innovation: Research and innovation: all of our staff to fulfil Reach a top 20 position in REF2021 Reach a top 15 position in appropriate their potential, delivered and for national research income; be national league tables; be in the top 100 through our human in the top 200 in international league position in global league tables such as resources strategy. tables such as QS, THE or ARWU. QS, THE or ARWU. • Objective seven (finance, Engagement: Engagement: infrastructure and digital) 80 per cent of alumni in contact; 70 90 per cent of alumni in contact; 80 We will ensure the per cent local community positive per cent local community positive University’s financial impact rating; philanthropic income impact rating; philanthropic income position remains to reach £6m a year. to reach £15m a year; our endowment strong, that investment to be £100m. in infrastructure People: and maintenance is 75 per cent staff engagement rate with People: appropriate, and that the annual Staff Survey. 80 per cent staff engagement rate with the annual Staff Survey. operational processes and Financial sustainability: management are efficient Achieve an operating surplus, Financial sustainability: and effective through our before Strategic Investment Fund, Achieve an operating surplus, finance, estate, IT and of 3.5 per cent. before Strategic Investment Fund, digital, and philanthropy of 5 per cent. and advancement strategies. Focusing on these strategic priorities is a powerful and How we deliver our strategy will be affected by the ways in which we operate as holistic approach to achieving well as by changing external conditions. We will need to be flexible and adapt as great educational and external conditions change, and as new opportunities and challenges emerge. research outcomes that build on our past achievements. We will continue to prioritise and deploy resources appropriately to achieve our immediate and long-term objectives through our annual planning cycle. In addition, we will continue to develop a detailed monitoring framework to measure progress against our strategy, aligning performance measures with the strategic objectives in each area. More specific sets of key performance indicators will also be developed and used to measure success in each priority area.

University of Surrey 15 Conclusions

This strategic plan describes our • Expand the scale and quality of vision, mission, and values. It our research by capitalising on builds on our heritage, is adapted the creativity and talent of our for the digital age and recognises staff, and by focusing on specific the increasing global competition areas of strength to improve our in higher education. It points to reputation and impact. a bold and exciting future where • Enhance our interactions the University can be confident of and partnerships with its role and position on the global the community and with stage as a world-class university businesses, both local and and where staff, students and global, to address pressing needs alumni will all benefit from the as well as global challenges. ‘Surrey Advantage’. By carrying out this plan, we will: • Build a lifelong and connected community for • Enhance our offer of a broad- our staff, students, alumni based curriculum and practice- and supporters, where the centred learning experience experience of campus learning, that responds to the needs community engagement and of our students, both current making a difference to society and future, and to the needs supports the rising reputation of employers. of the University. • Enhance our infrastructure and digital environment to support our teaching, research and innovation, all of which will make a positive impact on society.

OBJECTIVE ONE: Teaching and learning

Knowledge and skills We will provide excellent teaching and learning We will develop support. This will enable our students to gain a well- developed understanding of contemporary issues and highly sought-after research, together with the critical, analytic, creative, graduates. practical and digital skills they will need for rewarding careers in their chosen fields. • Programme content and delivery We will review our teaching to make sure that our We provide talented and motivated students from programmes are up-to-date, match up to the interests all backgrounds, and of all nationalities, with an of students and employers, and benefit from access outstanding education. We draw on our excellent to extensive collections of library and learning research and partnerships to equip students with resources. We will develop new ways of teaching, the knowledge, professional skills, and personal including through distance or blended learning and qualities to achieve their ambitions. through innovative technologies, as described in our digital strategy. This will increase the accessibility Our teaching and learning strategy focuses on and inclusivity of our programmes. three related areas to make sure that we are always responding to technological developments, the • Employability and entrepreneurship shifting needs of students and employers, and to We will expand our well-established Professional new opportunities. Training placement programmes, which enhance students’ career prospects through well-supported work experience. This develops students’ adaptability, confidence and skills valued by employers. • Excellent teaching We will support our staff to develop engaging, innovative and inclusive teaching practices which are strongly informed by up-to-date educational research. Our staff will have access to specialist training, continuing professional development, and high-quality physical and technological infrastructure and support. We will explicitly recognise and reward excellent teaching.

18 surrey.ac.uk Diversity and resilience Global awareness We will ensure that talented students from all We provide many opportunities for our students to gain backgrounds are able to benefit from the education a sophisticated understanding of global issues and to we offer; that the academic experience of all our develop international networks, which will be useful staff and students is enriched by the diversity of in their future lives. In addition to students’ social and our community; and that our teaching enhances educational engagement with peers from all over the social mobility by supporting our students to enter world on our campus, we provide all students with professional careers. An important part of this is cost-free access to training in languages and global continuing our investment in providing support for sustainability issues, as well as with structured, well- students to rise to personal and academic challenges supported opportunities to spend time working or without any sense of stigma. For example: studying in other countries. • Widening participation We will measure our success by: We will continue to expand and diversify our wide- ranging programme of outreach activities in schools • Consistently placing within the top 15 UK universities and colleges so that talented students develop the for the quality of our education, as indexed by major skills, achievements, and aspirations to enter and excel league tables and the TEF. at university regardless of their social background. • Increasing progression rates to above 90 per cent • Support for wellbeing overall with particular emphasis on students from We will invest in expanding and enhancing resources widening participation backgrounds and by those to support students’ emotional and physical with disabilities or health problems. wellbeing, allowing them to fully engage with the • Increasing proportions of students undertaking academic, cultural, sporting and social opportunities work or research experience and progressing to available to them during their time here. further study or graduate level jobs. • Employability We will increase participation in our Professional Training placement programme by students from all backgrounds by identifying and addressing the most significant social, psychological or financial barriers to them taking part.

University of Surrey 19 OBJECTIVE TWO: The student experience

We will build an enriching teaching and learning environment where students are at the heart of what we do.

The outstanding education and overall experience we provide to our students, staff and partners is supported by our high-quality facilities and a safe and supportive environment in which everyone can thrive. This environment helps people engage with us, and provides opportunities for practice-based learning and extra-curricular activities to develop students’ confidence and transferable skills. We have an ambitious ongoing programme to develop existing and new physical spaces on both our Stag Hill and Manor Park campuses. This includes technical infrastructure, recreational facilities and services, and is driven from our teaching and learning strategy and supported by our estate strategy.

Our development programmes focus on the following areas: • Teaching, library and learning facilities • Digital infrastructure New and redeveloped teaching spaces will be As part of our digital strategy, our well-embedded and adaptable, accessible and technologically well- highly regarded Virtual Learning Environment (VLE), equipped. Supported by staff training, they will SurreyLearn, will remain in continuous development make possible new interactive approaches to to support innovative approaches to teaching and learning, group work and collaboration. support for individual students. For example, as part of the ‘Living Lab’ concept, we will use learning analytics Further refurbishment of the Library and the to target the best learning methods, record lectures, opening up of learning spaces across the campus will electronically annotate coursework and provide take place, brought about by improving technical ‘flipped classroom’ approaches to teaching. infrastructure, as part of the ‘Digital Campus’ concept. This includes features such as digitally • Digital learning and experience embedded texts. As well as providing more teaching options through the development of distance and blended teaching, • Living and recreational facilities we will continue to develop other innovative online We will make substantial investment in additional offerings, such as the virtual campus application, student accommodation, including through both that enrich our on-campus experience among both dedicated buildings on campus and through existing and prospective students and enhance our supporting options in Guildford and the local domestic and international profile. area to give a variety of living experiences. • Social and recreational facilities We will measure our success by: Working with the Students’ Union, we will invest • Opening an additional 500 student bedrooms by the in a new Union building and other facilities, such end of the first year of this strategy, with another 700 as Surrey Sports Park, to support and improve rooms ready at the end of the second year. opportunities for social, student society, sporting and recreational activities that complement • Opening a new Students’ Union building with students’ studies. connected flexible learning, study and events space by the start of the 2020–21 academic year. • Beginning to provide student-specific learning analytics by the end of the second year.

20 surrey.ac.uk University of Surrey 21 OBJECTIVE THREE: Research

We will enhance our research excellence and scale to be recognised internationally as a leading research university.

Research is at the heart of our mission to create new knowledge and innovate for the benefit of society. Our overarching objective is to achieve research activities that are internationally-leading, contribute economic and social benefits, and support our ambitions in teaching and learning.

To support this objective, the We will achieve these goals • Strengthening our research University’s research strategy through: culture aims to achieve the following: Investing in and supporting • Focusing on research themes activities that reward research • Provide excellent infrastructure and taking advantage of our performance and develop PhD and support to attract and retain capabilities and early career researchers world-class academic staff. Building on our existing through strong mentoring strengths and investing in • Provide an environment that and support. attracts and supports high- new complementary areas quality postgraduate researchers, where we can demonstrate We will measure our success by: with first-class training, a distinctive capability. • Increasing our overall supervision and facilities. • Nurturing world-leading outputs international reputation Recognising and rewarding • Support nationally and for research, as judged by excellent research and internationally important internationally regarded performance, and by research themes, in particular: benchmarks and league maintaining state-of-the-art - Lifelong health and wellbeing tables such as QS, THE, facilities and equipment. - Digital innovation ShanghaiRanking and the - Innovation for health • Supporting talented researchers Leiden ranking. - Urban living Ensuring talented staff are • The quality of our research - Sustainability nurtured and supported, as well outputs as judged in the - Space and aerospace as by attracting world-leading University’s annual outputs staff to create and improve • Work closely with other UK review process toward a target intelligent interdisciplinary and international universities of 35 per cent deemed 4* in activities. We will also make and businesses, forming the next Research Excellence sure we have a strong culture collaborations to achieve Framework (REF). of professional support. greater momentum, higher • Achieving an annual research • Increasing success through profile and impact. income of £60m by 2021–22. partnership and systematic submissions of research proposals Ensuring that our research proposals have the best chance of success by creating the best possible teams, improving our bid writing support and developing more rigorous and timely peer review processes.

22 surrey.ac.uk OBJECTIVE FOUR: Impact and innovation

We will contribute economic, environmental, health and social benefits to society through research and innovation.

We want to be recognised as one of the best universities in the world for applying our research and providing real benefits to society. Our approach to impact and innovation is a core part of our research strategy, and we want to maximise economic and social benefits through our research and service to businesses and the community, which build on our strengths in research and partnerships.

The University’s impact and We will build our capability and • Consolidating and extending innovation strategy aims to: focus for collaboration with partnership working industry around these themes: Building on existing partnerships • Strengthen a culture that means such as those with SetSquared our researchers understand the • Improving our support and with NPL, and placing greater value we place on real-world processes to increase the impact emphasis on links with the Surrey impact, and make sure that our from our research Research Park. We will strengthen researchers are appropriately Ensuring there is more systematic the different ways we create incentivised to do so. management and exploitation innovation, incubation, knowledge of research and innovation. • Support the links and transfer and exploitation of We will achieve this through collaboration between researchers intellectual property and the end users of research. better co-ordination of business and partnership development, • Link our knowledge exchange We will measure our success by: knowledge exchange and and innovation capabilities, and transfer, legal and contractual • Achieving a significant increase work in partnership with other processes, and entrepreneurial in collaborative research income universities and organisations, and commercialisation activities we have with industry and other especially in our own region. across the organisation. This will non-academic organisations, both • Develop deeper and more maximise the impact of working cash and in kind, to more than productive relationships with with business and industry. £15m a year. UK and international businesses • Reaching more than £5m a year and industries. • Investing in distinctive research and innovation assets of income from consultancy and intellectual property We will achieve these goals through: Expanding and developing assets such as the 5G test bed, commercialisation, against • Aligning our research with national supported by our digital strategy, a benchmark of comparable and international priorities to enable the University to act as academic organisations. Creating cross-cutting research a ‘Living Lab’ for research, testing • Increasing the number of themes in response to global digital technologies and advanced important strategic partnerships challenges and the UK industrial data analytics. which advance innovation and strategy. commercialisation.

University of Surrey 23 OBJECTIVE FIVE: Regional and global engagement

We will build strong, mutually-beneficial relationships with like-minded universities, businesses, industry and wider local and international communities.

Building relationships supports our core activities of teaching, learning, research and innovation, and provides opportunities for us to work together with our various stakeholder communities. We have built a strong and credible reputation for sustained engagement and partnership, as detailed in our engagement, partnerships and global strategies. We will improve our reputation further over the next five years and grow our influence locally and internationally by developing a rich network of strategic partners, and by actively nurturing our stakeholders.

We will achieve this through: Our four top indicators of success will be: • Building strong and productive • Building strong and productive strategic partnerships with partnerships with local, national • Improved engagement with higher education institutions and international schools the higher education sector, around the world that support and support making higher businesses and industry, our main research themes and education more accessible so leading to a compound growth capabilities. This will support that young people, regardless in both research, industrial the University’s research and of their background, can and commercial income of impact strategy. experience higher education. 10 per cent a year over the next five years. • Building strong strategic • Building strong education partnerships that support partnerships internationally • Increased numbers of alumni our practice-based education. and making sure we have a donating and volunteering This will contribute to the diverse student body. We will (with a target of three per cent, employability of our students work to provide opportunities compared to 1.6 per cent in through Professional Training for increased student mobility 2016) and a compound growth programmes. (both outward and inward) and in philanthropic income will match our programmes to (including donations and • Building strong and productive market demands. endowments) of 20 per cent partnerships with the per year. wider community as active, • Engaging with our alumni, responsible and committed community and donors to • Sustained improvement in global citizens. widen our base of support. our global rankings in important international league • Developing local and global tables (reaching the top 200 philanthropic giving as a in THE and QS, and the top sustainable and important 300 in ARWU). funding source that supports our corporate strategic goals. • Our overall proportion of international students will exceed 30 per cent of the total student population by 2022.

OBJECTIVE SIX: People and culture

We will make this a wonderful place to work.

Our strategic objectives can only be reached through the capability, commitment and dedication of our people. Through our human resources strategy, we will develop our organisation’s ability to attract and retain staff, both academic and professional, with the ambition, skills, capability and potential to fulfil our mission.

We will achieve these goals through: • Engagement, inclusion and culture Engaging our staff is critical to our success. We will • Leadership develop and maintain a culture where equality High-quality leadership will be an important area of of opportunity exists for everyone to fulfil their difference for coping with and leading change with potential. We will champion our values by creating the necessary pace, focus and effectiveness. We will a culture where inappropriate behaviours are ensure that our leaders have the necessary skills for challenged and changes are made. We will also make their roles. sure that our policies and procedures recognise • Organisational development and embrace the diversity of our communities and We will develop high-quality staff by supporting their demonstrate inclusivity at all levels. development in a fair and transparent way, aligned • Health, safety and wellbeing to the achievement of the University’s objectives. In We will provide a culture and environment in which particular we will: staff can take greater personal responsibility for their – Ensure all areas of the University routinely own health, safety and wellbeing. consider staff development opportunities that take account of individuals’ preferred ways of learning. • Operating excellence Our processes, especially around staff, should be – Look at the way we are organised, structured, and effective and efficient. We will develop and maintain where and how we carry out our work to ensure excellent HR processes, and will compare our we are efficient and effective. performance in these processes with other leading – Ensure that we have a people planning process in organisations both within and outside our sector. place to mitigate any organisational vulnerability in succession management and to ensure We will measure our success by: we effectively identify talent. • Making use of the people planning process to make • Recruitment sure that the University has less than five vulnerable We need to have the right staff to carry out major roles amongst its management population each year. projects and changes. We will ensure that our workforce This means we will have less than five roles without plan makes best use of our existing staff. When short-term cover, a potential ready-now successor, or recruiting, we will only recruit people who show an agreed mitigation plan if the role becomes vacant. the right values, skills, knowledge, experience and motivation to help the University achieve its ambitions. • Staff engagement scores, as measured by the staff survey, averaging at least 75 per cent by 2022 for the • Performance and reward period from 2017, with an average of at least 75 per Creating a high-performance, service-orientated cent of staff completing the annual survey. culture through effective rewards and performance • Averaging a Reporting of Injuries, Diseases and management is important for achieving the Dangerous Occurrences Regulations (RIDDOR) rate University’s overall ambitions. We will make sure that of less than 1.5 per 1,000 employees by 2022 for the our incentives and rewards fit with our institutional period from 2017. priorities and are fair, affordable and effective.

26 surrey.ac.uk OBJECTIVE SEVEN: Finance, infrastructure and digital

We will ensure the University’s financial position remains strong, that investment in infrastructure is appropriate, and that operational management is effective.

Achieving the University’s strategic objectives depends on us continuing to be able to make the right investments in our infrastructure, including in our estate, facilities and information technology, as well as our strategic priorities, to attract the highest-quality students and staff.

We will achieve this through: • Developing the ‘Living Lab’ and ‘Digital Campus’ concepts, which both shape and take advantage of the Operational and financial health estate master plan. We will also develop analytics to • Making sure our finances are sustainable by support the interdisciplinary research these concepts generating enough cash to cover both our operating will give rise to. costs and continued investment in our core student experience, our research and our estate. Marketing, recruitment, admissions and communications • Working with our colleagues and stakeholders to • Maintaining and enhancing our distinctive achieve our University objectives by providing international brand to encourage widespread excellent decision support and operations. recognition of the University as a world-leading research and teaching institution. • Actively promoting cost efficiency and effectiveness across the University to make the most of our ability • Using our in-depth market knowledge, business to invest, through continuous improvement of our intelligence and benchmarking analysis to inform our technology, processes and people. decisions. We will target increased applications from international students while maintaining our market • Making sure our capital investment plan supports the share of undergraduate home students. University strategy. • Supporting the learning and teaching strategy by • Maintaining and taking advantage of the strength of building our recruitment and admissions processes the . around the needs of our students. Estates and facilities • Developing a comprehensive and strategic estate We will measure our success by: master plan. Our plan will organise our long-term • Delivering an operating surplus, before the strategic maintenance and capital investment in a way that investment fund, of at least 3.5 per cent of income in supports our planned growth. line with a clearly defined path to sustainability. • Allowing for flexible re-purposing of space, and • In the first year of this plan, gaining approval for an working with other areas around the University estates master plan that is supported by agreed IT to respond to changing teaching, learning and and digital strategies. We will make sure their most experience needs of students and staff within a significant benefits are achieved over the remaining ‘digital campus’. years of this plan, and that they are within the agreed IT and digital time and budget. • Developing IT and digital strategies that intelligently • Growing our student numbers to 18,000 full-time support all parts of the University. Our technology equivalents by the final year of this plan, with an strategy will support online learning, innovative increased number of international students. teaching, new educational offers and efficient ways • Developing and implementing a new strategy for of working both on and off campus. We will also branding and marketing to support this strategic plan, support research where managing information is an and by further enhancing the University’s reputation important and complicated part of the research. in the second year of this plan.

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University of Surrey Guildford, Surrey GU2 7XH, UK

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We’ve made all reasonable efforts to ensure that the information in this publication was correct at the time of going to print on September 2017, but we can’t accept any liability for any inaccuracies in the information published, and the information might change from time to time without notice. For the latest and most up-to-date information, please visit our website at surrey.ac.uk