Delivering impact for society
Strategic Plan 2016 Principal’s introduction
The University of Edinburgh is making a positive and significant contribution to the world. We are proud to be a truly global university firmly rooted in Scotland’s capital city. Our mission to discover, develop and share knowledge is at the heart of what we do.
Since I took up the post of Principal and Vice-Chancellor in 2002 we have undergone a significant period of internationalisation. We have also greatly expanded our breadth and depth of expertise. The integration of the Edinburgh College of Art, the Roslin Institute and the Human Genetics Unit into the University has brought important new opportunities. We have fostered the development of a culture of strong interdisciplinary collaboration across the University.
We have also made great strides in attracting the most talented students and staff from around the world. Our commitment to digital education, through distance and e-learning programmes and innovative developments such as Massive Open Online Courses, has made us much more accessible. It has enabled a vibrant global audience numbered in millions to participate in our intellectual community. Improving access has also had a significant local impact – the single institution that we now accept the most students from is Edinburgh College.
There has been much to celebrate, including the Nobel Prize-winning Contents achievements of Peter Higgs, the recent launch of Li-Fi technology and our outstanding record on company formation. We are very ambitious and will always strive for more. Principal’s introduction 1 The outcome of the EU referendum is a great challenge for us. We are developing a new framework for continued stability by focussing even Vision and mission 3 more strongly on online education and international partnerships. Our latest Strategic Plan aims to capture this. We recognise the scale and What makes us Edinburgh 4 scope of current opportunities and remain positive and optimistic. High-quality growth of teaching and research combined with enhancement Strategic objectives 6 of the student experience are my top two personal priorities as I commence my last 12 months of service at the University of Edinburgh. Leadership in learning 6 I hope that this limpid document will convey to all my colleagues our Leadership in research 8 current aims and objectives. It also presents an exciting strategy for continuing to make a difference locally, nationally and globally. Development themes 10
Influencing globally 12
Contributing locally 14 Professor Sir Timothy O’Shea BSc, PhD, FRSE
Partnerships with industry 16
Digital transformation and data 18
How will we measure success? 20
Acknowledgements 21 PRINCIPAL’S INTRODUCTION
The University of Edinburgh | Strategic Plan 2016 1 Vision and mission
Vision Mission
We deliver impact for society. We discover, develop and share knowledge.
As a truly global university, rooted in As a centre of academic excellence we aim to: Scotland’s capital city, we make a significant, sustainable and socially • provide the highest-quality research-led teaching and learning; responsible contribution to the world. • challenge the boundaries of knowledge, research and disciplines; • enable our graduates and staff to be exceptional individuals equipped to address global challenges; • promote good health, economic growth, cultural understanding and social well-being.
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VISION AND MISSION VISION AND MISSION
2 The University of Edinburgh | Strategic Plan 2016 The University of Edinburgh | Strategic Plan 2016 3 What makes us Edinburgh
Scale People Growth • create a sense of place for our staff, students and the citizens of Edinburgh, and a sense of community across our five campuses; The University of Edinburgh is a large Our students and staff are the heart of the To ensure we remain best placed to make a • make improvements across all our campuses, refurbishing university in a small country, with an enviable University. They are independent, critical, strong impact for society we will continue to iconic buildings such as Old College and the McEwan Hall reputation for making a positive impact on creative thinkers who develop the character of invest in our learning experiences and our and creating spaces to house new initiatives such as the the world. the University and its influence on the world. research. Data Technology Institute; • deliver teaching and learning spaces that support more We are a broad-based, historic, ambitious institution Our reputation is a magnet for talent from across the Continuing to be among the best in the world will take investment. flexible styles of learning; that values its diversity and the opportunities that this globe. We have a long tradition of attracting students This will drive growth across the University and will produce a • meet the needs of researchers, with sustainable labs and brings to improve our learning and our research. We with the potential to succeed at university whatever virtuous cycle for success: growth and sustained excellence will room for collaboration and innovation; offer a wide range of subjects to our students, and our their circumstances. Fairness, inclusivity and equality of increase our resource, and give us further opportunities to invest four-year degree structure means our undergraduates opportunity are rooted in all that we do. in improving our research and student experience. • deliver residential accommodation that supports students can determine their own pathway through their degree to play a full part in the community; programme, with broad options in the first years The international profile of our staff and students allows We will continue to invest in our students, our staff and our • build sustainability into our planning processes, ensuring deepening into more specialist study in later years. This exposure to new ways of thinking, different cultures and physical estate to produce student-centred, research-intensive, that our new and refurbished buildings are equipped to specialisation gives every student the opportunity to be different values, making the University and the city an industry-engaged campuses that influence the world, enhance meet and address the threats of climate change by being part of our research community and encourages the exciting and richer place to study and live. The international Edinburgh and produce greater impact of the work we do. energy efficient and meeting waste and carbon standards outward-looking approach embedded in all that we do. partnerships nurtured in Edinburgh provide the perfect platform from which to showcase our global research. throughout their lifetimes; We are consistently ranked as one of the top 50 Our students come from more than 140 countries, City • protect our heritage, ensuring a future for buildings that are universities in the world, and for the past seven years from Germany to Peru. High numbers of our Scottish key to the University’s and the city’s history. we have been in the top 25 in the QS World University undergraduates come from backgrounds that are Rankings. We have a rich history of innovation and the traditionally under-represented, and we have increasing The University is embedded in the city of Supporting our people, we will: impact that our research has upon the world gives us our numbers of students and learners engaging with us Edinburgh, and the city is as important to us • maintain a fair, inclusive and diverse community of students unique identity: our research has led to the discovery of online. Our commitment to widening participation as we are to it. and staff, enriching the learning, working and social chloroform anaesthesia, the identification of the Higgs continues, and we remain committed to our step change experience of all and demonstrating our commitment to Boson and the birth of Dolly the sheep. Our reputation in attracting students from deprived backgrounds – Our history, culture and civic responsibilities are interwoven, social justice; for supporting researchers to think outside conventional whether from Scotland, the rest of the from our foundation in 1583, through our flourishing of talent disciplines has helped us develop into one of the UK’s UK or further afield. • ensure all staff and students achieve their potential by and sceptical enquiry during the 18th-century Enlightenment, research powerhouses. providing a supportive environment and learning culture; We create opportunities for all our students to make to the present day. Edinburgh is a living lab for our research • widen educational and employment opportunities for those We are at the forefront of harnessing technology in our a difference, both while they are here and after they and is an open classroom for our students to develop and from traditionally under-represented groups; teaching of massive open online courses, in our distance graduate. We work with our wider community and our apply their skills. Our research expertise and our graduates’ learning and in our on-campus classrooms. local and global alumni to ensure they continue to benefit skills are at the heart of the most dynamic growth sectors of • enhance our scholarship support for all students, especially from the University and take our ideas out into the world. the local economy. We partner with industry across Edinburgh those from under-represented backgrounds; and beyond. • develop our culture of high performance and create the Our heritage buildings and modern campuses dovetail with right environment for our staff to grow and develop; the setting of the wider city. Our physical presence in the city • promote health and well-being for staff and students frames our interactions with the rest of Edinburgh’s citizens. through a range of initiatives, facilities and support services including counselling and disability services and Sport Investing in the city and our physical presence, we will: & Exercise; • invest £1.5 billion in our estate over the next decade; • foster a culture of lifelong learning, providing staff and
students with opportunities to enhance existing skills and • strengthen relationships between the University and the city, opening our buildings to the community; develop the new skills needed to thrive in a constantly changing world. • ensure that we have a well-equipped, accessible estate, large enough to meet the needs of staff and students;
WHAT MAKES US EDINBURGH WHAT MAKES US EDINBURGH
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Strategic objectives
Leadership in learning How we will lead in learning We will provide leadership in learning through the following means. We prize learning. All of our students have the opportunity to experience different ways Making a clear offer to all our students, we will: of learning by drawing on one of the widest • be a place for independent, creative and critical thinkers subject mixes available in any leading to develop as innovators, researchers and explorers; university. • support varied opportunities for independent and student-led learning within and beyond students’ main We equip students with the knowledge, skills and programme of study; experiences to flourish in a complex world and become • develop flexible study pathways. These will vary across successful graduates who contribute to society. disciplines but will include online and blended learning Fostering diversity and inclusion, we will: opportunities and other innovative approaches to teaching Our students have the opportunity within their degree and assessment; • create opportunities for students from diverse backgrounds programmes and in extra-curricular activities to apply and under-represented groups to study with us, supporting • ensure access to learning experiences that will equip their knowledge and skills internationally and locally, in them through the transition into university and beyond; businesses and other organisations. They build from the students for whatever path they follow once they graduate, foundations of a subject to the latest research discoveries including quantitative methods, digital skills and languages. • embed social responsibility and sustainability in our student and analysis, inspired by teaching from lecturers who experience, through courses and through our culture, rank among the world’s best researchers. practices and provision of student-facing services. Recognising the importance of excellent teaching, we will: Students’ learning and progress are supported by the latest learning technologies, innovative teaching methods • recruit and nurture excellent staff. We will provide the and committed personal tutors. We are at the forefront of knowledge, skills and support they need to teach well; digital education. Our professional services support our • celebrate and reward the best teaching practice; academics and students in their learning experience. • recognise student education as a key element in academic We prize teaching. The University aims to be known staff promotion. as much for the excellence of its teaching as it is for its The Edinburgh degree is special. Supporting excellent facilities, in partnership with research. We support our academic staff to ensure the Edinburgh University Students’ Association, we will: mix of skills required to underpin a research-rich learning Our undergraduate degrees are • support the resources and facilities needed for students’ experience. We foster a culture of high achievement that mental and physical well-being; recognises and rewards teachers. based on research-led teaching. • have a full understanding of our students’ needs and Our staff are empowered to pursue personal and opportunities, enabling them to explore their interests within professional development opportunities, and our We will involve students and beyond their degree programmes; lifelong-learning culture results in a supportive and • invest in our estate, so that all students and staff learn in a motivated staff and student community. in enquiry-based learning welcoming and supportive environment with high-quality facilities and a sense of community. that engages in research Celebrating lifelong learning, we will: • make available personal and professional development and innovation and equip opportunities for staff and students; • promote the widely available learning opportunities that students with research skills we offer our local and global communities, including opportunities for those not able to attend the University in person, such as lifelong learning and digital education for multidisciplinary and platforms, festivals and other channels; • partner with commercial, public sector and professional collaborative working. bodies to create readily accessible continuing professional development for their staff.
LEADERSHIP IN LEARNING LEADERSHIP IN LEARNING
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Leadership in research Nurturing environment Our researchers shape and enhance our reputation, creating innovative solutions to the significant As a major, comprehensive university we challenges of our times. conduct research of the highest standard across a broad spectrum of disciplines. In the We will nurture the individuals who will become the Nobel Research Excellence Framework assessment and equivalent prize winners of the future. We will build and in 2014, we were fourth in the UK by research support interdisciplinary teams. power and in the top five in most individual We have a clear focus on early career researchers, for whom subjects. we will provide the best support and research environment in which to develop extraordinary careers. To develop the next generation of researchers and innovators we have invested Our discipline-specific research is impressive but we also in cohort doctoral programmes: multidisciplinary groupings Collaborating with other global leaders, and strong focus on challenging our researchers to explore the space Research without boundaries to provide PhD training with exposure to new ideas, interdisciplinary teams, we will: between traditional disciplines, creating transformational Close collaboration between our research teams and technologies and skills. discoveries that enrich society. This interdisciplinary focus colleagues in other institutions and industry is core to • form deep and lasting relationships in research and has enabled Edinburgh to initiate new subjects such as creating solutions to major unanswered problems. innovation with other globally leading universities, industry, epigenetics. We will continue to challenge our researchers to and public and third sector bodies; explore beyond the confines of traditional subjects, facilitated Our ethos is that research should be conducted without • encourage research staff and students to gain experiences by our highly interactive, creative and collaborative ethos. boundaries, whether within or between disciplines. By and share knowledge and skills with global partners; connecting disciplines within the University and linking We are committed to helping our research discoveries to be • host staff and students from our partners and with our partners we will effectively transform knowledge used, realising the social, cultural, health and wealth benefits co-create knowledge; and innovation. of our research, beyond its direct value to global knowledge We will increasingly offer • progressively increase collaborative academic research and and other academic researchers. We will create ever better conditions for national, European innovation outputs of the highest quality and value; undergraduate students a and global partnerships so that together our findings can • create new interdisciplinary institutes and centres to find continue to deliver real-world change. solutions to today’s great challenges, including tackling real-world research project so climate change and public health threats through low Having contemporary infrastructure is crucial to enable great carbon technologies, data technology and population research. We will provide inspiring, interactive environments health informatics. that they can experience the for research, using imaginatively created spaces and the latest technologies. excitement and challenges Providing ideal infrastructure, we will: • invest in digital services that are key to discovery, How we will lead in research development and sharing; of research. We will ensure We will provide leadership in research through the • provide optimal-for-purpose and sustainable physical following means. our students learn from spaces, facilities and services for research and innovation. Supporting early career researchers, we will: our researchers and have • mentor our recently recruited early career Chancellor’s Fellows; opportunities to contribute. • create further cohort doctoral programmes, including centres jointly hosted with other research-intensive universities and experts from industry and public sectors.
LEADERSHIP IN RESEARCH LEADERSHIP IN RESEARCH
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Development themes
Our four development themes give an overview of key areas for development over the period of our Strategic Plan. These do not include everything we will focus on; rather they are the key areas for change. They demonstrate how we will succeed in achieving our goals.
The development themes are: Influencing globally Contributing locally Partnerships with industry
Digital transformation and data
DEVELOPMENT THEMES DEVELOPMENT THEMES
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Influencing globally Our reputation as a world leader in research and our excellent Case study: Shanghai partnership graduate employment record act as a catalyst to encourage In 2014, the School of Design at Edinburgh College the best students and most highly regarded staff to come to of Art launched an international teaching and research We have a long history of generating the University from across the globe. partnership with the Shanghai International College of Fashion and Innovation, Donghua University. knowledge for the public good and nurturing We will enable our students to fulfil their full potential, some of the world’s best students to make a regardless of where they come from, with increased financial The partnership delivers two ‘2+2’ undergraduate difference to the world. and pastoral support. We will create opportunities for our programmes: Fashion Innovation and Fashion Interior students to exchange ideas, share their values and shape the Design. Students at Donghua University begin their Working in partnership with other universities, we will deliver world in which they live. studies in Shanghai and may be selected to study at solutions to problems that affect the whole world. Amid rapid Edinburgh College of Art for the final two years of their Our global exchange, understanding and dialogue with the globalisation, we will contribute to a collective understanding programme. of the changing world, solve global problems and educate the world are fundamental to how we operate. We will ensure that This partnership offers a unique international experience next generation of leaders and influencers. the ways in which we engage with the world are life-changing, ethical and impactful. This applies to all our activity, from for Donghua students, which in turn enriches the We will forge new transformational partnerships with business, procurement to investment. We will create new opportunities multicultural environment for our students. industry, governments and academia. We will tackle the and support for more of our students to work, study and As part of this initiative, the University of Edinburgh has greatest challenges through this collective strength and volunteer in Europe and further afield. We will offer all of our ‘flying academics’ who provide teaching to students in deliver benefits to those most in need. We will maintain and students an international learning experience, even while Shanghai for short periods. Those students, if selected strengthen our partnerships with European institutions and we physically in Edinburgh. to spend their final two years in Edinburgh, will receive will deepen our engagement in key regions of the world where tuition from the same academics in Scotland. new opportunities are emerging in research and teaching. Our staff and students will experience and learn from different global values, cultures and ways of living. We will Generating the greatest global impact commits us to diversify our portfolio of academic studies that expand our developing more strategic, collaborative and reflexive ways understanding of international perspectives, across cultural of communicating and working within the University as well and language studies. as via external partnerships. We will work to get maximum Case study: Stamp Out Sleeping Sickness impact from an international strategy that harnesses our global offices and all internationally engaged communities within the To advance our global engagement we will: Thousands of lives in Africa have been saved by an University. This collaboration will drive and shape our ambition. • deliver transformational global partnerships across initiative to help eradicate sleeping sickness. business, industry and academia; Cases of acute sleeping sickness among people Global transformation • increase the range of opportunities and support for our in rural Uganda fell by 90 per cent after Edinburgh Our global community of staff, students, alumni and students to work, study and volunteer abroad through researchers, led by Professor Sue Welburn, working supporters is key to our future success. Erasmus+ and other schemes; with colleagues from Makerere University prevented • improve access to an Edinburgh degree for the world’s transmission to humans by eliminating the parasite We will develop greater engagement with the community in brightest and best, irrespective of their background; from cattle. Researchers aim to extend the project to and beyond Edinburgh, building on our tradition of attracting all of the districts in Uganda that are affected by acute and working with the world’s best talent. • extend our profile and reputation across key regions of the world by promoting our excellent research, student sleeping sickness. experience and facilities and the opportunities offered by The condition, which is a parasitic infection affecting the city of Edinburgh; the nervous system, is always fatal if not treated. Many • expand our online learning portfolio, building our sufferers are in the poorest rural areas with no access international community of learners and creating to treatment and are unaware of the risk to their health opportunities to engage with an Edinburgh experience. posed by infected livestock. Researchers eliminated the trypanosome parasite that carries the disease by injecting livestock with trypanocide and by carrying out regular insecticide spraying to prevent re-infection. The results were achieved as part of the Stamp Out Sleeping Sickness campaign, created in 2006 by the University of Edinburgh, Makerere University, Industri Kapital Aid & Relief Enterprise, Ceva Sante Animale and the government of Uganda.
INFLUENCING GLOBALLY INFLUENCING GLOBALLY
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Contributing locally We will be open to the city, and its residents will be able to Case study: Educated Pass access our buildings and our facilities. We will communicate Educated Pass is a University of Edinburgh sporting what we do and how we work with the city so that its residents initiative that targets school-age boys – particularly are able to interact with us in an informed way. For more than four centuries we have those from under-represented groups – through football been Edinburgh’s civic university, training We will build and strengthen relationships and information coaches and clubs. It builds on boys’ commitment to teachers, lawyers, doctors and a wide range exchange between the University, the city and our sport to generate similar commitment to education. of other experts and innovators that practise communities. We will put our research and teaching at the Aspirations, expectations and the whole frame of their professions in our host city. service of our local communities, with the aim to enhance reference for boys come from the wider community support for the University’s objectives. in which they grow up, and boys who struggle The University is a vitally important part of the Edinburgh academically or come from backgrounds with low region. As well as our undergraduate and postgraduate To achieve this, we will: aspirations can easily feel excluded from an early age. degree programmes, we offer comprehensive lifelong • raise aspirations, targeting outreach work and on-campus Educated Pass recognises that sport, in particular learning opportunities. events to make higher education an achievable goal for football, is a common passion among boys aged more people, especially under-represented groups; We are partners in the social and cultural life of the city: we 11 to 16 and aims to address the academic host and participate in the city’s festivals, we stage regular • improve the local environment, ensuring sustainability and underachievement of boys in this age group. The public events, and we work closely with the national museums, accessibility are built in to our estates, energy and transport project aims to engage boys, their football clubs, galleries and libraries based in the city. policies and practices; their coaches and their families in education • expand student and staff opportunities: embed community opportunities to raise aspirations. Enhancing relationships engagement within our degree programmes, creating By giving students advice on school, college and opportunities for students to work, volunteer or study within We are a key employer and contribute to the city’s university pathways, using sport as the method to a community setting; economic prosperity, as a buyer of goods and services engage students, Educated Pass demonstrates that from local suppliers and a generator of start-up and • recognise the value of engagement and social responsibility education and career opportunities exist outside the spin-out businesses. through the Edinburgh Award for students, credits for sporting sphere. experiential learning in degree programmes, and the Principal’s Medal for staff; The quality of life in Edinburgh is enhanced through volunteering and fundraising for local causes, and through • engage the public in research: encourage the widest Case study: Anne Rowling Regenerative outreach activities such as free vet care for pets of homeless possible range of audiences to understand our research Neurology Clinic people and our free legal advice service. We also work with through public engagement programmes and our local schools and colleges to broaden horizons, opportunities digital resources; The Anne Rowling Regenerative Neurology Clinic and access for learners of all ages. • support community use of our facilities: increase the health is a patient-centred charitable research facility, and well-being of Edinburgh citizens through services offered focusing on research into a wide range of neurological How we engage with our local communities should empower by Sport & Exercise; enrich the cultural and intellectual life conditions, especially neurodegenerative diseases. them. The city’s local needs will influence our core activities, of our communities through our museums, galleries, public The Clinic was founded through a donation by the and we remain aware of the ways that our students and staff lectures, exhibitions, concerts and workshops; and provide Edinburgh-based author and University alumna JK living in and around Edinburgh interact as good neighbours facilities and content to support festivals; Rowling in 2010 in memory of her mother, Anne, who and responsible citizens.
• work strategically with civic and community partners to died from complications relating to multiple sclerosis. enhance health and well-being, education, culture and The Clinic integrates research findings from the quality of life. laboratory and from patients, with the aim of innovating and trialling new treatments for diseases including multiple sclerosis, motor neurone disease and Parkinson’s disease. It also provides care to patients awaiting diagnosis and living with neurological conditions. Based in the grounds of the Royal Infirmary of Edinburgh beside the University’s Edinburgh Medical School, it is a hub for clinical trials into neurodegenerative diseases – its researchers work closely with colleagues in neighbouring University research centres. The Clinic benefits from Scotland’s exceptional patient data resources.
CONTRIBUTING LOCALLY CONTRIBUTING LOCALLY
14 The University of Edinburgh | Strategic Plan 2016 The University of Edinburgh | Strategic Plan 2016 15 Partnerships with industry Talent, Skills and Employability Case study: Making the Most of Masters Through our Talent, Skills and Employability pillar, we will Making the Most of Masters is an initiative that enables ensure that our degree programmes remain current and our masters students to undertake work-based projects We will be a global leader in industry support student employability. To build engagement with and improves collaboration between employers and the engagement, with strong industrial and employers we will: University. Making the Most of Masters aims to ease the commercial funding complementing • seek employers’ input to course content and degree transition from study to work and boost postgraduate traditional public sector and third sector programme development and delivery; students’ employability by helping them stand out from the crowd. support. • provide meaningful work-related learning for students, including placements with companies, industry co- It allows our students to better understand career Research-led teaching, augmented by high-quality staff, sponsorship of doctoral degrees, and paid internships; opportunities and enables host companies to get estates, facilities and digital assets, will continue to deliver • ensure that graduates are equipped with the abilities and to know their abilities. Businesses get the practical increased productivity and sustained economic impact. We commercial skills that employers need, through digital and benefit of having our masters students work on specific see widespread benefits of engagement between companies, data-related learning opportunities; projects, while our students gain highly sought-after students, alumni and the University: enhanced student hands-on experience. • create opportunities for staff to move between the University experience, exposure to new ideas, and wider opportunities for and companies, encouraging innovative partnerships Making the Most of Masters is supported by the Scottish research and its impact. between companies and the University. Funding Council and is a collaboration between the The University is already a key aid for many businesses universities of Edinburgh, Aberdeen and Stirling. and public bodies: a commercial partner, a source of Research and Development ideas and an educator of talented individuals. We will build and expand on such relationships across all areas of our Through our Research and Development pillar, and to ensure activity. We will create the capacity, conditions and expertise that our research can reach a broad range of beneficiaries, for interaction between academics, students, business we will: Case study: Launch.ed and industry. This will deliver, grow and maintain these • partner with industry to allow a better mutual understanding Launch.ed is the University’s support service for our relationships locally and globally. of the practical applications of our research; entrepreneurs. It offers advice and support to staff, • make our academic expertise more available to We will sustain our bond with Scotland’s strong public students and recent alumni to help them launch industry through better online information about our services, for example with the mutual support relationship start-up or spin-out companies. With one-to-one research specialities; with NHS Lothian, through which research, teaching and advice, workshops, bootcamps and competitions, patient care are integrated for the benefit of both partners • employ entrepreneurs-in-residence with proficiencies in Launch.ed helps turn ideas into commercial enterprises. specialist areas. and patients. While studying for his PhD in robotics, Alexander Enoch was looking for a robot toy for his niece. He was Multidisciplinary collaboration, enabled by highly frustrated to find that there was not an affordable robot experienced business development teams, will be critical Innovation and Entrepreneurship on the market for an entry-level enthusiast or child, and to developing long-lasting strategic industry partnerships. Through our Innovation and Entrepreneurship pillar, and to he set out to create one. We will do this primarily through three pillars of activity broaden the range of financial support for the University, that frame our industry engagement: Talent, Skills and we will: With support from Launch.ed, and after many Employability; Research and Development; and Innovation • create opportunities for business engagement executives prototypes, Marty the 3D-printed walking robot and Entrepreneurship. to learn from industry, including learning about routes was born and Alexander established Robotical Ltd. to market; Alexander has won several awards, including the Innovation Cup at Launch.ed’s 2015 Inspire Launch • support pathways to strategic relationships, Grow Awards. from single transactional relationships through to integrated partnerships; Marty’s unique design means a robot that can walk, • focus on earning income from our high-value turn, dance, kick a ball and more can be produced intellectual property; at low cost. He is controllable by phone and his functionality is expandable. He is perfect for helping • grow and develop our own venture fund. people learn about programming, electronics, mechanical design, 3D printing and robotics.
PARTNERSHIPS WITH INDUSTRY PARTNERSHIPS WITH INDUSTRY
16 The University of Edinburgh | Strategic Plan 2016 The University of Edinburgh | Strategic Plan 2016 17 Digital transformation and data Case study: Li-Fi • promote innovation and best practice in the use and Li-Fi, the brainchild of the University’s Professor analysis of data; Harald Haas, has the potential to revolutionise Data science • share physical and virtual spaces with global and local the way we get online. Li-Fi is a communications technology that uses light to transmit information The University is home to leading expertise industry partners to ensure our expertise in data science reaches beyond our walls. digitally, in contrast to Wi-Fi, which uses radio in data science. We are the only Scottish frequency signals. member of the Alan Turing Institute, a Digital transformation In Li-Fi, a microchip controls a standard LED five-university UK partnership enabling We will ensure that we drive a culture of lightbulb, causing it to flicker millions of times insights from large-scale data to be used for evidence and predictive decision-making a second. This creates a rapid stream of binary commercial purposes and to inform policy within our own practices. code, invisible to the human eye, which is read and practice in tackling environmental, health by a dongle attached to a laptop or other device, and other global challenges. providing internet and other data services at We will drive digital transformation in our way of working. speeds far exceeding conventional Wi-Fi connectivity. Our students and staff need the skills to ensure that they can We manage the leading UK supercomputer, ARCHER, and thrive in a data-rich environment, using quantitative methods Li-Fi can exploit the ubiquity of light sources in its associated Research Data Facility. We host national to inform decisions. Our teaching will embrace the availability urban areas – including street lamps and car institutes including the Farr Institute and the Administrative of data and the technologies that support and use it. Our headlights. It is ideal for use in hospitals, because Data Research Network. Our interdisciplinary Data Technology information systems, our data assets and the support we it does not emit radio interference that can affect Institute will be a hub for our data science activity and our provide our staff and students will keep us at the leading edge medical instruments. For aviation applications academic, public sector and industry co-developers. of this data-driven revolution. Li-Fi has the advantage that no additional cabling is needed, and it can similarly be installed in Meaningful, intelligent data use is core to our research We need to ensure that we thrive in the digital economy and underground transport, exploiting lighting that is and vital if we are to lead the world in the growing areas of ensure all areas of the University can operate seamlessly in the already in place. study where data and computation are changing analysis digital world. We must be ready to adapt quickly to disruptive The first Li-Fi devices are beginning to appear and discovery, from psychology to architecture to physics. competition and technologies. In a future where data-intensive methods are essential to commercially and are currently being trialled in understanding the world, insight based on vast amounts of To make this happen we will: a variety of applications. data will make humanity safer, healthier and more productive. • offer a digital education experience including online Our data science expertise will underpin the multiple ways that programmes that widen access to an Edinburgh education we will transform our engagement with industry. beyond the city; Case study: Alan Turing Institute To deliver this we will: • invest in systems that make it easy for our staff to use and share all the information we create, driving efficiencies, The Alan Turing Institute is the UK’s national institute • change our students’ way of viewing the world, developing enhancing the student experience, identifying new research for data science. Founded in 2015, it aims to be a their mindset and providing them with the tools to succeed opportunities, and operating our estate effectively; world leader in data science research and innovation. in a digital future; • deepen our connections in the hyper-connected The University of Edinburgh was one of the five • support researchers in extracting value from data and digital world; universities that founded the Institute, in a joint making key data accessible for research by investing in venture with the universities of Cambridge, Oxford infrastructure and data assets, developed collaboratively • drive towards a digital culture that will culminate in a and Warwick, University College London and the UK and for the common good; university where: Engineering and Physical Sciences Research Council. • every core service is fully digital; • every educator is a digital educator; The Institute aims to attract the best scientists and mathematicians to break boundaries in the use of • every student is a digital student; big data. • every decision is made from accessible, comprehensively based evidence and knowledge; Its mission is to create global impact through research, training and leadership. It will develop • every student and staff member is constantly updating theory and methodology, will partner with businesses their digital skills; and other institutions to create economic and societal • we have moved from wondering what the future might impact, will train the next generation of data science hold to predicting the future. leaders and will inform public debate and policy. It is being funded over five years with £42 million from the UK government, with additional funding from the founding universities and business. It is headquartered at the British Library in London. DIGITAL TRANSFORMATION AND DATA DIGITAL TRANSFORMATION AND DATA
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How will we measure success? Acknowledgements
The delivery of the Strategic Plan 2016 will be Published by: a University-wide endeavour. Communications and Marketing The University of Edinburgh www.ed.ac.uk Our schools and support groups are key to delivering the Plan, and we will work together to achieve its goals. Designed by: We will measure our performance against the objectives Hookson of the Plan through a combination of quantitative metrics www.hookson.com and narrative case studies that illustrate the changes taking place across the organisation. Printed by: J Thomson Colour Printers The University Court, as our governing body, has overall www.jtcp.co.uk responsibility for strategic development. Court will monitor a set of strategic measures that focus on the This publication can be viewed online and downloaded as a impacts from the Plan, particularly those that highlight PDF. Please visit www.ed.ac.uk/strategic-plan. areas of highest risk and change. The University’s Central Management Group oversees © The University of Edinburgh 2016 the University’s performance. This group will regularly see indicators that illustrate how our aims are being Thank you to all staff and students who helped in the achieved at operational levels and that indicate whether production of this publication. we will achieve our desired impacts. The University of Edinburgh is a charitable body, registered in Schools and support groups will also articulate the Scotland, with registration number SC005336. ways in which they contribute to the delivery of the Plan, reflecting the distinctive strengths of different parts of the University. The ways that these differently deliver on the This publication is available in alternative formats on request. Strategic Plan’s objectives will be reflected in the overall Please contact: [email protected] performance framework.
Information on our performance will be available on our Photography: website. Matt Davis Paul Dodds istock/Chris Hepburn Real Edinburgh Douglas Robertson Sam Sills www.nealesmith.com
HOW WILL WE MEASURE SUCESS? ACKNOWLEDGEMENTS
20 The University of Edinburgh | Strategic Plan 2016 The University of Edinburgh | Strategic Plan 2016 21 www.ed.ac.uk