Introduction from the Vice-Chancellor 1 credit, prestige and

but particularly at the most senior levels, believing this be to the most effective of way successful institution. a ensuring This new of hasthe opportunity beto unique, relevant local to needs and responsive rapidly to changing circumstances. Its future lies in active, responsive, mutually beneficial partnerships across higher education, health, business and beyond. It will be distinctive in its local mission, compete effectively withthe rest of the higher education national have sector, and international impact through research and innovation, and bring region. the to opportunity Richard Lister Vice-Chancellor and Chief Executive intend improve overall student to satisfaction continuously, and see we the strong partnership that exists between students and staffthe at University as central realising to this ambition. will focusWe on preparing graduates with the skills, critical knowledge and confidence to succeed in the contemporary employment supportmarket. To this, scholarship and high- impact research must be pervasive within the institution, with emerging areas of national and international excellence. should We emphasise and promote the intrinsic value of higher education; all should offer a transformative experience based on a spirit of enquiry, debate and discovery, a place of open free discussion within the law. will activelyWe ensure work to gender equality and cultural diversity right across the institution Introduction from from Introduction the Vice-Chancellor vision the and introduce develop privilege to is a great It is Suffolk of University The university. a new and of purpose 21st andthe century must of build on the a product entirely be a Campus University to and of Suffolk successes strengths academic thriving community a cleardistinctive, which makes and – of change impact. immediate Our lives is purpose to individuals better. the and communities – for orientation and outlook reflect - to the globally connected world in which live and we work. The University will nurture these attributes and utilise them drive the to economic, cultural and educational improvement needed within the region. measures of the key of how will we judge our performance will be our influence on the communities serve. we The student experience will continue be to at the heart of our a beacon are activity. We of fundamentally will which changeaspiration ambition and achievement in the region. We committedare admitting to and successfully graduating students with a wide range of and qualifications, backgrounds will and we be judged our by record in delivering the best outcomes, whatever the starting point. We The University of Suffolk is strongly embedded in its local region. Our unique, integrated partnership with four Colleges is central our to identity and our vision for the embrace future. We our role as independent stewards of community life and values; an anchor institution proud of its central ambition of working collaboratively transformto our local communities. will We consciously apply long-term, our locally-based economic and cultural influence, together with our human and intellectual resources, improve to their long-term prospects. That mission does not, and must not, entail an exclusively local institution or one way in any limited in its ambition or its pursuit of excellence. Universities must national have and international scholarship teaching, their across dimensions and research. Our staff and students must be socially gender, and in geographically, diverse - Curriculum and Growth Governance and Finance Infrastructure In Summary Internationalisation 18 20 22 24 16

Our Community Impact Learning and Teaching Research and Enterprise Our Vision Our Values and Operating Our Students Our Staff Introduction from Vice-Chancellorthe

14 10 12 6 8 2 4 Principles 1 CONTENTS Our Vision 3 student satisfaction and graduate employability, and will be progressively moving up university league tables. There will be growing and tangible benefits for our partners and a sustainable for surpluses appropriate with budget balanced investment. Our role as a community-impact university will be measurable having a clear, and positive impact on the economic, cultural and educational lives of the communities serve. we oversight of the Faculties. The overwhelming majority of provision will be at undergraduate level, but with a measured growth of postgraduate students, including in postgraduate research. This will be centred on the development of the scholarly base of academicthrough staff, a gradual increase in numbers of the professoriate through new and with promotions, appointments and internal the development of clear career routes within the staff. all for institution The University of Suffolk increasinglywill have diverse income streams,based on a wider, high-quality range of collaborative academic and other partnerships. expect We build to on and strengthen links with local and regional stakeholders, not least in relation training, to research and consultancy, facilitating the prospect of enhanced investment. Over the next five years the University of Suffolk must established have a reputation and brand as an innovative and flexible, market-centred provider with high-quality teaching, underpinned widespreadby scholarly activity and research in focused areas. will high have levels We of the physical infrastructure across the Learning Network will be encouraged. In addition, the focus on equivalence of the student experience should be seen as a unique selling point of the University; an inclusive Learning Network in which an expanded number of students will be studying on a broader range of courses, within distinctive locations, under the academic

systems which the involve whole community in a shared culture and values. The main Waterfront Campus will be further modernised and developed, in partnership where appropriate. Development of will see its role as a driver of economic development in Suffolk key performanceas a indicator of its success. Decision-making in the institution as a whole will be based on streamlined and inclusive processes, recognising the importance of open, democratic and benefit from the configuration of leading industries in Suffolk andthe widerregion. Partnerships with business lie at the heart of delivering our ambitions. This willinclude, and apprenticeships higher others, amongst internships, and germinator and incubation facilitates for spin-out companies. The University and raise aspiration across the region. Teaching will be innovative and with high flexible quality, modes of delivery. The learning experience will give a high priority problem to solving and real life solutions. The focus on continuing our high rates of graduate employability will build on, support The University of Suffolk willkey a be contributor its to local communities. will We focus on curriculum areas that applied, are transformational and closely aligned regional to market demonstrable with priorities, economic and employer demand. will sustain, We extend and embed our responsibility widen to access by a strongby pattern of student retention, student satisfaction and external quality ratings. The University will increasingly be underpinned by an embedded scholarly base, with nationally and internationally recognised research and scholarships targeted areas. in nationally and internationally. nationally will a very have We high level of applications for some niche-based academic disciplines, and sufficient student demandfor sustainability in all other academic areas. This will be accompanied centred academic community. Over the next five years it will it years five next the Over academic community. centred higher be base, of academic a broader standing develop and financially remain a significantly sustainable. will It have region, the from drawn growth population student with larger Our Vision and student- self-critical is a cohesive, Suffolk of University The

2 Our Vision Our Operating Principles Operating Values and Our 4

We believe it is important

Our Values and to have a clear view of the Operating Principles values which underpin our activity. The following principles should be a clear and constant guide to the way we operate:

To be a beacon for aspiration and achievement.

To actively serve and be accountable to our communities.

To excel in meeting the expectations of our students.

To provide a great environment to work and study.

To drive a spirit of exploration, innovation and creativity.

To be enterprising and entrepreneurial.

To consistently maintain the highest ethical standards and uphold academic freedom.

To be inclusive; valuing the contribution of every member of the institution.

To relish challenge and enjoy success.

To work with strategic partners for long-term mutual benefit.

5 Our and Values Operating Principles Our Students 7 widening participation. disciplines.all with the Students’ Union. outcomes. employment best deliver and student retention. sporting facilities. To secure high levelsTo of student satisfaction. maintain continuing commitment to To increaseTo the pool of applicants across furtherTo develop close partnership working drive integration with localTo partners to nurtureand deliverTo work-ready graduates. experience student improve continuously To provide improved social,To cultural and

Strategic Objectives Strategic • • • • • • • •

Howard Lay Academy Samuel Ward Principal, Executive Chief Executive, Samuel Ward Trust I have seen it raise aspirations in aspirations raise it seen I have students and help own them my would ambitions they achieve possible.” thought never have individualistic experience than is possible at continuingmany universities strength. is a key, “Having in county the a university people. real of changes lives the engaged, and that the university experience and enjoyable challenging, be should transformational. Our record of ‘added value’ is admirable and willwe continuebuild to upon this. Allied to this, our commitment a more to intimate and widening participation is unwavering. Underpinning our central themes is the shared understanding that students should be encouraged beto questioning, creative and satisfaction. We will be known for our responsiveness to to our responsiveness for will beknown We satisfaction. student the between barriers absence of the students and for our numbers student will grow communities.and staff We though all at levels nationally and internationally locally, Our to commitment provision. undergraduate predominantly and ethos. We are proud of our tradition of attracting a diverse a diverse attracting of our tradition of proud are We and ethos. and body high-qualitystudent producing attractive graduates, is on learning Our focus and teaching, employers. and to student of high levels produces that experience a student Our Students Suffolk’s mission of University the of centre the at are Students

6 Our Students Our Our Staff 9

To ensure a dynamic,To supportive relationship create the conditionsTo that allow colleagues effective management, development and and development management, effective of performance.reward processes, ensuring a strong focus on cultural fit and the appointment of the best possible staff. between the organisation and our staff, based on an inclusive culture and building on our core principles partnership, of stewardship and community. provides opportunities for staffto their improve mental wellbeing. and physical developto their careers and fulfil their potential. To enhanceTo further the processes for the To moderniseTo recruitment and selection maintain a healthyTo work environment that

• Strategic Objectives Strategic • • • •

career opportunities; a hubcareer for world class innovation; attracting our and best to brightest the shows It economy. growing in excellence of a centre that the at education, working localheart the community, of and lives can transform the opportunities beyond well Waterfront campus.” Pendlington Mark Chairman New Anglia Local Enterprise Partnership Our Staff our students, to demonstrate our commitment The staff mission University the the in delivering of each other, and to as an we, enormous In pride. of return is a source Suffolk of and inspiring healthy work safe, a provide to seek employer, high- will appoint a diverse, and nurture We environment. feel who workforce, andperforming, motivated confident be part this community. of to andvalued, supported proud is the at Suffolk of University “The heart all our the of ambitions for higher skills;region: improved

We will introduceWe more streamlined and inclusive decision making processes; utilising democratic systems engage to the whole university community with the mission, values and culture of the institution and maintain their commitment and shaping further in contribution and realising these. proud are We of our existing culture where there closeare working relationships between different groups of staff and between staff andstudents, and will we ensure this ethos prevails.

8 Our Staff Our Our Community Impact 11

engage us. with This is that a relationship to look forward we further.” developing Holmes Sarah ExecutiveChief Theatre Wolsey New “As a fellow organisation organisation a fellow “As inheart we Suffolk, the of engagement the value has University the that its local community. with Suffolk of University The supportive is extremely us as a cultural of and organisation their encourage actively and students to staff

To lead wideningTo participation, aspiration work with partnersTo improve economic to play a leadingTo part in the cultural life of our be influentialTo in the stewardship of our be a regionalTo partner of choice for a range of provide the skillsTo needed deliver to an and achievement. and activity and prosperity in our region. organisations. major economic step change locally.

Our Community Impact The reach. national and must international have All universities has, Suffolk in addition, of heart itsUniversity mission the at of university civic type of a new be a model for a responsibility to and economic societal – embedded, of and influential a focus willchange communities in Our the all serves. it network of nationally and communities locally, to out reach to continue people to and globe, with the organisations connecting across and partnerships collaborations relationships, can that create summarise this as a ‘Community We difference. real a make Impact’ higher institution. education ensuring the skills needed fully are met. Objectives Strategic • • • communities. • community. • • Our community engagement involves communicating and sharing knowledge, consulting and collaborating with the local community, enriching cultural life and providing a service our to communities. All of this activity will be mutually beneficial, both the to public and theto University, and complement our primary contribution society to of providing education. It is important us to that create we a place that is built for the community, as well as for our students and staffto use. The period of this strategic plan offers great region. our in growth economic for opportunities shouldWe be instrumental in driving the economic agenda and role playing with our a key partners in

10 Our Community Impact Impact Community Our Learning and Teaching 13

To provide learningTo opportunities that develop encourageTo our students become to supportTo our students in becoming global inclusive flexible, of adoption the encourage To recognise,To value and excellence reward in foster an evolving cultureTo of innovation and recruit and developTo engaging, inclusive and pedagogical experiences that engage inspire. and and analytical thinking critical skills. confident learners, lifelong independent challengeto and influence in learning and professional environments. and innovative approaches learning to and learning and teaching. staff. academic student-centred enthusiasm for learning and curiosity through In partnership with students, foster to

• • • citizens. • assessment. • • research. • Strategic Objectives Strategic •

extremely high.” extremely Nick Hulme ExecutiveChief The NHS Trust our to compassionate care is really relationship patients. The us and quality the to important is with work students we of a central aspect of all students learning. is a Suffolk of University “The partner in ourvital ambition to and safe high quality, provide Over the next five years the University will supporting modes of flexible develop further learning that enable students flourish to as independent learners with the capacity for Through thinking. analytical, and creative critical the development of dynamic and responsive learning environments, active participation will be teaching, informed by research and scholarly activity and and in scholarly activity research by teaching, informed will enable students to We technology. evolving of context the and in in life. employment their full potential achieve Learning and Teaching and Teaching Learning their by will Suffolk’s be characterised courses of University The and leading-edge learning andinnovative to approaches

Teaching Teaching 12 Learning and and Learning Research and Enterprise 14 Suffolk Chamber of Commerce of Chamber Suffolk CEO John Dugmore today.” it is place makes Suffolk the successful foundation that of business of the part is and community to valued partner the business University of a Suffolk seen as is centre, academic leading the success of a As Suffolk. the future in play will economic that theimportance University “There doubt no of is the for areas niche in submission Framework (REF) Excellence Research to aHEFCE aview with Units and Centres Institutes, Research of number a established and numbers, student research postgraduate our increased have substantially grants, Council Research receiving We be will economic development within the region. driving in partner flexible distinctive, as a Suffolk of University the establishing for point starting akey be will plan this of life the in early Centre Innovation Waterfront Ipswich our of opening The contributionmake amajor to society the economy. local and research, advanced scholarship knowledge and exchange will international recognition demonstrable and impact. Our based research scholarship and that national has and pure, by and professionalunderpinned applied practice– and Learning teaching at the and University of Suffolk be will Enterprise and Research

key role in the growth of our regional economy, regional our of key growth the in role a playing institution, education higher facing business- and enterprising an as recognised nationally be will Suffolk of University The period. planning this of end atthe Awarding Powers Degree Research for to apply aposition in to be We expect 2020. REF • • • standing. • researchers. • • • • Strategic Objectives income. new generating and teaching and learning underpinning activities enterprise and exchange knowledge with

To increase and diversify sources of revenue revenue of sources diversify and To increase To postgraduate of number grow the in 2020 to REF To make asubmission that activity research of volume the To increase leaders research of number the To increase highly academics retain and To support attract, of impact the To disseminate and promote across scholarship and To research promote sponsorship and research activities. consultancy, educational, from generated research students. areas. niche international and national of to be recognised is career early of development career the support effectively and areas, academic in priority level. atprofessorial research in skilled communities. local and bodies public business, with engagement public effective through externally research our initiatives. enterprise and teaching and learning our informing institution, the

Enterprise 15

and Research Internationalisation 17 “The University of Suffolk plays a pivotal role in role a pivotal plays Suffolk of University “The and Suffolk the of and development growth the nationally and our both county of reputation has challenged institution The internationally. higher of education perceptions and developed substantial contribute locally and to continues as a whole.” Suffolk andvalue credibility to Roper Sue Director Assistant Directorate Environment and Skills Economy Council County Suffolk

To implementTo coherent and targeted Faculty expand the distributionTo network overseas. be proactive in seekingTo out partners with a continue partners grow to To strategic in key develop partnershipsTo with parties third to value and foster ourTo links with European international marketing plans. shared approach in terms of mission, offer and experience. student particularly Northmarkets, America and South East Asia. support the internationalisation agenda. universities, including exploring opportunities exchange. student and staff for Objectives Strategic • • • • • • We are firmly are We committed enhancing to opportunities for students and being an attractive destination for students. incoming The international arena provides a major opportunity for a step change in our growth and has the potential helpto place the institution on very strong foundations. future success to The key continues beto partnership; a strength that will be deployed in our major areas of internationalisation. In addition the to strengths of the university experience, which apply all students, to we will emphasise the importance of our location and the pervasive opportunities for work and study overseas, through an internationally relevant curriculum.

includes ensuring ensuring includes are ourthat facilities sufficiently attractive achieve to continue to success.recruitment we must be innovative must be innovative we in and sector-leading in most the working and cost-effective This way. efficient nationally. In order to to In order nationally. international the achieve numbersstudent set Plan, in Strategic out the will make it a success a success it will make also are internationally will make that those a success University the and regionally both to the growth and growth the to the of relevance Suffolk, of University and elements the that Internationalisation international The dimension is essential

16

Internationalisation Internationalisation Curriculum and Growth 19 through a focus on applied skills and students in a competitive marketplace and that recruit well. through innovation in learning and teaching. for life in a global world. development of our curriculum portfolio. growth in all areas. the-art, innovative courses. assessment practices. To achieve enhancedTo student employability validate programmesTo that attractive are to deliver a high-qualityTo student experience ensure our curriculumTo prepares our students stakeholders work with key To in the To drive and deliver significantTo student number provide a portfolioTo of high-quality, state-of- offer creative and To efficient teaching and

• knowledge. • • • • partnerships with industry will be consolidated and developed and will provide the impetus for new programme design and research. Plans for technological solutions problems to within the health and social care sectors, and their focus on wellbeing and prevention of ill health, will create opportunities for the intersection of health with digital technology and with sports science. Objectives Strategic • • •

andCurriculum Growth which Faculties two the around is centred Academic teaching Faculties two The Network. Learning the within inclusively work personality Departments, its own each with seven split into are courses. New in its portfolio of whichis reflected and ethos demand are and employer student demonstrable with courses this plan. of in in lifetime all the areas required workforce. There will be increased demand for local delivery, flexible programmes and non-traditional entry routes. Changes the to funding of health professional education bemay challenging in the short term but morewill require responsive new, and direct relationships with health service employers and willwe continue build to strong, sustainable and productive partnerships through which to ourgrow academic portfolio. Rising demand for STEM (Science, Engineering Technology, and Mathematics) subjects and increased focus on innovative digital and smart systems as a driver for economic growth stimulating are opportunities areas in key of development in Science Our and current Technology. successful The Faculty of Arts, Business and Applied Social Science will embeda multi-disciplinary philosophy its into curriculum. It will encourage curious, individuals; become rounded to students informed and educated about the wider world and their place within it. The Faculty willdevelop students who will graduate ‘business ready’ and who ready are contribute to positively as active citizens in a rapidly changing world. To accomplish this the Faculty will further encourage practice inter-professional study, interdisciplinary curricula. inter-department and Within the Faculty of Health and Science, there will be opportunities for innovation and growth areasin many key of provision. Shortfalls in the nursing and medical workforce likely are continueto and will create opportunities for innovation and responsive course-design, as well as higher apprenticeships andfoundation degrees supply to the local and regional

and Growth and 18

Curriculum

Governance and Finance 21 generate operational cash surpluses support to investment in the delivery of the institution’s strategic objectives. constantly changing, external environment. We will ensure that all governance and management committees operate in a flexible, responsive and manner. innovative Long-term sustainability will be reinforced through the careful monitoring of the institution’s performance and systems of internal control, and the active engagement of Board members in its committees and sub-groups. Business plans for continued growth willincorporate broader as such agenda sustainability the of aspects social impacts. and environmental The Finance strategy aims deliver to long-term whilst institution, the for sustainability financial supporting the delivery of its overarching plan We significantly to strategy. our grow annual income over the next five years, largely driven studentby number growth, but opportunities income grow to from diverse sources, including from partnership working, will also play an important part. Building on its strong track record of controlling costs, the University will continue secureto value for money from all of its activities and will actively with costs sharing for opportunities explore partners where appropriate. will continue We to We are committed are We an ongoing to review of our management structures and processes to ensure that they remain fit for purpose within a and philanthropic sources.and philanthropic the investment strategy. results meet the requirements of the University’s financing covenants. governance and management committees is institution through careful scrutiny of reports on performance and internal control, and the who members, Board of engagement active bring a wide range of skills its to committees and sub-groups. review of management structures and To ensure budgets, forecasts and financial financial and forecasts budgets, ensure To To increaseTo income from research, enterprise ensure sufficientTo cash is in placeto deliver To increaseTo annual income through student To ensure that the compositionTo of our ensure the longTo term sustainability of the To reaffirm ourTo commitmentto academic achieve excellenceTo through an ongoing

• growth. • • • processes. processes. • representative. • Strategic Objectives Strategic • freedom. • its governance and management, subscribes institution its the governance ethical Nolan the the basis principles the for to which are in public life. expected standards The University of Suffolk is committed to the highest the to is committed Suffolk of University The the achieving to whichis vital governance, of standards Throughout objectives. vision and strategic organisation’s and Finance Governance

and Finance and 20

Governance

Infrastructure 22 service for distance learners. distance for service ahigh-quality provide will and teaching, and to learning approaches innovative supporting in responsive and flexible be will infrastructure IT The market. employment contemporary the to enter need they skills the with students equip and levels satisfaction up drive experience, student the enhance infrastructure and services the that ensure will Services IT contracted-out provision. and in-house of balance appropriate an including maintained, will be high service-standards students, and to staff services facilities delivering In emissions. carbon and consumption energy in improvements continual deliver and buildings, our all of utilisation the We enhance will the required campus development. deliver to help explored be will models financial innovative and partners with collaboration Close fit-for-purpose. longer are no that buildings of decommissioning the and buildings, outdated of upgrading the buildings, new of construction the involve will which years five next the in required be will changes To significant this, achieve facilities. student quality high of provision the through experience, to their significantly contributing as as well Suffolk, of University atthe to study students attract will that campus education higher inspirational and fit-for-purpose effective, acost- maintain and deliver We proactively will services. research of teaching and first-class the delivery supporting as student experience, well as deliver ahigh-quality University’s to capacity are fundamental to the EstatesOur IT and systems Infrastructure

• • Strategic Objectives business services. cost-effective delivering on and experience student the on impact positive greatest have the will which developments those of assessment by an informed be will investments future and outward-looking therefore is strategy Our workplace. future the for them prepares which experience an with students We provide will change. process business and cultural both drive can technology information in Developments • • • •

our of effectiveness To cost the exceed our of levels To satisfaction the exceed metre square per emissions To carbon reduce rateTo timetabled of utilisation improve the staff per area floor internal To gross the reduce which buildings of proportion the To increase and student FTE. condition. ahigh-quality are in benchmark institutions. benchmark National Student Survey. by the measured institutions benchmark per student. teaching space.

23 Infrastructure Infrastructure In Summary 24 Be acknowledgedBe as amodel for equality and diversity. architecture. inspirational Further develop our Waterfront Campus, with distinctive Demonstrate shared values collaborative across a network. strengths. research significant Have embeddedBe in and drive the local economy. Create amore international community. Have widened access to higher education in the region. establishedBe as adistinctive ‘Community Impact’ university. Have high levels of graduate employment and student satisfaction. student-focusedBe with inspirational learning and teaching. Have alarger, more diverse student and staff body. The University of Suffolk, over the next five years, will: In Summary A university for a changing world uos.ac.uk