University of Wales Trinity Saint David Strategic Plan 2017 - 2022 Contents Foreword by the Vice-Chancellor and the Chair of Council
3. Foreword by the Vice-Chancellor The University of Wales Trinity Saint David (UWTSD) At the heart of our Strategic Plan is a commitment to and the Chair of Council is the oldest Royal Chartered University in Wales and all our learners and specifically to Wales – to its culture, is proud to have as its Patron His Royal Highness, the its heritage and its language, and to the prosperity and Prince of Wales. We are part of the UWTSD Group, long-term health of its citizens. We recognise our local, a multi-institutional collaborative venture owned and national, international and civic role as a provider of 4. Mission governed by the University, with Coleg Sir Gâr and higher education, and the responsibilities that we bear. Coleg Ceredigion as constituent colleges. The Group As a reflection of this commitment, we have placed the offers an integrated, dual sector approach to education seven goals and the five ways of working of the Well- for the benefit of learners, employers and communities, Being of Future Generations (Wales) Act 2015 at the 5. Values and will be enhanced later this year through merger with core of our planning, and have ensured that our own the University of Wales. The merger will complete the aspirations are closely aligned with those expressed establishment of a transformed University, and will be by the Welsh Government in Taking Wales Forward 6. Strategic Priorities an opportunity to celebrate the historic contributions 2016-21. that all members of the UWTSD Group have made to education in Wales. At the end of the current planning period in 2022 we shall celebrate the bicentenary of the University’s 14. Enablers This Strategic Plan is therefore presented at a time of Royal Charter. This historic occasion will also provide continuing change for the University and for education an opportunity for us to reflect and build on the more generally, and in a period of considerable considerable achievements of the UWTSD Group uncertainty stemming from external factors, including since its much more recent inception. We believe reductions in funding and the UK’s planned withdrawal that the Strategic Plan sets an ambitious but realistic from the European Union. We recognise the significant agenda for the next five years, the achievement of which challenges in the current climate. However, we enter will be fundamental to the continuing success of the the new planning period with confidence in the UWTSD Group and to the prosperity and resilience of strategic direction of the UWTSD Group, and in the the communities that we serve. distinctive education that we offer on our campuses across Wales, in London, and through our collaborative Professor Medwin Hughes, DL partnerships. We are proactive in seeking opportunities Vice-Chancellor for development, and our capacity to work across traditional boundaries equips us well for the challenges The Venerable Randolph Thomas that lie ahead. Chair of Council
2 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 3 Mission Values
Transforming Education; Transforming Lives.
Vision Through our activities we promote: Excellent teaching informed by scholarship Sustainable development, by behaving in a way and professional practice, and applied research which ensures that the needs of the present are met Our vision is to be a University for that influences knowledge and policy in Wales without compromising the ability of future generations to Wales, with a commitment to the and beyond. meet their own needs, and by systematically embedding well-being and heritage of the nation this principle in our approach to teaching and learning. at the heart of all that we do. Inclusivity, by removing barriers to participation and supporting people from all backgrounds and The concept of global citizenship, through Central to our vision is the promotion circumstances to fulfil their potential. the development of multi-national activities and and embedding of a dual-sector opportunities for our learners, staff and partners. educational system which educates Employability and creativity, by offering learners of all ages and backgrounds, educational programmes that develop entrepreneurial Wales and its distinctiveness, through embedding the goals of the Well-Being of Future Generations and stimulates economic development and creative skills, enabling learners to have the best opportunities to gain employment and to contribute (Wales) Act in all of our activities, and by celebrating in our region, across Wales to the prosperity of their communities. the vibrant culture, heritage and language of Wales. and beyond. Collaboration through strategic relationships, working with others to provide educational and commercial opportunities and to ensure that Wales is connected to the wider world.
4 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 5 The learner is central to the UWTSD Group Measures of success Strategic Priorities and our commitment to providing an excellent learning experience is at the Within the planning period we will measure our heart of our activities. success through the following: Our Values are reflected in four Strategic Priorities for the planning period: We believe that education changes lives and, working • Achievement of specific recruitment and in partnership with the Students’ Union, we are continuation targets, to enable us to provide committed to supporting learners to achieve their vibrant and viable programmes of study potential within learning environments that are An increase in the number of learners progressing welcoming, inclusive, supportive and secure. • from further education to higher education within Strategic Priority 1: the UWTSD Group We will therefore • Achievement of specific targets for the recruitment Putting Learners First and continuation of under-represented groups, • Provide all of our learners with a high quality, including part-time undergraduate learners, Welsh- supportive and inclusive learning experience to domiciled learners from identified deprived areas, enable them to achieve their full potential and learners in receipt of the Disabled Students Allowance (DSA) Value • Work in partnership with our learners to encourage their full engagement with their programmes of • Maintenance of the proportion of our learners who achieve a good honours degree in line with study and their full participation in our decision- sector norms Inclusivity, by removing barriers to making processes participation and supporting people • Offer attractive and relevant academic programmes • Learner involvement in internships, ambassador schemes, mobility opportunities and learner-led from all backgrounds and circumstances that enable our learners to develop the skills that initiatives such as Green Impact to fulfil their potential. they need for employment and to ensure that they can, in turn, make a direct contribution to the well- • Continuing improvement in our performance in being and prosperity of their communities The National Student Survey (NSS) and other • Continue to develop our portfolio of programmes satisfaction surveys that are delivered flexibly, allowing learners to • An improvement in our performance in the Value access study opportunities in a manner that suits Destination of Leavers in Higher Education their lifestyle and commitments (DLHE) survey and other measures of • Contribute to the creation of a more equal Wales graduate employment Employability and creativity, by offering through the promotion of participation by under- • Completion of our Swansea Waterfront educational programmes that develop represented groups, by providing accessible Campus and the successful migration of entrepreneurial and creative skills, enabling learning opportunities and by removing barriers to learners on relevant programmes learners to have the best opportunities to participation, ensuring that those who choose to gain employment and to contribute to the study with us are provided with excellent support prosperity of their communities. throughout their period of study • Continue to enhance our campuses and facilities, Key Performance Indicators ensuring that learners are provided with attractive, supportive, inclusive and sustainable environments KPI 2: Academic Profile and Market Position in which to study KPI 7: Student Experience • Complete our Swansea Waterfront Campus and continue to enhance the buildings that we use KPI 9: Estates and Infrastructure across all campuses
6 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 7 Fundamental to the achievement of our Mission Measures of success Strategic Priority 2: is a commitment to academic excellence through the provision of high quality teaching, informed Within the planning period we will measure our success Excellence in Teaching, by staff scholarship, research and professional through the following: practice, and delivered through methods that Scholarship and engage and challenge our learners. • Continuing improvement in our performance in The National Student Survey (NSS) in measures Applied Research Building on the historical achievements of our founding specifically related to the quality of teaching and institutions, we are also leading new approaches to learner challenge the delivery of teacher education in Wales, working • An increase in the proportion of staff who have with schools to equip the next generation of teachers attained Higher Education Academy (HEA) Value with the skills that they need to raise standards and Fellowship inspire pupils. We are committed to improving our • Achievement of a ‘Silver’ rating in the Teaching research performance primarily through an emphasis on Excellence Framework applied research which has commercial potential, thus Achievement of appropriate Initial Teacher Training maximising our contribution to the regional economy. • Excellent teaching informed by scholarship recruitment targets and professional practice, and applied • Implementation of new strategies for research, research that influences knowledge and We will therefore applied research and commercialisation policy in Wales and beyond. • An increase in income from research and • Provide excellent and stimulating teaching across all commercialisation activities programmes of study, informed by staff scholarship Achievement of a judgement of ‘Meets UK and professional practice • Expectations’ in external quality assessment review • Support our staff to innovate and to achieve the highest standards of teaching practice, including through increased use of technology enhanced learning and the establishment of the Global Campus platform Key Performance Indicators • Seek accreditation for new Initial Teacher Education programmes through Yr Athrofa KPI 5: Pure and Applied Research Institute of Education KPI 8: Teaching and Learning • Maintain and enhance the international excellence of the research of the Centre for Advanced Welsh and Celtic Studies and other areas of research and innovation associated with the University of Wales, and in selected areas of the transformed University • Maximise opportunities for all staff and learners to engage in scholarship, professional practice, applied research and commercialisation activities • Maintain the high academic standards of our awards, and continue to participate in external assessments of teaching and research excellence • Enhance our academic governance arrangements to enable governors to make full and informed judgements about academic quality and quality assurance
8 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 9 The Well-Being of Future Generations (Wales) Academy and the development of a number of Act 2015 requires organisations to collaborate, high-quality, international partnerships, linked to to involve stakeholders and to integrate the University’s faculties Strategic Priority 3: objectives with those of other organisations for • Develop and enhance our participation in the work long-term benefit. of the International University of Malaya-Wales Creation of • Continue to enhance our engagement with our We recognise that working across traditional alumni and graduates. Opportunities through boundaries is essential to the achievement of our Mission. We are enhancing the linkages between Partnerships further and higher education to create unique pathways Measures of success for skills enhancement for the benefit of our learners, their communities and the economy. Within the planning period we will measure our success through the following: We are committed to the economic development of the Value region through the continuing development of our links • An increase in the number of learners progressing with industry, with other educational providers and with from further education outside the UWTSD Group national institutions within Wales and beyond, and to to UWTSD higher education programmes the creation of opportunities through partnerships that • An increase in the number of accredited Collaboration through strategic will enable our learners to achieve their full potential and programmes, and programmes developed in relationships, working with others to the economy to thrive. collaboration with employers or in response to provide educational and commercial employer demand opportunities and to ensure that • Enhanced work-based learning opportunities to Wales is connected to the wider world. We will therefore build our learners’ skills • Develop and enhance our partnerships and • An increase in the number of apprenticeships, confederations with other institutions, to maximise including higher level apprenticeships, offered higher education and progression opportunities for through the UWTSD Group Value learners • Continuation of the ‘Pledge’ arrangements with • Continue to work closely with regional employers to local authority partners identify areas of need and to develop a skilled and • Continued representation and engagement with educated population, including through work-based Public Services Boards and contribution to Local The concept of global citizenship, learning opportunities Well-being Plans through the development of multi- • Continue to enhance our portfolio of vocational • Delivery of our obligations under the Swansea Bay national activities and opportunities and technical awards, including through the City Region City Deal for our learners, staff and partners. development of higher level apprenticeships • Achievement of specific targets for the recruitment • Support the economic development of the region of global learners through strategic engagement with business and • Establishment of new partnerships with selected civic partners former collaborative centres of the University of • Continue to work closely with the local authorities Wales and achievement of satisfactory quality where we have campuses to maximise benefits assurance outcomes in any external reviews of through geographical partnerships those partnerships • Actively engage with public bodies and Public • Full establishment of the Chin Kung Foundation on Services Boards across Wales, focusing on our the Lampeter Campus and Wuhan Ligong College shared commitment to the seven goals and five at Swansea ways of working of the Well-Being of Future • Development of the potential of the International Generations (Wales) Act 2015 University of Malaya-Wales, including opportunities • Engage fully in the Swansea Bay City Region for staff and learner exchanges City Deal • Develop our external engagement activities focused on economic opportunities such as the Tidal Lagoon Key Performance Indicators • Continue to recruit Professors of Practice to enhance our learners’ access to examples of the KPI 4: Establishing an International Profile practical application of knowledge and research • Contribute to the international position of Wales 10 | University of Wales Trinity Saint David through the establishment of the Wales Global Strategic Plan 2017 - 2022 | 11 Our location is fundamental to our identity, Measures of success our history and our ambitions. A commitment to the culture, heritage and language of Wales, Within the planning period we will measure our success Strategic Priority 4: and to improving its social, environmental, through the following: economic and cultural well-being, underpins all of our activities. • Incorporation of the Well-Being of Future A University for Wales Generations (Wales) Act 2015 goals and ways of We have the highest percentage of Welsh-domiciled working into the strategic planning of faculties and learners of any higher education institution in Wales, professional departments and we work in a bilingual environment in which staff • Implementation of sustainability commitments within Value and learners are encouraged and supported to develop Faculty and Departmental strategic plans their language skills. • Completion of curriculum audits to support well- being and sustainability commitments As we reach our bicentenary, we recognise and Recording environmental sustainability data and Sustainable development, by behaving in celebrate the unique position that the UWTSD Group • carbon management plan information to underpin a way which ensures that the needs of the already holds within its communities, and we seek to sustainable campus environments present are met without compromising maximise the educational and cultural opportunities the ability of future generations to meet created through the integration of the University of • Achievement of specific targets for Welsh-medium their own needs, and by systematically Wales for the benefit of our current learners and for provision through expansion in the number of programmes offered bilingually and the number of embedding this principle in our approach to future generations. learners studying through the medium of Welsh teaching and learning. • Activities undertaken to promote Welsh heritage We will therefore through project work, development of new curricula and the building of relationships with external • Continue to develop and enhance our commitment partners to embedding sustainability in the curriculum and in Achievement of specific recruitment targets for the Value all of our activities • Wales International Academy of Voice Continue to develop programmes and research • The number of organisations offering innovative and focused on protection and enhancement of the • commercial opportunities through the Swansea environment and natural resources Wales and its distinctiveness, through Waterfront and Yr Egin developments embedding the goals of the Well-Being of Contribute to the vibrancy of Welsh culture, visual • An increase in the number of graduate start-up arts, heritage and language through the continued • Future Generations (Wales) Act in all of our companies and in the number still un business after provision of high-quality Welsh-medium education activities, and by celebrating the vibrant three years of operation culture, heritage and language of Wales. and activities which encourage community participation in arts, sports and recreation • Creation of additional programmes within the health portfolio • Contribute to the prosperity, security and resilience of Wales through the promotion of creative skills, • Continued delivery of physical literacy programmes entrepreneurship and tech hubs, and through to teachers, professionals and parents and supporting our graduates to start their own assessment of the impact of such programmes on businesses the health and well-being of communities • Contribute to the health of Wales through continued • Achievement of full constitutional merger of the development of programmes and research focused University of Wales and the UWTSD Group on physical and mental wellbeing • Monitoring the implementation of the Adduned • Continue to champion the internationalisation of Cymru – The Wales Pledge Wales by taking the best of Wales to the world and bringing the best of the world to Wales • Safeguard the legacy of the University of Wales for future generations through Adduned Cymru – The Key Performance Indicators Wales Pledge, thus ensuring that the assets serve the purpose for which they were intended KPI 3: Embedding Sustainability • Continue to develop and enhance the work of the KPI 6: Culture and Heritage University of Wales Press • Complete harmonisation and integration following the constitutional merger with the University of Wales in 2017 • Continue to support and facilitate strategic 12 | University of Wales Trinity Saint David initiatives in Welsh higher education Strategic Plan 2017 - 2022 | 13 Enablers Enabler 1: Financial Security Enabler 7: Continuous We seek to deliver a financially secure UWTSD Group, Improvement investing in areas of academic strength and potential, Achievement of our strategic priorities is disinvesting where appropriate, and generating We are committed to systematically reviewing our dependent upon a range of supporting surpluses for future investment in areas that will performance at all levels, and we continually seek to enablers, the details of which are set out in benefit our learners and communities. enhance the quality of what we offer and deliver. operational plans: Enabler 2: People Key Performance Indicators We recognise our staff as a key resource to the successful delivery of this plan, and are committed to KPI 1: Institutional Sustainability providing an inclusive environment where individuals are supported and encouraged to reach their full potential. KPI 10: Staff KPI 11: Governance Enabler 3: Estates and Infrastructure
We are committed to the provision of a high-quality Measures of Success sustainable, low carbon physical environment to Our measures of success for the planning period enhance the learner experience and support the 2017-2022 are quantified through specific targets delivery of innovative and accessible approaches to which are set and reviewed annually. We regularly teaching and learning. assess our institutional health through our series of Key Performance Indicators. Enabler 4: Governance
Our Council members are involved in organisational activity and are provided with high quality information and resources to inform effective decision-making.
Enabler 5: Leadership and Management
We are committed to providing effective leadership and management that is proactive and allows us to adapt successfully to emerging opportunities and challenges. Enabler 6: Equality
We are committed to a more equal Wales, and we promote learning, teaching, social and working environments and practices that are accessible, fair and inclusive.
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