LEEDS TRINITY UNIVERSITY STRATEGIC PLAN 2018 - 2021 BUILDING ON STRENGTHS AND ACHIEVEMENTS TO SHAPE THE FUTURE

This Strategic Plan sets out our ambitions and research and external partnership activities, widening intentions for the next three years and as Leeds participation, inclusivity and professional practice. Trinity University embarks on this next phase of its journey we are especially mindful of the evolving It is important to note how far we have come and how climate and backdrop in higher education. Despite this informs our future. Key achievements in recent years the many challenges and pressures, Leeds Trinity include the following. We have: University is well-placed to compete and move • Invested significantly in our campus and University forward and this strategy is designed to ensure that infrastructure. We have extended our provision of we capitalise on our strengths. high quality teaching, learning, living, social and In preparing the way for our new Strategic Plan we sporting spaces and upgraded our information have consulted widely within the University, with our systems. partners and with a range of other stakeholders. The • Diversified our undergraduate and postgraduate common picture is that we are deeply admired and portfolios and offer a greater range of programmes. respected for our community culture (informed by our Our focus on co-development and co-delivery Catholic values) and the desire is for us to continue with businesses has extended to the validation to maximise our strengths as a friendly, intimate and of a Work-based Learning Framework which connected community providing a highly tailored and allows individuals to gain up to a Master’s degree career-driven student experience. qualification based on the knowledge and skills obtained in the workplace (with such programmes The University was established in 1966 as two delivered flexibly according to employer needs). Catholic teacher training colleges. In December 2012 we were awarded University title and a key ambition • Created a number of Degree Apprenticeships to of our first strategic plan (as a University) was to allow employers to benefit from the apprenticeship become more widely recognised as one of three (now levy introduced in April 2017. This means we are four) universities in Leeds. We have achieved this and working hand-in-hand with employers to design more including the expansion of our undergraduate and deliver tailored degrees for their employees. and postgraduate portfolios and the strengthening of • Supported more students year-on-year to attain our reputation for educational excellence, applied first and upper second degree class awards.

2 Strategic Plan 2018 - 2021 in 2021 and an application for our own Research Leeds Trinity University is the sum of many parts. Degree Awarding Powers in the future. The Our successes and achievements are the result of a University is becoming renowned for research tremendous team effort from our staff, students, our excellence, particularly in the Humanities, Media Students’ Union, our governors and the many hundreds and Communications and Social Policy (where we of employers, partners, collaborators and stakeholders scored highly on impact and outputs in the last who support us on a daily basis. Research Excellence Framework). Recognising that our higher education experience is best • Internationalised the campus, curriculum, outlook delivered through a joined-up approach, with all the and experience of Leeds Trinity students by relevant parties working together to design, deliver and brokering partnerships with prestigious universities assess, is fundamental to our future success. around the world for exchange, study abroad and work experience opportunities for our students. Therefore, over the coming years, we will address how we will further strengthen our partnership While we continue to offer a range of subjects, our working (and collaborate to develop new types of heritage in teacher training is especially strong. Our programmes together), how we will ensure that students 50 years of successful teacher education is recognised by are presented with a wider range of experiences (in the scale and quality of our partnerships with schools. volunteering, use of technology, enhanced employer Our collaborative work with schools has also given us a placements and continuing professional development), broader understanding of how to work closely with those and how we will further exploit our academic studying in local and regional schools to encourage their expertise to help to address the problems that our aspirations and to consider higher education as external partners (schools, employers and public a platform for their advancement. organisations) face.

Leeds Trinity has always been, and will always be, As always, guided by our core purpose as a Catholic a ‘widening participation’ university – encouraging faith foundation university, we remain committed to students from less advantaged backgrounds and first educating and developing both the next generation, and For the last three years Leeds Trinity has been in the generation entrants to higher education. As part of this those whose careers are already in progress, so that they top ten universities for ‘Value-Added’ scores (The we launched the Leeds Children’s University (part of the can make positive, lifetime contributions that will also Guardian University Guide 2017, 2018 and 2019). nationwide Children’s University Trust), designed benefit society as a whole. • Increased graduate employability by working closely to raise aspirations, boost achievement and foster a love of learning. with more than 3,000 employers to ensure we Professor Margaret A House OBE secured the best possible placement experiences for All the above activities, improvements and successes our students. Vice-Chancellor, Leeds Trinity University are based on working closely with education partners, • Enhanced our research capacity, increased the communities and employers to deliver satisfaction number of staff engaged in research and applied and excellence in teaching students and to produce high partnership (or ‘knowledge exchange’) activities quality, employable graduates. These are fundamental and broadened our research excellence base in components of our past and our current academic preparation for the Research Excellence Framework strategy.

Strategic Plan 2018 - 2021 3 LEEDS TRINITY UNIVERSITY’S DISTINCTIVENESS

Care for our students, our staff, partners and the wider community Leeds Trinity is one of the UK’s smaller universities and, as such, lies at the heart of our culture and offers many advantages: we are is the demonstration of our values agile, able to be ‘fleet of foot’ in in action. responding to opportunities as We believe that we are a truly distinctive they arise, and able to provide our university – and we must continue to ensure students and staff with a unique that we protect our distinctiveness and environment which focuses on the that we become more widely known and individual and ensures that all are respected for what we offer and for the way welcomed and valued. we operate. Our analysis shows we have a special culture and a rare set of conditions (in our campus setting, location and history) that makes us extremely attractive in a world where students, staff and partners want a fulfilling, productive and personal experience.

4 Strategic Plan 2018 - 2021 OUR DISTINCTIVENESS: COMMUNITY AND PERSONAL APPROACH

Students at Leeds Trinity have a sense of belonging. All of our students are known personally and valued individually. We provide flexible, person-centred learning which builds confidence and encourages enquiry speech and promote academic freedom and and ethical thinking. academic enquiry. Our staff, whilst all having their different Students study in a genuinely supportive specialisms, have a common aim to support environment with a firm sense of community. Through this approach our our students, to provide them with the best They are supported to reach their full potential students discover how to learn, possible experience and to transform their - whatever that might be - and Leeds Trinity problem-solve and work both lives. They are committed to delivering an offers a life transforming experience that is both independently and collaboratively. outstanding student experience and outcomes, personal and distinctive. They become used to applying and are supported to do this through their own their learning in real-world Underpinned by the values of our Catholic personal and professional development. Their contexts, making them adaptable, foundation, graduates from Leeds Trinity take research, knowledge exchange and scholarship flexible and ready for the with them the Leeds Trinity experience, and activities underpin our programmes of study ever-changing world of work. our values of caring for others, collaboration, and provide unique opportunities for our integrity, inclusivity, and excellence in all that students to gain experience on projects that they do. We are inclusive and our doors are are at the cutting edge of their chosen field open to students and staff whatever their faith of study, in an inspiring and challenging background or belief. We support and value free learning environment.

Strategic Plan 2018 - 2021 5 OUR DISTINCTIVENESS: UNIQUE APPROACH TO PLACEMENTS AND PARTNERSHIP

In addition to offering academic challenge, Leeds Trinity has more than 50 years’ experience of providing placements to all students on all undergraduate programmes via a dedicated team which supports them in exploring their career ambitions.

Our unique and innovative approach to placements ensures that all students leave Leeds Trinity with not only a degree but also in the development and delivery of our market-relevant work experience. programmes ensures our students are highly employable and gain the skills and expertise Leeds Trinity is also a socially engaged that employers need now and in the future. university. We encourage students to be By enabling such high quality student active citizens in a range of ways including development and employment, and through volunteering in the local community. the professional development and research We have long-standing, trust-based and knowledge exchange activities of our relationships with partners from the staff, we deliver significant social and public, private and third sectors which economic benefits locally, regionally, are second to none. Employer involvement nationally and globally.

6 Strategic Plan 2018 - 2021 OUR MISSION, VISION AND VALUES

OUR MISSION OUR VALUES

Leeds Trinity University transforms lives by Our actions and behaviours are guided providing a unique and rich combination by our values of: of academic, professional and personal Care - we want everyone we work with to feel development in an inclusive and nurturing that we genuinely have their interests at heart university community. The University is and that they are constantly and consistently here to make a difference to the people, the valued and supported by us. professions and the places that we serve. We Collaboration - we are driven by mutual provide unique educational experiences that respect, teamwork and effective partnerships. are focused on the individual and informed by our Catholic faith foundation. We actively Integrity - we are honest, open, ethical and promote the principles of dignity, respect, fair. People trust us to adhere to our word. social justice, equality and inclusion to Excellence - we aspire to be the best, to support the social and economic health and deliver to the highest standards and to wellbeing of each and every person in our continuously improve on our performance. University community. Inclusivity - everyone at Leeds Trinity University is valued, respected and encouraged OUR VISION to contribute, and everyone has the same rights, status and opportunities. By 2021 we will be renowned for developing well-rounded and experienced graduates equipped to build fulfilling futures and as a leading university for student, staff, partner and community engagement.

Strategic Plan 2018 - 2021 7 STRATEGIC THEMES

There are three broad strategic themes for Leeds Trinity University to achieve by 2021:

Building our community and bringing Delivering quality and impact about greater inclusivity Focus on the quality of our work, Strengthen our community and our approach continually raising standards and exceeding to inclusivity so that we have even more expectations, while also making a greater productive partnerships and an exceptionally difference to (and having a significant attractive culture that acts as a powerful impact on) all those that we serve and the magnet drawing people to ‘experience’ more community of which we are a part. from our University.

Ensuring sustainability Deepen foundations for our long-term success and sustainability so that we continue to be financially robust, provide education programmes and other services that offer the best value, channel our resources to ensure they are effective and efficient, and invest wisely in our Priorities under each of these campus and new areas of activity. Part of themes are outlined – this objective is also to ensure we act as a and each of these is positioned responsible organisation for the alongside how they will impact our benefit of our community, for society three experiences: the academic, and for the environment. the professional and the personal.

8 Strategic Plan 2018 - 2021 THEME 1 BUILDING OUR COMMUNITY AND BRINGING ABOUT GREATER INCLUSIVITY

Leeds Trinity University is founded In doing so, we strive to be on strong principles of ‘community’ outward-looking, welcoming, open with a rich multitude of partnerships to new ideas and harness different and collaborations enabling us to viewpoints and perspectives which deliver our distinctive offer. benefit individual and community wellbeing and enrich our research Our reach is extended, via our Leeds and scholarship. Children’s University, to children as young as seven years old and Our staff are seen as role models. supports the development of their They engage with local, regional, dreams and aspirations. national and international communities of learning, professional We seek to be diverse and inclusive – practice, scholarship and research supporting individuals and groups to and bring these communities into fulfil their potential. We highly value the student experience. our school and business relationships and seek to further strengthen these partnerships.

Strategic Plan 2018 - 2021 9 THEME 1

Our building community and inclusivity priorities are:

Academic Professional Personal

• Building even stronger partnerships between • Collaborating with school and business • Ensuring an inclusive and diverse students and staff to inform and co-create partners to develop and deliver community of students, staff and partners innovative interdisciplinary programmes market-relevant, innovative programmes that is enriched by that diversity and in which deliver high levels of student which meet the needs of employers and which everyone is valued. satisfaction and academic attainment. include opportunities for students to gain • Preparing Leeds Trinity graduates for experience and qualifications relevant to active global citizenship including cultural • Providing new opportunities for graduates their future professional career. to study postgraduate taught or research and ethical awareness, giving students a provision at Leeds Trinity. • Engaging positively with a diverse network positive and inclusive world view. of schools and employers to provide • Providing a wealth of personal • Broadening our offer, approaches to placements and other learning opportunities development and community engagement delivery and assessment, and our options for all students to enhance practice and opportunities for students and staff for study to attract and enable students strengthen employability. from all backgrounds and ages to succeed through outreach in the most deprived and progress. • Working with professional communities to areas of our local community, working achieve their objectives and provide them with schools and businesses, volunteering • Leading and participating in successful with professional development, research opportunities and life changing study research and knowledge exchange and knowledge exchange which addresses abroad experiences. partnerships to deliver positive social their challenges. and economic impact. • Creating a welcoming and vibrant campus community outside of the classroom for both students and the wider community.

10 Strategic Plan 2018 - 2021 THEME 2 ENSURING SUSTAINABILITY

The world of higher education is financially sustainable, meet the needs fast-moving and our ability to be of employers to upskill their workforce flexible, responsive and innovative and attract new talent, have and to make best use of our measurable economic impact, and resources is crucial. provide opportunities for individuals to access university education In maintaining our distinctiveness we and professional and managerial depend on great staff; an excellent occupations via alternative routes. offer for our students, staff and partners; state of the art technology We will maximise the use of our and facilities; the creation of a location and facilities, creating sustainable campus environment; and attractive and purposeful physical robust financial health. and virtual spaces for students, staff and partners - making best use of Whilst continuing to enhance the our resources that, through their quality of our core teaching provision development, take into account and delivering value for money, we our environment and sustainability will continue to develop our emerging commitments. portfolio of work-based learning programmes and apprenticeships. We will do so in ways which are

Strategic Plan 2018 - 2021 11 THEME 2

Our ensuring sustainability priorities are:

Academic Professional Personal

• Innovating in learning, teaching and assessment • Extending relationships in both the public • Nurturing the physical and mental health, while embracing changes in technology and and private sectors beyond the provision of development and wellbeing of our students learner expectations and ensuring efficiency placements to form deep, long-term, mutually and staff across the curriculum, campus and of delivery with enhanced student choice. beneficial partnerships, creating opportunities workplace - delivering standards of care for up-skilling (e.g. via CPD, apprenticeships commensurate with our values. • Refreshing our portfolio regularly to ensure and work-based learning routes) in line that it reflects regional, national and • Facilitating the development of our students’ with local, regional and national higher level international educational and development potential and resilience to thrive across a skills priorities. priorities and remains relevant for our students range of employment opportunities through and the economy. • Supporting local growth as an important a balanced mix of vocational, academic and employer and economic contributor in research-led educational experiences. • Developing a sustainable and resilient research Horsforth and Leeds and building on the environment and working towards a successful • Attracting, developing and deploying a flexible region’s strengths and potential. outcome in assessments of research quality. staff team with outstanding capabilities, • Increasing our research and knowledge working in roles and on contracts which play • Developing franchise models of delivery with exchange activity with organisations regionally to strengths and deliver our distinctive offer. key partners nationally and internationally. and nationally, delivering tangible impact and • Modelling environmental responsibility for our raising our institutional profile and reputation. students and instilling sustainable values in • Maintaining strong links with alumni and our graduates. continuing to support them in professional practice throughout their working lives, and enabling our current students to benefit from our strong alumni relationships.

12 Strategic Plan 2018 - 2021 THEME 3 DELIVERING QUALITY AND IMPACT

In all that we do our attention is on quality and impact to ensure that our distinctive offer is being delivered in practice and we are fulfilling our mission, vision and values. The foundation of this approach is our team, working together to standards of excellence and holding each other to account, with highly constructive support and encouragement. Leeds Trinity is an employer of choice attracting and retaining first class staff wholly committed to our vision for transforming individual lives and to working together for the benefit of the wider community. We provide continuous development as part of our uniquely supportive student experience, which facilitates choice and empowerment for our graduates across a range of fulfilling and rewarding professional career pathways. Involvement in our research, postgraduate study programmes and professional practice activities will create socially impactful, highly employable graduates.

Strategic Plan 2018 - 2021 13 THEME 3

Our delivering quality and impact priorities are:

Academic Professional Personal

• To be recognised as one of the best • Shaping leading-edge professional practice • Setting challenging goals and raising teaching intensive universities by pushing through dialogue, debate, consultancy the expectations and confidence of our the boundaries of our teaching excellence and research with businesses, schools, students, staff and partners to achieve through continuous improvement and professional bodies and other partners remarkable outcomes. development for all academic areas, our and being positioned as a professional • Recruiting staff who are wholeheartedly staff and our students. development ‘provider of choice’. committed to the University’s values • Underpinning the delivery of all our • Influencing regional and national and delivery of our distinctive offer programmes with enquiry, investigation bodies and identifying and engaging to students. and discovery through research-informed with high-impact social and economic • Celebrating the success of our students teaching, scholarship and leading-edge development opportunities. and our staff and rewarding and professional practice. • Generating and delivering knowledge recognising excellence. • Focussing our research and knowledge exchange activities which exchange capacity to maximise regional, achieve evidence-based social and national and international impact, economic impact. alongside a particular emphasis on optimising the student experience.

14 Strategic Plan 2018 - 2021 FURTHER ENGAGEMENT

This strategy will evolve over time as our environment and operating conditions are continually changing and we need to adapt constantly. We will assess our progress and our performance frequently (and in line with the Key Performance Indicators) and we will make necessary changes to meet our strategic intentions.

Enabling Strategies A number of enabling strategies will support the delivery of the Strategic Plan and the associated themes. These will cover people planning, marketing and recruitment, community engagement, estates, finance, academic activity, student experience, research, knowledge exchange, international activity and information systems.

Your feedback on the Strategic Plan is welcomed – whether you are a student, prospective student, alumni, member of staff, partner or other stakeholder. Please email: [email protected] Professor Margaret A House OBE, Vice-Chancellor

Strategic Plan 2018 - 2021 15 LEEDS TRINITY UNIVERSITY

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