sign in sign up
<<
Home , Collegiate university, University of Oxford

Strategic Plan 2013–18

Vision Priorities Core strategies Enabling strategies of Strategic Plan 2013–18 Vision

1 The aims to lead the world financial or other barriers and that no student’s in research and . We seek to do this success should be hampered by financial in ways which benefit society on a national and difficulties. a global scale. Over the period of this Plan we e. To ensure, through a commitment to the will build on the University’s long traditions of personal education of each student, a quality scholarship and academic freedom of education and experience which enables while fostering a culture in which innovation students to apply the values, skills, and plays an important role. intellectual discipline they have acquired 2 The University of Oxford’s distinctive structure, in their future lives and careers, and which born of its , is a source of strength. generates a lifelong sense of connection with Its offer environments which are Oxford. both supportive to individual scholars and f. To contribute effectively to the cultural, social, characterised by a defining and enduring sense of community. The personal sense of academic and economic life of the city of Oxford and the identity that they provide is life-long. region. g. To recruit and retain the best academic staff 3 This Plan covers the period 2013-2018. It sets a high-level agenda for the University. We and ensure that under-represented groups have shaped the Plan to meet the following have equality of opportunity in recruitment, aspirations: personal development, and career progression in all areas of employment in the University. a. To develop our capacity to generate and share knowledge in the UK, Europe, and globally, 4 We will monitor against our priorities, ensuring significant contributions to public commitments, and aims using relevant policy-making and economic growth. performance indicators, benchmarks, and targets. Through this we will maintain focus b. To work effectively with other institutions and on the Strategic Plan, ensuring that it continues organisations, where such partnerships can to meet academic needs, enables us to respond lead to outstanding research and teaching. to the external environment, and is updated as c. To enhance structures for collaboration across appropriate. departments, colleges, and the University. 5 The annual planning and budgeting process will d. To fulfil the aims that no potential student provide the framework for making the Strategic should be deterred from applying to Oxford by Plan operational at divisional and service level. © University of Oxford

2 University of Oxford Strategic Plan 2013–18 Priorities 6 We have identified two overarching priorities for development over the period of this Plan. These priorities span our core strategies and open the potential for new and enhanced activity on the part of staff and students, departments and colleges.

Priority 1: Global reach To develop the University’s position as a global forum for intellectual engagement, through the proactive communication of ideas generated at Oxford and through openness to new ideas generated elsewhere.

7 The University of Oxford is active worldwide 10 The University’s extensive network of across the broadest range of disciplines and, with and offers unique opportunities to learn , our global involvement and engage with resources. We will continue to in education from pre-school level onwards puts enhance our collections to the benefit of future us in a unique position to influence and engage generations. Access to the University’s collections with the world. This global reach in itself draws will be improved through programmatic students and staff of the highest international digitisation, extending appreciation of the calibre to the University, taking Oxford’s way of role Oxford plays in preserving and sharing engaging with the world with them when they the record of human existence and cultural depart. We will seek opportunities to co-ordinate achievement. Access to our museums, galleries, the University’s activities more effectively, and and scientific collections contributes significantly we will build upon Oxford’s excellence in, and to our public engagement on regional, national commitment to, the delivery of education for all. and global scales, and we will continue to promote this through programmes of events 8 A great university both conveys the knowledge and exhibitions and by fully exploiting the created by its community and is open to new opportunities offered by the web, social media, ideas generated elsewhere. We will maintain the and other innovative modes of transmission. freedom for individuals and research groups to decide what to research, while making it clear 11 ‘Oxford Open Access’ will enhance the Oxford where and how to access Oxford expertise. We Research Archive (ORA) as a permanent and will seek to develop external collaborations, secure online archive of research materials noting that these may be most effective in those produced by members of the University. areas where research and teaching strengths are Copyright permitting, these materials will be complementary, while supporting connections made freely accessible by the . between research groups at the level of individual 12 Oxford is both a national and an international projects. resource for education. A mix of home and 9 An enhanced online presence will form part of international students at both undergraduate this strategy. Digital technology is revolutionising and postgraduate level enriches the academic the manner in which knowledge is created, environment and best serves our vision of collected, and communicated across the globe. the University as a global hub for intellectual The University will position itself so that it engagement. Working closely with the colleges, can engage speedily and effectively with digital we will develop our approaches to the initiatives generated by our staff, students, recruitment and support of undergraduate and alumni, and those outside the University. We will postgraduate international students and we create a strong and coherent online presence in will continue to develop scholarship schemes order to direct those seeking knowledge about to support overseas students. We will also any area of academic study to relevant work develop opportunities for staff and students to carried out at Oxford. We will further develop gain international experience while working or our globally available teaching resources and studying at Oxford. collections for our own community, for our distance-taught students across the world, and for learners everywhere.

3 University of Oxford Strategic Plan 2013–18

Priorities continued

Priority 2: Networking, communication, and interdisciplinarity To build on Oxford’s multiple disciplinary strengths and enable collaborations in new and developing areas.

13 Many of ’s research questions cut across and postgraduates. We will develop policy to traditional subject boundaries. Examples include support interdisciplinary study where the case is biomedicine, philosophy of , energy, the made for it. environment, information, and the issues of our 16 Sharing resources, advanced facilities, and origins. Strong core disciplines therefore need collections is a useful way of developing research to be combined with mechanisms to promote interdisciplinarity through bringing individuals collaboration. We will build upon our current together who have common interests. We disciplinary strengths to encourage intellectual will explore opportunities to join forces with cross-fertilisation. institutions and organisations internationally 14 The opportunities for major discoveries are where such collaboration will enable us to found quite commonly at the interfaces between address issues of global significance that traditionally distinct subject areas. We will require large scale as well as interdisciplinary enable opportunities for research in novel areas collaboration. that sit between traditionally distinct subjects 17 The natural interactions that colleges afford by promoting activity across departmental and academics and students ensure Oxford an divisional boundaries. advantage in promoting interdisciplinary 15 Oxford has long pioneered multidisciplinary working. Our strategy to build on this advantage degrees. The depth of expertise at Oxford will include working to establish across the broadest range of subject areas, and associations for research academics without our college communities, which bring together college affiliation and arranging research scholars across many disciplines and at different conferences and international events through stages of their academic careers, make the colleges. We will also partner with colleges to University the natural place of study for those establish ways of building academic clusters in who wish to learn across subject boundaries. selected subject areas. Divisional doctoral centres New thematic research collaborations will lead and colleges will work together where facilities to new study opportunities for undergraduates can be shared. © PSUnlimited/Oxford University Images © PSUnlimited/Oxford University Images Smolonski/Oxford © Greg

4 University of Oxford Strategic Plan 2013–18 Core strategies 18 Our core strategies set out how we propose to build upon Oxford’s existing strengths and share the knowledge we create with the wider world. They are also informed, as relevant, by our new overarching priorities. Each strategy is expressed as a series of commitments.

RESEARCH Commitment 1 To maintain originality, significance and rigour in research within a framework of the highest standards of infrastructure, training, and integrity.

19 We believe that deciding what to research is a 20 The maintenance of a sustaining research matter for the individual researcher or research environment is crucial to the University’s research group. This belief reflects the value we accord to standing. We will enhance the infrastructure the principle of academic freedom, enabling the which supports research at the highest level, pursuit of academic enquiry subject to the norms including libraries, laboratories, museums, and and standards of scholarly undertaking, without information systems. interference or penalty. This freedom to seek 21 We will provide appropriate training in research out truth and understanding, whether through methods and conduct at all career stages from theoretical or empirical means, will ensure that research student to investigator. our strong core disciplines flourish.

Commitment 2 To empower the creative autonomy of individuals to address fundamental questions of real significance and applied questions with potential to change the world.

22 The unparalleled breadth and depth of Oxford’s 23 Increased engagement with research councils, expertise enables us to lead the international government departments, and industrial research agenda across the spectrum of the collaborators, will enhance our capacity , the social sciences, and the humanities. to set research questions in the context of Our commitment to the range and depth of our key international themes. Development disciplinary work is reflected in sustenance of of translational activities, of international both applied research and that which may not consultancy and of spin-out companies, will necessarily yield immediate impact. ensure that Oxford’s research endeavours and expertise continue to shape the world.

Commitment 3 To maintain and develop resources, and invest in subject areas of long-term worth.

24 The University plays a key role in preserving responsibility encompasses maintaining and subject areas which may be vulnerable developing resources for subsequent generations nationally but have not been identified as a and training the research leaders and teachers of priority for government support. This curatorial the future.

5 University of Oxford Strategic Plan 2013–18

Core strategies continued

Education Commitment 4 To ensure that our undergraduate and graduate admissions processes identify students with outstanding academic potential and the ability to benefit from an Oxford course whatever their background.

25 We will build on the good evidence we already undergraduate scholarship programme, the Mica have that summer schools and teachers’ and Ahmet Ertegun graduate scholarships in the conferences encourage successful applicants Humanities, and the graduate from a diverse range of backgrounds, alongside scholarships, to generate further schemes at exploring targeted programmes of mentoring undergraduate and postgraduate level. Being and bridging provision. We will draw on able to offer full funding to our postgraduate our experience and evidence to make a co- taught and research students is strategically ordinated contribution to the national widening crucial if the University is to be able to compete participation agenda. We will seek evidence of internationally to secure the most able students. the impact of the ’s financial Colleges and divisions will work jointly to support packages on our undergraduate access establish targets for the proportions of their targets and use it to develop our work with intake at undergraduate and graduate level to be potential university applicants, schools, and supported by bursaries and scholarships. teachers. 28 We will keep under review our undergraduate 26 Graduate students, at research and ’s level and graduate admissions processes to ensure are fundamental to the provision of the next equality of treatment for all applicants and generation of leaders, innovators, academics, and the effectiveness and consistency of good public servants across the world. We will seek to practice. These reviews will encompass policy shape the debate about the future of funding of on attracting and identifying the best home and in the UK. international students, and policy on and the admission of part-time 27 We will build on our success in developing students. scholarship schemes such as the Moritz-Heyman © Matt Stuart/Oxford University Images Stuart/Oxford © Matt

6 University of Oxford Strategic Plan 2013–18

Core strategies continued

Education continued

Commitment 5 To ensure that the best Oxford experience is the typical experience, for all undergraduate and postgraduate students, and that Oxford fully equips graduates for the best of the diverse range of opportunities for study and employment available to them.

29 The distinctiveness and excellence of Oxford’s 32 We will work in partnership with Oxford teaching is recognised worldwide as deriving University Student Union (OUSU) to improve from a collegiate education system which how we obtain and use feedback from supports students while challenging them to undergraduates and postgraduates. We will excel. The system is the cornerstone also seek feedback from graduates reflecting on of this approach for undergraduates. We will their full student experience and from alumni ensure that senior academics provide general for the perspective they can contribute to the oversight of each undergraduate’s educational relationship between an Oxford course and a development as well as providing the majority subsequent career of his or her college teaching. The principle of 33 As we enter the planning period at least 10% an individualised educational experience shaped of our undergraduates and at least 6% of our through ongoing support from a senior academic graduates study or work abroad as part of their also underpins our approach to postgraduate course. A quarter of our part-time graduates study. We believe that this approach enables live and work abroad. It will be increasingly students to learn to think critically and important for Oxford to build on this by independently and is the most effective way to expanding the number of international study prepare graduates for the challenges of operating opportunities to attract the best students and to in our information rich society. enable graduates to be effective in their careers 30 We will seek to ensure that teaching and and as global citizens. We will expand summer assessment at Oxford provide an equal opportunities for students, identify additional opportunity for all students to achieve and courses with potential for a study abroad demonstrate their full academic potential. To element, and seek opportunities to expand study this work, we will monitor the academic abroad for postgraduate research students. progress and outcomes amongst students from 34 We are committed to providing professional different backgrounds. development training of the highest quality 31 For postgraduate research students in some through Master’s and other programmes in subject areas the opportunity to work within a identified areas and for key professions. We research team or within a doctoral training centre will also explicitly identify the professional and provides a vital element of academic exchange employability skills inherent in our courses, and training. We provide a range of opportunities develop further opportunities for funded for all research students to broaden their skills internships, and encourage students to engage in preparation for careers both within and with wider communities while still at Oxford. outside academia. We will continue to enhance 35 The inclusion of our alumni in helping students these opportunities, while also ensuring that achieve their potential will be vital. We will build students at all levels experience the intersection productive long-term relationships between of research and teaching. alumni and current students on the basis of mentoring, careers advice, internships, and recruitment.

7 University of Oxford Strategic Plan 2013–18

Core strategies continued

Education continued

Commitment 6 To ensure that the unique richness of the collegiate University’s academic environment is both retained and refreshed.

36 The success of Oxford as an academic the degree to which expansion in some areas may community depends upon a broad spectrum be achieved by contraction in others through of members of that community contributing re-balancing of the overall student population, to its educational mission through teaching. and the measures that need to be put in place Those contributions, however, must always be to ensure that any growth in any area is within organised so that there is clear oversight and resource constraints. ownership of the teaching of each student, 38 Student education is delivered in partnership not whether undergraduate or postgraduate. only between colleges and academic departments Departments and colleges need to work together but also with , laboratory, and other for the benefit of students to create coherent services. We will review our resourcing and and effective methods of course delivery provision to ensure that effective integration through an appropriate mix of , class between key University and collegiate services teaching, lectures, and practical work. We will such as Careers, Counselling, Admissions, and use information from our recent review of Disability Services enables consistently high levels teaching to inform focused reconsideration of of student support. how teaching can be best delivered. Within this context a systematic and consistent approach to 39 We believe that sporting and cultural provision providing teaching opportunities for doctoral contribute strongly to a rounded academic students and post-doctoral researchers, including experience. We will continue to work to improve assuring the quality of that provision, will be the facilities that the collegiate University offers developed. its students in these areas.

37 We believe that the size of the student population 40 Strengthening Oxford’s global and digital online should be determined by the University’s capacity presence, as signalled in our new priorities, to provide a high-quality education to every will ensure students studying at Oxford have student. The University will maintain its current improved access to materials. We will develop a policy of determining the number of students digital education strategy which builds on our according to the quality of applicants and its expertise in online learning to communicate ability to provide an excellent education for knowledge created within the University. This them. A joint review with divisions and colleges, will benefit all students, whether studying full- commenced in 2012-13, will identify areas of time, part-time, or through the flexible courses excellence where expansion is sought and in offered by the Department for Continuing particular where such expansion is necessary to Education, as well as staff, alumni, and wider maintain research standing. It will also determine society. © Rob /Oxford University Images Judges/Oxford © Rob University Images Judges/Oxford © Rob

8 University of Oxford Strategic Plan 2013–18

Core strategies continued

41 The endeavour to widen engagement with society pervades Oxford’s activities, informing research, enhancing teaching and learning, and increasing our impact on society. Widening engagement Commitment 7 To serve society by promoting and contributing to economic, cultural, and social advances through the accessibility of Oxford’s ideas, skills, and expertise.

42 Enterprise and innovation are fundamental to 44 The University will promote more interaction Oxford’s continuing research success. They with business and industry, including through position Oxford and its environment as a continuing professional development, place of opportunity which will attract the collaborative research, translational activities, best researchers and students from around the consulting, licensing, spin-out companies, and world. We will foster creative, entrepreneurial commercial ventures. There will be a focus on activity by our staff and students and stimulate working in partnership and on developing skills collaboration with research users to increase and innovative services to drive sustainable uptake of research outputs. economic growth. We will enhance our technology transfer activities, maximising social 43 The expertise and knowledge of our academics, and economic benefits worldwide through the staff, and students will inform and advise application of Oxford’s research outputs and a wide range of organisations. These will expertise. include industry, government agencies, non- governmental organisations, and community groups locally, nationally, and globally.

Commitment 8 To share the fruits of research as widely as possible.

45 We will contribute specialist knowledge to 46 Oxford University Press furthers the University’s public debate and the impact of our research objectives of excellence in scholarship, research, will be enhanced by a stronger digital presence. and education through its diverse and highly The public will be involved in the University’s international publishing programme. OUP will research activities through workshops and find new and additional ways of supporting presentations on key issues in society and as co- its users and customers, for example through researchers and contributors to research projects. teacher education, delivering digital learning Podcasts, blogs, arts and festivals, and and assessment platforms, and creating online open days will further open up the transmission research tools. of our research. © Matt Stuart/Oxford University Images Stuart/Oxford © Matt University Press © Oxford

9 University of Oxford Strategic Plan 2013–18

Core strategies continued

Widening Engagement continued

Commitment 9 To develop a strong and constructive relationship with the wider communities of Oxford by contributing to the cultural, health, social, and economic wellbeing of the local and regional community.

47 We will ensure that the University has a global leader in healthcare related research. We co-ordinated and consistent programme of are also part of an Academic Health Science wider community engagement to enable it to Network in the Thames Valley and the adjoining play its part in enhancing the life of the city areas that aims to provide evidence-based best economically, culturally, and environmentally, care for our patients and population, to innovate and to develop long-term relationships with and, in so doing, to deliver new opportunities to the local community. We will work with local create wealth. government and cross-sector partnerships to 49 The University’s engagement with local schools is promote the region as a hub for knowledge wide-ranging, including Initial Teacher Training, intensive activities, and we will encourage collaborative research projects, action learning inward investment to both start up and scale up sets, a leadership development programme new ventures. We will build on the University’s and OUP’s employee volunteering programme. growing links with the Harwell Oxford science, Tutoring of local school children is among innovation and business campus, expand the large portfolio of community volunteering research and business incubation at our Begbroke activities undertaken by students through the Science Park,and intensify spin-out activities Oxford Hub. The University’s Department including through Isis Innovation. We will of Education will work to strengthen and co- encourage more of our graduates to work in ordinate links between Oxford schools, the or create businesses and social enterprises in Department, and the wider University, and Oxfordshire. will work with organisations in Oxford to co- 48 Our involvement in providing for clinical ordinate these activities with other volunteering research, health education and training and programmes and business initiatives. enhancing high-quality patient care will be 50 We will continue to encourage use of the maintained through NHS and university University’s libraries, museums, parks, and agreements with local NHS trusts as well as sports facilities by the public, and will develop through collaborative working with local the museums’ and libraries’ vibrant programmes authorities, industry and charities. Specifically, of outreach activities. The opportunity to study working with both the Oxford University with the Department for Continuing Education Hospitals NHS Trust and Oxford Health NHS will continue to be realised through both face to Foundation Trust we are part of a National face programmes and online learning. Institute of Health Research Biomedical Research Centre and a National Institute of Health 51 As one of the original signatories of the Low Research Biomedical Research Unit that aim Carbon Oxford charter, we are committed to improve the translation of basic scientific to city-wide collaboration on environmental developments into clinical benefits for patients matters, including the identification of applied and to reinforce the position of the UK as a research to deliver low carbon solutions locally.

10 University of Oxford Strategic Plan 2013–18

Core strategies continued

Personnel Commitment 10 To recruit and retain high calibre staff from across the world.

52 Research and teaching at the highest level require possibilities for career progression, including our people of outstanding talent. Oxford has a vital use of academic titles and our approach to the role to play in the promotion of global mobility recognition of distinction. for academic staff. We will analyse the size 54 The number of staff in dominantly research and composition of applicant pools to inform appointments has increased substantially in the a review of recruitment arrangements which past ten years and continues to build. We will ensures that we are reaching potential candidates keep under review the proportions of staff in across the globe, including those working outside each of our academic divisions and will work to the university sector. Our general salary levels develop the integration of research staff within will be set to support the recruitment of high the collegiate University. calibre staff in an international market, while also providing the flexibility to use additional 55 We will improve our services to ensure a measures to retain staff of international repute or smooth transition to Oxford for staff recruited in areas where there are critical skills shortages. from overseas. This will include ensuring that We shall ensure of treatment of staff individuals, departments, and divisions are through regular gathered field exercises to reward properly supported on immigration matters, and merit and contribution. providing improved information on relocation and support for dependents. We shall continue 53 We will also continue to review the balance to lobby for immigration policy which facilitates of duties between college and department for international mobility for staff and students. academic staff with joint appointments and their © Greg Smolonski/Oxford University Images Smolonski/Oxford © Greg

11 University of Oxford Strategic Plan 2013–18

Core strategies continued

Personnel continued Commitment 11 To work towards an increasingly diverse staffing profile.

56 The University’s pursuit of excellence in an to enable women better to develop their careers, increasingly competitive world environment and to make greater contributions to all aspects makes it imperative that there should be no of University life. The consequent changes to barriers to the identification and nurturing culture and practice will offer benefits to all staff, of talent. The University has an obligation not least through the fostering of an improved to ensure equality of opportunity, while the work-life balance. Principles of good practice broad range of cultural and other experiences a learned from Athena SWAN will be applied also diverse workforce brings will help the University in the humanities and social sciences to maximise maintain and develop its international outlook. the benefit to individuals and to the University. We will aim to develop an increasingly diverse 59 The personal and professional development staffing profile through both recruitment and of under-represented groups will be supported career development. through targeted courses and mentoring 57 We will strive to embed awareness of equality programmes. Programmes will be provided in and diversity across all our activities. A dedicated academic and administrative leadership with Equality and Diversity Panel will develop and a focus on increasing the involvement of staff monitor policy and strategy to promote equality groups currently under-represented at senior of opportunity in respect of both staff and levels in the University. Attention will be paid students. to ensuring that those involved in University governance are as representative as possible of 58 The University will ensure that all departments the full range and balance of University staff. across the scientific disciplines engage with Athena SWAN, or equivalent initiatives, so as

Commitment 12 To develop all staff to enhance their effectiveness and contribution to the University’s goals.

60 The University will strengthen support 61 The University’s new priorities have been arrangements for all groups of staff, including identified for the potential they have to courses for personal and professional be truly transformative. Achieving our development, mentoring and the use of regular ambition, and generating and managing the opportunities to review progress and promote resources required will require enhanced career development. We will continue to grow leadership and management capability and our provision for educational development, effective succession planning. Schemes for the including study towards externally accredited professional development of support staff, from teaching qualifications. apprenticeship to senior level, will be defined and implemented. © Rob Judges/Oxford University Images Judges/Oxford © Rob University Images Judges/Oxford © Rob

12 University of Oxford Strategic Plan 2013–18 Enabling strategies

62 Staff and students require the best facilities for their work. To support our academic communities with appropriate libraries and museums, seminar rooms, laboratories, IT systems and research equipment, significant capital investment is required. To ensure that facilities can be sustained responsibly into the future, long-term strategic planning is necessary, underpinned by coherent strategies for Finance, Estates, Information Technology, and Development. The University therefore aims to achieve an operational surplus (calculated as earnings before interest, tax, depreciation and amortisation) of at least 5%, taking into account the increasing cost of replacing assets through inflation or rising expectations of functional suitability.

Finance, capital, and value for money Enabling Strategy 1 To generate a sufficient recurrent surplus to sustain the University’s infrastructure, collections and academic activities.

63 The University will embed a more coherent through benchmarking activities against similar approach to budget setting and monitoring organisations. across divisions and services, looking to reduce 64 The University will maximise revenues overheads and to promote a more proactive including through increased research funding, approach to value for money and shared services. philanthropy, and licensing of intellectual The level of investment in administrative services property. and support will be kept under review including

Enabling Strategy 2 To allocate unrestricted income to reflect the collegiate University’s strategic priorities and commitments.

65 We shall review our resource allocation, cost and long-term loan capital to ensure effective recovery mechanisms and use of unrestricted support of the University’s strategic priorities and resources including HEFCE grant, fee income commitments. © John Cairns/Oxford University Images © John Cairns/Oxford University Images Stuart/Oxford © Matt

13 University of Oxford Strategic Plan 2013–18

Enabling strategies continued

Estates Enabling Strategy 3 To invest in estate where this will facilitate new or improved ways of working, increased efficiencies, improved opportunities for interdisciplinary working, or the decommissioning or transformation of inappropriate spaces.

66 Over generations, the University has been administrative services to identify where space responsible for the creation of some of the may be used more efficiently. world’s greatest buildings. Ambitious projects, 69 We will balance capital spending on refurbishing, such as the development of the Radcliffe renewing and replacing the existing estate with Observatory Quarter, carry the potential to add the delivery of new buildings to meet research to this legacy. Reductions in government funding and education needs. While both types of require the University to review its approach to investment can facilitate our academic plans, the resourcing and investing in capital projects, and former can enhance institutional sustainability by we shall implement a more proactive prioritised reducing maintenance costs and improving the system of capital allocation. suitability and flexibility of our current building 67 More efficient and flexible use of space will stock. reduce the pressure to fund maintenance of 70 The University will continue to address energy unnecessary estate, enabling resource to be re- and sustainability targets, such as the Carbon directed. Effective shared use of space may also Reduction Commitment and waste recycling, yield enhanced opportunities for research and to ensure that we meet our own targets and education and improved shared central social priorities and the challenging local and national and common spaces. requirements. 68 We will work with the academic divisions to 71 We will continue to develop additional facilitate responses to new opportunities for accommodation for graduate students in order to interdisciplinary research and education and with meet demand. © Greg Smolonski/Oxford University Images Smolonski/Oxford © Greg

14 University of Oxford Strategic Plan 2013–18

Enabling strategies continued

IT infrastructure Enabling Strategy 4 To invest in information technologies that enhance the capacity of Oxford’s academic communities to collaborate with each other and with global partners, and that support the student experience.

72 IT Services will work with Estates Services and robust communications technology due to the colleges to develop flexible, technology-enhanced nature of the buildings, spaces, and federated teaching spaces and with the Bodleian Libraries systems. We will meet these challenges, and bring in ensuring the seamless delivery of digital in new physical and wireless networking that knowledge resources. will allow high-bandwidth and device-neutral communications capabilities. 73 The University will enhance the computing facilities available to support research, in 75 The University has a large resource of digital particular by involvement in regional resource assets; IT Services will work with academic centres, by provision of infrastructure for departments and university collections effective data management, and by developing to enhance their range and quality. With and deploying tools for collaborative working. appropriate innovative infrastructures we will We will also implement robust systems with provide a platform for engagement with these minimum necessary functionality to support materials by potential students, researchers, all aspects of the student experience in a cost- educators, and the general public. Building effective way. effective digital preservation environments will ensure the availability of these digital assets for 74 The University is a challenging environment future generations. for the provision of high-quality, secure and

Alumni Relations and Development Enabling Strategy 5 To realise the Oxford Thinking Campaign target to support the academic strategies of the University and colleges.

76 The Oxford Thinking Campaign is the largest 78 Our objectives reflect the University’s overarching University fundraising campaign outside priority to develop global engagement and North America by a considerable margin. The international collaborations and the need to announcement in October 2012 of a revised engage an ever larger proportion of the donor goal of £3 billion provides the focus for our community, within the UK and abroad, alumni fundraising over the planning period. This and non-alumni, in our priorities. We will ambitious target will require the University to identify new philanthropic and commercial co-ordinate with colleges and departments to opportunities for support such as trusts, maximise respective strengths, share resources, foundations, and businesses. And we will and develop initiatives which help us to engage use to maximum advantage the University’s with, and secure the support, of our alumni and global reputation and its network of alumni donors. and supporters to engage with institutions and individuals, especially with those that have no 77 We will ensure that fundraising and outreach previous philanthropic relationship with Oxford efforts concentrate most strongly on those areas where the need is greatest and the strategic goals of the University are most strongly reflected.

15 ox.ac.uk/strategicplan