LEEDS TRINITY UNIVERSITY STRATEGIC PLAN 2018 2021
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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
sporting spaces and upgraded our information
In preparing the way for our new Strategic Plan we
systems.
have consulted widely within the University, with our
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
with more than 3,000 employers to ensure we a love of learning.
Professor Margaret A House OBE
secured the best possible placement experiences for
All the above activities, improvements and successes Vice-Chancellor, Leeds Trinity University
our students.
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,
Leeds Trinity is one of the UK’s
partners and the wider community
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
academic enquiry.
and ethical thinking.
Our staff, whilst all having their different
Students study in a genuinely supportive
specialisms, have a common aim to support Through this approach our
environment with a firm sense of community.
our students, to provide them with the best students discover how to learn,
They are supported to reach their full potential
possible experience and to transform their problem-solve and work both
- whatever that might be - and Leeds Trinity
lives. They are committed to delivering an independently and collaboratively.
offers a life transforming experience that is both
outstanding student experience and outcomes, They become used to applying
personal and distinctive.
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
• Providing new opportunities for graduates active global citizenship including cultural
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
• Broadening our offer, approaches to • Providing a wealth of personal
placements and other learning opportunities
delivery and assessment, and our options development and community engagement
for all students to enhance practice and
for study to attract and enable students opportunities for students and staff
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 opportunities and life changing study
with professional development, research
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 - 2021THEME 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 11THEME 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 - 2021THEME 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 13THEME 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 - 2021FURTHER
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: m.house@leedstrinity.ac.uk
Professor Margaret A House OBE, Vice-Chancellor
Strategic Plan 2018 - 2021 15LEEDS TRINITY UNIVERSITY Brownberrie Lane Horsforth Leeds LS18 5HD Tel: +44 (0) 113 283 7100 leedstrinity.ac.uk
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