STRATEGIC PLAN THE OPEN UNIVERSITY TO 2021/22
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THE OPEN UNIVERSITY
STRATEGIC PLAN TO 2021/22
The Open University Strategic Plan to 2021/22 1
PEOPLE
PLACES
METHODS
IDEAS
The Open University is a unique institution
which has touched the lives of millions of
people over the last 50 years; inspiring
learning and opening up education to all.
As we proudly look forward to our next 50
years, our Strategic Plan builds on this
remarkable history and ensures that The Open
University continues to deliver genuine value
for its students, partners, employers and
society across the UK and beyond. We are
committed to doing what we do best –
promoting educational opportunity and social
justice through our innovative supported open
learning, underpinned by world-class
academic research.
The key strategic priority for The Open
University continues to be student success.
Working in partnership with our students, we
will ensure that the student voice guides what
we do. It is through our scale, reach and our
ability to support students to succeed, that we
are able to transform lives and achieve our
positive impact on society and the economy.”
Malcolm Sweeting
Pro-Chancellor
The Open University Strategic Plan to 2021/22 1
CONTENTS
About The Open University 03
One University, four nations 05
Our mission, vision and values 07
Our strategy 08
Our 5 strategic objectives 09
Student success 10
Excellent teaching and research 11
Growth and sustainability 12
Technology that enables success 13
Dynamic and inclusive culture 14
Our strategic success measures 15
2
ABOUT THE OPEN UNIVERSITY
The Open University (OU) is the largest
university in the UK by student population,
and has a significant global reach through
a network of alumni in over 150 countries,
international partnerships and research. We
are the only university to receive funding from,
and operate in, all four nations of the UK.
The OU was established in A UNIQUE INSTITUTION Some other highlights include:
1969 with a unique aim. Our The OU is unique. A world leader in • A
n overall satisfaction rate
mission was to provide a new open access, supported open learning
and open educational resources, our
of 87% in the latest National
Student Survey.
style of university education distance learning approach sets us
• O
ur unique partnership with the
that was truly open to apart from other universities. Our
BBC, which reaches over 260
people, places, methods and commitment to open entry means million people a year through
the OU has an unrivalled reach and
ideas, to improve lives and influence on today’s society. Our OU/BBC co-productions.
enrich communities in the UK flexible approach supports people of • F
ree-to-use courses and modules
and across the world. Having all ages and backgrounds to study on our OpenLearn in-house
and achieve their potential. Our platform, which received 7.8m
reached our 50th year, and teaching and research is changing views in 2017/18.
with more than two million people’s lives, expanding human
knowledge and understanding, • P
roviding free educational
people who have studied resources to teachers and
driving economic growth and
with us, the commitment to building fairer societies across healthcare workers in sub-Saharan
our mission is as strong as the world. Africa and India, reaching over 2
million people.
ever. That’s why we continue
to be innovative and to OPEN, AMBITIOUS, INNOVATIVE • O
ur position as one of the top three
space science centres in the UK.
evolve our teaching methods AND INCLUSIVE
and technology, to support With no entry requirements for most • A
Business School that is part
of our courses, we believe education of the top 1% of global business
student success in should be open to all. Over 174,000 schools who are triple accredited.
a rapidly changing world. students are currently studying with
• O
ur continued commitment to
us, and these include:
the principles of environmental
• M
ore than 24,000 disabled protection and sustainable
students. development.
• A
lmost 1800 students in prison or
other secure environments.
• S
tudents sponsored by FTSE
100 companies and major public
services like the police and the NHS.
• In excess of 1000 students on
apprenticeship courses.
The Open University Strategic Plan to 2021/22 3
The Open University Strategic Plan to 2021/22 4
Milton Keynes Cardiff Edinburgh
ONE UNIVERSITY, FOUR NATIONS
The OU delivers world-class, In England, we are the largest choice for employers and businesses,
provider of part-time education. and seeking to grow our degree
flexible distance learning As is the case across all four nations apprenticeship, postgraduate and
education to people across of the UK, we are highly rated for Continuing Professional Development
the four nations of the UK, student satisfaction, and through our (CPD) offer. We work with a wide
scale and reach we make a major range of partners to contribute to the
Ireland and worldwide; contribution to addressing widening Higher Education Funding Council
creating life-enhancing participation and access to education. for Wales and Welsh Government
opportunities for learners We work with employers in both the policy to widen access to part-time
across the globe through public and private sectors to address education and meet the needs of
important skills gaps and, through our society and the economy.
the educational resources continued investment and success in
we provide, our international degree apprenticeships, we enable The Open University in Scotland is
partnerships and research. students to acquire the skills that funded for the delivery of learning
society, the economy and employers and teaching by the Scottish Funding
need. Aligned to government Council (SFC). Each year we submit
priorities, our cost-effective model of an outcome agreement to the SFC
flexible and lifelong learning is a key demonstrating what we deliver in
way to meet the economic and social return for public investment and
challenges ahead. how we are responding to Scottish
Government policy priorities,
The Open University in Wales is particularly in relation to widening
building on the support arrangements access, skills development and
introduced for part-time learners working with industry. We are working
in Wales to grow student numbers, in partnership with schools, colleges,
championing the University’s universities, employers, trade unions
appeal to learners in Wales. We and community-based organisations,
are developing our professional to deliver on the recommendations of
markets, particularly with regards the Commission on Widening Access.
to health and education, working to
become the education provider of
The Open University Strategic Plan to 2021/22 5
Belfast
In Northern Ireland The Open John grew up in Cardiff and was unable to
University is working with the
Department for the Economy and
read or write. He reached his mid-30s
elected representatives to support having never read a book, and it was later
the current Higher Education discovered he has severe dyslexia, ADHD
Strategy and identify how our model and Meares-Irlen syndrome. Despite these
of higher education can continue challenges, John graduated with an OU
to enhance the lives of citizens.
science degree at the age of 46.
We have enhanced engagement
with employers, developed new John Spence
partnerships with the further BSc (Hons) Health Sciences
education sector, implemented a
successful widening access plan and
developed knowledge exchange
capability – all of which are priorities
Fatema fled from her home country of
in this strategic period. Bangladesh to Cyprus at 16 without
finishing school. Investing all of her time in
In the Republic of Ireland, we daily survival, she never had the
have built strong partnerships with opportunity to resume her schooling.
employers, like national broadcaster
Upon hearing about the OU and its
RTÉ, and with Enterprise Ireland
through our innovative ‘Open open-to-all policy, she enrolled on a social
for Growth’ scheme for growing work course.
businesses. We are well placed to
Fatema Islam
grow our student numbers and
Foundation degree
to contribute to the University’s
international work with Dublin
as a base for our work within the
European Union.
Sam is a software engineer in Aberdeen.
He transferred credit from a college
Higher National Diploma towards his OU
Bachelor of Science (Hons) degree in
Computing and IT Practice. Sam gained
this in two years while working full time
and was shortly after promoted to
software developer.
Sam Orme
BSc (Hons) Computing and IT Practice
The Open University Strategic Plan to 2021/22 6
OUR MISSION, VISION AND VALUES
OUR OUR OUR
MISSION VISION VALUES
Open to people, places, To reach more students In achieving our vision
methods and ideas with life-changing and mission, we remain
learning that meets true to a clearly defined
We promote educational
opportunity and social justice
their needs and set of core values
by providing high-quality enriches society
university education to all who We are:
wish to realise their ambitions In a world which is fast-moving, • I nclusive, playing a unique
and fulfil their potential. complex and uncertain, we aim role in society by making
Through academic research, to increase the positive impact higher education open to all
pedagogic innovation and that the OU has on society and promoting social justice
collaborative partnerships, we and the economy through our through the development of
seek to be a world leader in the teaching, research and wider knowledge and skills.
design, content and delivery of public engagement; providing
supported open learning. our students, now and in • I nnovative, leading the
the future, with the unique learning revolution, placing
Most of our undergraduate opportunity to achieve their innovation at the heart of
courses have no formal entry full potential. our teaching and research,
requirements. We believe that continuously seeking new and
the qualifications our students better ways to inspire and
have when they leave are the enable learning, and creating
only ones that matter. We are world-class research and
committed to promoting equal teaching.
opportunities for all, and close • R
esponsive to the needs of
monitoring makes sure that we individuals, employers and
live up to our ideals. communities, and dedicated
to supporting our students’
learning success.
The Open University Strategic Plan to 2021/22 7
OUR STRATEGY
The Open University mission:
Open to people, places, methods and ideas
Our vision:
To reach more students with life-changing learning
that meets their needs and enriches society
G
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The Open University Strategic Plan to 2021/22 8
OUR 5 STRATEGIC OBJECTIVES
The key strategic priority This is underpinned by a set of 4 • i nvesting in technology that
related strategic objectives, which enables success – both student-
for The Open University together will achieve the overall vision: facing technology and our own
continues to be student internal systems
elivering excellent teaching
• d
success. It is through our and research – to enhance our • f ostering a dynamic and inclusive
scale, reach and ability to distinctiveness, reputation and, culture – by investing in staff to
support students to succeed, above all, student success recognise and maximise their
contribution to our success.
that we are able to achieve nhancing our future growth and
• e
our positive impact on sustainability – by diversifying our
We will track our progress in
reach and sources of income, and
society and the economy. managing and challenging our costs
achieving our vision through a
number of high-level measures of
to ensure our financial sustainability
success, which will be supplemented
by the close monitoring of additional
leading indicators of performance.
The Open University Strategic Plan to 2021/22 9STUDENT SUCCESS
Ensuring student success
– it is through our scale, HOW WE WILL ACHIEVE THIS
reach and our ability to • W
e will deliver supported • W
e will ensure that the
support students to succeed open entry for all student voice guides
that we are able to achieve undergraduate provision, our decision making,
helping students get onto the working closely with the
our positive impact on
right level and study option Open University Students
society and the economy for their needs Association to achieve this
WE WILL • W
e will improve • W
e will increase student
• S
upport our students to succeed communications with satisfaction to ensure an
by understanding our students’ continuing students through excellent student experience
study goals and ensuring they get our frontline services to
• W
e will reduce gaps in
onto the right study path at the support their progression
progression, attainment
right level • W
e will implement a robust, and satisfaction for specific
• S
upport our students to progress flexible, study-intensity groups of students, wherever
successfully through and complete model, making it easier for these arise
their chosen module(s) or students to vary their rate
• W
e will develop and embed
qualification of progress through their
an institution-wide strategy
qualification
• D
eliver a high-quality and flexible for widening access and
student experience with high levels • W
e will develop and embed success, meeting our
of student satisfaction an institution-wide strategy commitments to the funding
for student employability bodies of all four UK nations
• S
upport students to achieve and career progression with
positive career and personal a greater sense of shared
development outcomes understanding, ownership
and responsibility
The Open University Strategic Plan to 2021/22 10EXCELLENT TEACHING AND RESEARCH
Delivering excellent
teaching and research – to HOW WE WILL ACHIEVE THIS
enhance our distinctiveness, • W
e will continuously Framework (REF) 2021
reputation and, above all, improve the design and that achieves a strong
student success delivery of our learning and performance, in accordance
teaching to enhance student with the ambitions in our
WE WILL satisfaction and contribute Research and Enterprise Plan
to a strong Teaching
• Invest in making the OU a stronger, • W
e will increase sustainability
Excellence Framework (TEF)
more vibrant university with and commercialisation of
performance
enhanced academic distinctiveness research, including through
and reputation, and making a major • W
e will ensure ongoing growth of new markets and
contribution to student success sustainability of our improved cost recovery, and
curriculum portfolio and a greater focus on engaged
• T
hrough a collaborative approach, take opportunities for research
we will ensure our curriculum, growth across the UK
teaching and research work • W
e will strengthen our
and internationally, using
together to maximise their positive scholarship activities and
innovation to test new
effect on a diverse community increase our impact to inform
markets where appropriate
of learners, to improve access to and enhance our teaching
Higher Education, enhance quality • W
e will revise aspects of the and learning, and therefore
and student outcomes, and create curriculum portfolio to better student outcomes
new knowledge to impact on support lifelong learning and
• W
e will enhance the
society, culture, the economy and reflect diversity
inclusivity and vibrancy of
governments
• W
e will review, and our academic communities,
potentially expand, including through equalising
curriculum and validation opportunities for academic
partnership activity to staff career progression
support strategic aims and greater integration of
Associate Lecturers and
• W
e will develop, test and
students
implement a strategy for
the Research Excellence
The Open University Strategic Plan to 2021/22 11GROWTH AND SUSTAINABILITY
Enhancing our future
growth and sustainability HOW WE WILL ACHIEVE THIS
– by diversifying our reach • We
will encourage and invest • W
e will continue our focus
and sources of income, and in new and diversified sources on growing apprenticeships
managing and challenging of income that will deliver in the UK
net return to our University
our costs to ensure our through:
• W
e will implement cost
financial sustainability reductions from agreed and
>>Developing a long-term planned strategic change
strategy and action plan activities
WE WILL
for growing international
• E
nsure we are financially • W
e will review operational
revenue
sustainable on an ongoing basis spend across the University
>>Devising a clear approach in line with business as usual
• D
iversify our reach and sources to developing offers for requirements and financial
of income students and corporate affordability
• M
anage and challenge our customers focusing on
• W
e will prioritise resourcing
cost base our short, flexible, learning
for strategic change that
development provision using
• C
reate headroom for reinvestment adds value and operational
both OU and FutureLearn
back into our University, and value activities to increase student
platforms for the UK and
for our students numbers
international audience
The Open University Strategic Plan to 2021/22 12TECHNOLOGY THAT ENABLES SUCCESS
Investing in technology
that enables success – both HOW WE WILL ACHIEVE THIS
student-facing technology • W
e will align technology- • W
e will follow an ‘adopt
and our own internal systems based functions and not adapt’ principle for
activities in order to create technology solutions, thereby
WE WILL synergy and identify new capitalising on best practice
• E
nsure that our digital platforms opportunities for innovation, and methods
for students are leading edge and improved ways of working,
• W
e will decommission
accessible, through continuous and an enhanced service to
technology no longer
innovation and improvement, based students
required in line with
on student needs • W
e will ensure a single, the introduction of new
• Invest in core systems to simplify coordinated approach for technology, establishing
and standardise our technology data curation and provision and applying an approach
platforms and ensure they remain of continual review and
• W
e will continue to involve
fit for purpose and accessible evolution to support the need
our staff in the design and
through continuous innovation for further improvement
development of our core
and improvement systems, to ensure the most
• S
treamline our data and analytics appropriate solution is
provision to support evidence- implemented
based approaches to enhancing
student success
• A
dopt effective practices that
enable us to test and learn from
new innovative technologies
and ideas
The Open University Strategic Plan to 2021/22 13DYNAMIC AND INCLUSIVE CULTURE
Fostering a dynamic and
inclusive culture – by HOW WE WILL ACHIEVE THIS
investing in staff to recognise • W
e will optimise our People • W
e will develop our approach
and maximise their Services to provide a to staff welfare and inclusion
contribution to our success centralised professional and
• W
e will work in partnership
efficient service, supporting
with students and staff to
WE WILL all staff and line managers
enable greater collaboration
and improving the employee
• Invest in our people, teams and and to ensure their voices
experience of the OU
management to ensure our people are heard
are engaged, equipped and • W
e will implement
• W
e will implement the
supported Management Practices and
new Associate Lecturer
a People Charter to embed
• C
reate a culture of collaboration employment contract
an excellent employee
and inclusion to ensure all parts
experience
of our community are aligned in
achieving our long-term ambitions • W
e will develop our
and enable student success employee recognition
scheme to value the
contribution of our staff
The Open University Strategic Plan to 2021/22 14OUR STRATEGIC SUCCESS MEASURES
We will track our progress in achieving our strategic objectives through a number of high-level measures of success.
EXCELLENT TECHNOLOGY DYNAMIC AND
STUDENT GROWTH AND
TEACHING AND THAT ENABLES INCLUSIVE
SUCCESS SUSTAINABILITY
RESEARCH SUCCESS CULTURE
Increase the proportion
Continue to achieve Achieve the
of students succeeding
and improve the operating surplus
in OU study
proportion of identified in the Increase the
students who are Successfully
Financial Strategy Staff Engagement
satisfied with implement
Index
teaching, assessment student-facing
Increase the and administration
and academic
proportion of students systems
support
satisfied with their
(National Student Survey)
OU study experience
Continue to increase
and maintain the OU’s
directly registered
overall ranking
student numbers at
(National Student Survey)
all levels (new and
continuing)
Secure a sustainable • UK
Continue to achieve research portfolio Increase staff
• Non-UK satisfaction in
the high proportion projected to
of qualified students Maintain a high senior and unit
optimise Research
who report that OU level of service management
Excellence Framework
study has helped through a reduction across the OU
and Knowledge
them achieve positive in incidents
Exchange Framework
outcomes: outcomes Increase income
• Career through diversification
• Personal
As the OU operates in all four nations of the UK, these measures will be monitored at a nation level as appropriate.
The Open University Strategic Plan to 2021/22 15PEOPLE PLACES METHODS IDEAS Visit open.ac.uk The Open University is incorporated by Royal Charter (RC 000391), an exempt charity in England & Wales, and a charity registered in Scotland (SC 038302). The Open University is authorised and regulated by the Financial Conduct Authority in relation to its secondary activity of credit broking.
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