University of Wales Trinity Saint David - Strategic Plan 2017 2022
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
University of Wales Trinity Saint David Strategic Plan 2017 - 2022
Contents Foreword by the Vice-Chancellor
and the Chair of Council
3. Foreword by the Vice-Chancellor The University of Wales Trinity Saint David (UWTSD) At the heart of our Strategic Plan is a commitment to
and the Chair of Council is the oldest Royal Chartered University in Wales and all our learners and specifically to Wales – to its culture,
is proud to have as its Patron His Royal Highness, the its heritage and its language, and to the prosperity and
Prince of Wales. We are part of the UWTSD Group, long-term health of its citizens. We recognise our local,
a multi-institutional collaborative venture owned and national, international and civic role as a provider of
4. Mission governed by the University, with Coleg Sir Gâr and higher education, and the responsibilities that we bear.
Coleg Ceredigion as constituent colleges. The Group As a reflection of this commitment, we have placed the
offers an integrated, dual sector approach to education seven goals and the five ways of working of the Well-
for the benefit of learners, employers and communities, Being of Future Generations (Wales) Act 2015 at the
5. Values
and will be enhanced later this year through merger with core of our planning, and have ensured that our own
the University of Wales. The merger will complete the aspirations are closely aligned with those expressed
establishment of a transformed University, and will be by the Welsh Government in Taking Wales Forward
6. Strategic Priorities an opportunity to celebrate the historic contributions 2016-21.
that all members of the UWTSD Group have made to
education in Wales. At the end of the current planning period in 2022
we shall celebrate the bicentenary of the University’s
14. Enablers This Strategic Plan is therefore presented at a time of Royal Charter. This historic occasion will also provide
continuing change for the University and for education an opportunity for us to reflect and build on the
more generally, and in a period of considerable considerable achievements of the UWTSD Group
uncertainty stemming from external factors, including since its much more recent inception. We believe
reductions in funding and the UK’s planned withdrawal that the Strategic Plan sets an ambitious but realistic
from the European Union. We recognise the significant agenda for the next five years, the achievement of which
challenges in the current climate. However, we enter will be fundamental to the continuing success of the
the new planning period with confidence in the UWTSD Group and to the prosperity and resilience of
strategic direction of the UWTSD Group, and in the the communities that we serve.
distinctive education that we offer on our campuses
across Wales, in London, and through our collaborative Professor Medwin Hughes, DL
partnerships. We are proactive in seeking opportunities Vice-Chancellor
for development, and our capacity to work across
traditional boundaries equips us well for the challenges The Venerable Randolph Thomas
that lie ahead. Chair of Council
2 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 3
Mission Values
Transforming Education;
Transforming Lives.
Vision Through our activities we promote:
Excellent teaching informed by scholarship Sustainable development, by behaving in a way
and professional practice, and applied research which ensures that the needs of the present are met
Our vision is to be a University for that influences knowledge and policy in Wales without compromising the ability of future generations to
Wales, with a commitment to the and beyond. meet their own needs, and by systematically embedding
well-being and heritage of the nation this principle in our approach to teaching and learning.
at the heart of all that we do. Inclusivity, by removing barriers to participation
and supporting people from all backgrounds and The concept of global citizenship, through
Central to our vision is the promotion circumstances to fulfil their potential. the development of multi-national activities and
and embedding of a dual-sector opportunities for our learners, staff and partners.
educational system which educates Employability and creativity, by offering
educational programmes that develop entrepreneurial Wales and its distinctiveness, through embedding
learners of all ages and backgrounds,
and creative skills, enabling learners to have the best the goals of the Well-Being of Future Generations
and stimulates economic development (Wales) Act in all of our activities, and by celebrating
opportunities to gain employment and to contribute
in our region, across Wales to the prosperity of their communities. the vibrant culture, heritage and language of Wales.
and beyond.
Collaboration through strategic relationships,
working with others to provide educational and
commercial opportunities and to ensure that Wales
is connected to the wider world.
4 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 5
Strategic Priorities The learner is central to the UWTSD Group
and our commitment to providing an
Measures of success
excellent learning experience is at the Within the planning period we will measure our
heart of our activities. success through the following:
Our Values are reflected in four Strategic
Priorities for the planning period: We believe that education changes lives and, working • Achievement of specific recruitment and
in partnership with the Students’ Union, we are continuation targets, to enable us to provide
committed to supporting learners to achieve their vibrant and viable programmes of study
potential within learning environments that are
• An increase in the number of learners progressing
welcoming, inclusive, supportive and secure.
Strategic Priority 1: from further education to higher education within
the UWTSD Group
We will therefore
Putting Learners First • Achievement of specific targets for the recruitment
and continuation of under-represented groups,
• Provide all of our learners with a high quality, including part-time undergraduate learners, Welsh-
supportive and inclusive learning experience to domiciled learners from identified deprived areas,
enable them to achieve their full potential and learners in receipt of the Disabled Students
Value • Work in partnership with our learners to encourage Allowance (DSA)
their full engagement with their programmes of • Maintenance of the proportion of our learners
study and their full participation in our decision- who achieve a good honours degree in line with
making processes sector norms
Inclusivity, by removing barriers to
participation and supporting people • Offer attractive and relevant academic programmes • Learner involvement in internships, ambassador
that enable our learners to develop the skills that schemes, mobility opportunities and learner-led
from all backgrounds and circumstances
they need for employment and to ensure that they initiatives such as Green Impact
to fulfil their potential.
can, in turn, make a direct contribution to the well- • Continuing improvement in our performance in
being and prosperity of their communities The National Student Survey (NSS) and other
• Continue to develop our portfolio of programmes satisfaction surveys
that are delivered flexibly, allowing learners to • An improvement in our performance in the
Value access study opportunities in a manner that suits Destination of Leavers in Higher Education
their lifestyle and commitments (DLHE) survey and other measures of
• Contribute to the creation of a more equal Wales graduate employment
Employability and creativity, by offering through the promotion of participation by under- • Completion of our Swansea Waterfront
educational programmes that develop represented groups, by providing accessible Campus and the successful migration of
entrepreneurial and creative skills, enabling learning opportunities and by removing barriers to learners on relevant programmes
learners to have the best opportunities to participation, ensuring that those who choose to
gain employment and to contribute to the study with us are provided with excellent support
prosperity of their communities. throughout their period of study
• Continue to enhance our campuses and facilities, Key Performance Indicators
ensuring that learners are provided with attractive,
supportive, inclusive and sustainable environments KPI 2: Academic Profile and Market Position
in which to study
• Complete our Swansea Waterfront Campus and
KPI 7: Student Experience
continue to enhance the buildings that we use KPI 9: Estates and Infrastructure
across all campuses
6 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 7
Strategic Priority 2: Fundamental to the achievement of our Mission
is a commitment to academic excellence through
Measures of success
Excellence in Teaching, the provision of high quality teaching, informed
by staff scholarship, research and professional
Within the planning period we will measure our success
through the following:
practice, and delivered through methods that
Scholarship and engage and challenge our learners. • Continuing improvement in our performance in
The National Student Survey (NSS) in measures
Applied Research Building on the historical achievements of our founding
institutions, we are also leading new approaches to
specifically related to the quality of teaching and
learner challenge
the delivery of teacher education in Wales, working • An increase in the proportion of staff who have
with schools to equip the next generation of teachers attained Higher Education Academy (HEA)
with the skills that they need to raise standards and Fellowship
Value inspire pupils. We are committed to improving our • Achievement of a ‘Silver’ rating in the Teaching
research performance primarily through an emphasis on Excellence Framework
applied research which has commercial potential, thus
maximising our contribution to the regional economy.
• Achievement of appropriate Initial Teacher Training
Excellent teaching informed by scholarship recruitment targets
and professional practice, and applied • Implementation of new strategies for research,
research that influences knowledge and We will therefore applied research and commercialisation
policy in Wales and beyond. • An increase in income from research and
• Provide excellent and stimulating teaching across all commercialisation activities
programmes of study, informed by staff scholarship
• Achievement of a judgement of ‘Meets UK
and professional practice
Expectations’ in external quality assessment review
• Support our staff to innovate and to achieve the
highest standards of teaching practice, including
through increased use of technology enhanced
learning and the establishment of the Global
Campus platform Key Performance Indicators
• Seek accreditation for new Initial Teacher
Education programmes through Yr Athrofa KPI 5: Pure and Applied Research
Institute of Education KPI 8: Teaching and Learning
• Maintain and enhance the international excellence
of the research of the Centre for Advanced Welsh
and Celtic Studies and other areas of research and
innovation associated with the University of Wales,
and in selected areas of the transformed University
• Maximise opportunities for all staff and learners
to engage in scholarship, professional practice,
applied research and commercialisation activities
• Maintain the high academic standards of our
awards, and continue to participate in external
assessments of teaching and research excellence
• Enhance our academic governance arrangements
to enable governors to make full and informed
judgements about academic quality and quality
assurance
8 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 9
The Well-Being of Future Generations (Wales) Academy and the development of a number of
Act 2015 requires organisations to collaborate, high-quality, international partnerships, linked to
Strategic Priority 3: to involve stakeholders and to integrate
objectives with those of other organisations for •
the University’s faculties
Develop and enhance our participation in the work
Creation of long-term benefit.
•
of the International University of Malaya-Wales
Continue to enhance our engagement with our
We recognise that working across traditional alumni and graduates.
Opportunities through boundaries is essential to the achievement of our
Mission. We are enhancing the linkages between
Partnerships further and higher education to create unique pathways Measures of success
for skills enhancement for the benefit of our learners,
their communities and the economy. Within the planning period we will measure our success
through the following:
We are committed to the economic development of the
Value region through the continuing development of our links • An increase in the number of learners progressing
with industry, with other educational providers and with from further education outside the UWTSD Group
national institutions within Wales and beyond, and to to UWTSD higher education programmes
the creation of opportunities through partnerships that • An increase in the number of accredited
Collaboration through strategic will enable our learners to achieve their full potential and programmes, and programmes developed in
relationships, working with others to the economy to thrive. collaboration with employers or in response to
provide educational and commercial employer demand
opportunities and to ensure that • Enhanced work-based learning opportunities to
Wales is connected to the wider world. We will therefore build our learners’ skills
• Develop and enhance our partnerships and • An increase in the number of apprenticeships,
confederations with other institutions, to maximise including higher level apprenticeships, offered
higher education and progression opportunities for through the UWTSD Group
Value learners • Continuation of the ‘Pledge’ arrangements with
• Continue to work closely with regional employers to local authority partners
identify areas of need and to develop a skilled and • Continued representation and engagement with
educated population, including through work-based Public Services Boards and contribution to Local
The concept of global citizenship, learning opportunities Well-being Plans
through the development of multi- • Continue to enhance our portfolio of vocational • Delivery of our obligations under the Swansea Bay
national activities and opportunities and technical awards, including through the City Region City Deal
for our learners, staff and partners. development of higher level apprenticeships • Achievement of specific targets for the recruitment
• Support the economic development of the region of global learners
through strategic engagement with business and • Establishment of new partnerships with selected
civic partners former collaborative centres of the University of
• Continue to work closely with the local authorities Wales and achievement of satisfactory quality
where we have campuses to maximise benefits assurance outcomes in any external reviews of
through geographical partnerships those partnerships
• Actively engage with public bodies and Public • Full establishment of the Chin Kung Foundation on
Services Boards across Wales, focusing on our the Lampeter Campus and Wuhan Ligong College
shared commitment to the seven goals and five at Swansea
ways of working of the Well-Being of Future • Development of the potential of the International
Generations (Wales) Act 2015 University of Malaya-Wales, including opportunities
• Engage fully in the Swansea Bay City Region for staff and learner exchanges
City Deal
• Develop our external engagement activities focused
on economic opportunities such as the Tidal
Lagoon Key Performance Indicators
• Continue to recruit Professors of Practice to
enhance our learners’ access to examples of the KPI 4: Establishing an International Profile
practical application of knowledge and research
• Contribute to the international position of Wales
10 | University of Wales Trinity Saint David through the establishment of the Wales Global Strategic Plan 2017 - 2022 | 11
Our location is fundamental to our identity, Measures of success
our history and our ambitions. A commitment
to the culture, heritage and language of Wales, Within the planning period we will measure our success
Strategic Priority 4: and to improving its social, environmental,
economic and cultural well-being, underpins
through the following:
A University for Wales all of our activities. • Incorporation of the Well-Being of Future
Generations (Wales) Act 2015 goals and ways of
We have the highest percentage of Welsh-domiciled working into the strategic planning of faculties and
learners of any higher education institution in Wales, professional departments
and we work in a bilingual environment in which staff • Implementation of sustainability commitments within
Value and learners are encouraged and supported to develop Faculty and Departmental strategic plans
their language skills. • Completion of curriculum audits to support well-
being and sustainability commitments
As we reach our bicentenary, we recognise and
Sustainable development, by behaving in celebrate the unique position that the UWTSD Group
• Recording environmental sustainability data and
carbon management plan information to underpin
a way which ensures that the needs of the already holds within its communities, and we seek to
sustainable campus environments
present are met without compromising maximise the educational and cultural opportunities
the ability of future generations to meet created through the integration of the University of • Achievement of specific targets for Welsh-medium
Wales for the benefit of our current learners and for provision through expansion in the number of
their own needs, and by systematically
future generations. programmes offered bilingually and the number of
embedding this principle in our approach to
learners studying through the medium of Welsh
teaching and learning.
• Activities undertaken to promote Welsh heritage
We will therefore through project work, development of new curricula
and the building of relationships with external
• Continue to develop and enhance our commitment partners
to embedding sustainability in the curriculum and in
Value all of our activities
• Achievement of specific recruitment targets for the
Wales International Academy of Voice
• Continue to develop programmes and research
• The number of organisations offering innovative and
focused on protection and enhancement of the
commercial opportunities through the Swansea
Wales and its distinctiveness, through environment and natural resources
Waterfront and Yr Egin developments
embedding the goals of the Well-Being of • Contribute to the vibrancy of Welsh culture, visual
• An increase in the number of graduate start-up
Future Generations (Wales) Act in all of our arts, heritage and language through the continued
companies and in the number still un business after
activities, and by celebrating the vibrant provision of high-quality Welsh-medium education
three years of operation
culture, heritage and language of Wales. and activities which encourage community
participation in arts, sports and recreation • Creation of additional programmes within the health
portfolio
• Contribute to the prosperity, security and resilience
of Wales through the promotion of creative skills, • Continued delivery of physical literacy programmes
entrepreneurship and tech hubs, and through to teachers, professionals and parents and
supporting our graduates to start their own assessment of the impact of such programmes on
businesses the health and well-being of communities
• Contribute to the health of Wales through continued • Achievement of full constitutional merger of the
development of programmes and research focused University of Wales and the UWTSD Group
on physical and mental wellbeing • Monitoring the implementation of the Adduned
• Continue to champion the internationalisation of Cymru – The Wales Pledge
Wales by taking the best of Wales to the world and
bringing the best of the world to Wales
• Safeguard the legacy of the University of Wales for
future generations through Adduned Cymru – The Key Performance Indicators
Wales Pledge, thus ensuring that the assets serve
the purpose for which they were intended KPI 3: Embedding Sustainability
• Continue to develop and enhance the work of the KPI 6: Culture and Heritage
University of Wales Press
• Complete harmonisation and integration following
the constitutional merger with the University of
Wales in 2017
• Continue to support and facilitate strategic
12 | University of Wales Trinity Saint David initiatives in Welsh higher education Strategic Plan 2017 - 2022 | 13Enablers Enabler 1: Financial Security Enabler 7: Continuous
We seek to deliver a financially secure UWTSD Group, Improvement
investing in areas of academic strength and potential,
Achievement of our strategic priorities is disinvesting where appropriate, and generating We are committed to systematically reviewing our
dependent upon a range of supporting surpluses for future investment in areas that will performance at all levels, and we continually seek to
enablers, the details of which are set out in benefit our learners and communities. enhance the quality of what we offer and deliver.
operational plans:
Enabler 2: People
We recognise our staff as a key resource to the
Key Performance Indicators
successful delivery of this plan, and are committed to
KPI 1: Institutional Sustainability
providing an inclusive environment where individuals are
supported and encouraged to reach their full potential. KPI 10: Staff
KPI 11: Governance
Enabler 3: Estates
and Infrastructure
We are committed to the provision of a high-quality
Measures of Success
sustainable, low carbon physical environment to
Our measures of success for the planning period
enhance the learner experience and support the
2017-2022 are quantified through specific targets
delivery of innovative and accessible approaches to
which are set and reviewed annually. We regularly
teaching and learning.
assess our institutional health through our series of
Key Performance Indicators.
Enabler 4: Governance
Our Council members are involved in organisational
activity and are provided with high quality information
and resources to inform effective decision-making.
Enabler 5: Leadership
and Management
We are committed to providing effective leadership and
management that is proactive and allows us to adapt
successfully to emerging opportunities and challenges.
Enabler 6: Equality
We are committed to a more equal Wales, and
we promote learning, teaching, social and working
environments and practices that are accessible,
fair and inclusive.
14 | University of Wales Trinity Saint David Strategic Plan 2017 - 2022 | 15You can also read
