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2. Core Strategic Aims
Strategic Aim 1
Provide excellent learning opportunities which are student centred and
client focused.
Key Supporting Objectives
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To ensure that all programmes of study meet relevant external benchmarks
for standards and quality.
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To ensure, wherever possible and appropriate, that programmes of study
lead to both an academic qualification and recognition by a professional
body (co-terminous awards: an academic award and a fitness to practice).
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To ensure that programme developments enhance student employability by
reflecting student and employer needs (regionally, nationally and
internationally) and, as appropriate, government policy on skills, and that
programmes of study prepare students for employment and further study.
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To facilitate participation by developing further e-learning and
mixed-mode programmes of study and link further developments in this area
more explicitly to the University’s regional and widening access agendas, in
particular through the development of topup degrees for those progressing
from foundation degrees and other intermediate level qualifications.
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To offer a more demand led suite of part-time undergraduate and
full-time and part-time postgraduate programmes of study which are relevant,
student centred and client focused.
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To continue to develop collaborative provision, regionally, nationally
and internationally and especially with local colleges/institutes of further
and higher education.
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To continue to develop opportunities for Work Based Learning (WBL).
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To encourage all academic staff to undertake scholarly activity to
support learning and teaching and enhancement of their subject.
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To provide a relevant range of personal support mechanisms to students
throughout their studies to encourage them to achieve their full potential
once admitted to the University.
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To continue to develop relevant teaching and learning services in
support of programmes of study and the student community.
Risks
- Failure to continue to achieve the national and
international standards that demonstrate ‘excellence’ in the
University’s learning opportunities
- Failure to anticipate and respond to market demand from
students, employers and government
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Metrics
- Employment statistics
- Outcomes of audit visits and reports from Public and
Statutory Professional Bodies (PSPB)
- Student complaints
- Number of students progressing to UU courses from Further
Education (FE) sector
- Student numbers: -
- Full-time
- Part-time
- E-learning
- Overseas
- Percentage of students who are non-DEL funded and non-DHSSPS
funded
- Progression Rates for 1st year students (non completion
rates)
- Qualification outcomes – Percentage 1st, 2:1, 2:2, 3rd
- Student satisfaction – National Student Survey
- Student Charter and Support Charters
- Employer feedback
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Strategic Aim 2
Undertake excellent research in selected areas of activity.
Key Supporting Objectives
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To continue with the policy of research selectivity with the aim of
ensuring that all selected areas are both nationally recognised as excellent
and contain a number of sub-areas which are internationally recognised as
excellent.
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To focus research funding to ensure financial sustainability (by
maximising attraction of full economic costing) and enhance status.
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To continue to provide the environment to increase research student
numbers and improve quality.
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To facilitate selective research collaborations regionally, nationally
and internationally.
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Where appropriate, to promote the transfer of research into wealth
creating or social development activities.
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To ensure that the University’s research findings are accessible to the
region and the wider community.
Risks
- Risk/opportunity arising from the University’s performance
in RAE 2008
- Failure to implement effectively research selectivity
- Failure to attract appropriate levels of research funding
- Failure to sustain research investment
- Failure to attract/retain high calibre research students
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Metrics
- Research Institute output targets
- Number of Research Institute staff scoring at least 2* in
RAE 2008 as a percentage of the number submitted
- Increased number of research students annually
- Increased number of externally funded (i.e. non-DEL funded)
research students, including overseas students
- Number of PhD students, DEL and non-DEL, who completed in
last 3 years within specified deadlines
- Increased quantity and success rate of grant applications to
UK Research Councils
- Increased research income as a percentage of total annual
university income and with increased recovery of non-direct
costs
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Strategic Aim 3
Maintain the University’s position as a sector leader in widening access
to higher education.
Key Supporting Objectives
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To continue to recognise that students can demonstrate the aptitude and
ability to benefit from higher education by a variety of means and to
continue to explore further means by
which such aptitude and ability might be demonstrated.
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To work in partnership to ensure that all entry routes are clearly
articulated and accorded parity of esteem.
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To continue to review and enhance learning, teaching and support
activities at first year undergraduate level, in recognition of the fact
that students will enter the University with
a variety of knowledge and skill sets and with the objective of improving
retention rates and maintaining standards.
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To extend the University’s positive intervention policies with the
objective of both raising aspirations, widening access, and promoting
equality of opportunity.
Risks
- Failure to maintain and build on the University’s existing
position
- Risk/opportunity arising from expansion of the Step Up
initiative to Belfast
- Risk/opportunity arising from the University’s ability to
influence government’s funding of widening access initiatives
- Risk of not achieving widening participation targets without
an increase in student numbers
- Failure of staff to take ownership of the University’s
Widening Participation Strategy
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Metrics
- Percentage of students from socio-economic groups
- Number of students admitted from sections of society that
are under-represented in higher education
- Retention rates by: -
- Campus
- Faculty
- School
- Entry mode
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Strategic Aim 4
Establish the University as a sector leader in promoting creativity and
innovation.
Key Supporting Objectives
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To develop further creativity and innovation, including
entrepreneurship, within the curriculum.
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To develop further the University’s knowledge and technology exchange
activities, especially with regard to the innovation centre and University
consultancy activity, knowledge and technology partnership (KTP) activities
and other business and community interactions.
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To develop further programmes of study, research and knowledge and
technology exchange activity, which support the development of the creative
industries.
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To develop further the University’s work in the area of management
innovation, especially as it relates to the Small Medium Enterprise (SME)
sector.
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To establish the University as the leading university for sport on the
island of Ireland.
Risks
- Risk/opportunity arising from the University’s activities to
promote creativity and innovation
- Failure to incentivise staff to recognise the benefits of
engaging in promoting creativity and innovation activities
- Failure to provide appropriate support for staff to
facilitate and underpin their work in promoting creativity and
innovation
- Failure to attract, manage, prioritise and monitor funds
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Metrics
- Number of new courses developed aimed at the creative
industries
- Average number of students per course
- Number of students completing study in entrepreneurship
- Increase in profitability and reputation of Consultancy and
Academic Enterprise
- Increased number and range of academic secondments into
industry
- Increased number and range of (live) KTP programmes
- Increased number and range of FUSION programmes
- Increased number of Sponsored Research Awards (CAST)
- Increased University participation in InvestNI funded
Research and Development projects
- Increased number and range of sport related programmes
- Increased participation in sport and physical activity
- Increased regional, national and international success
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Strategic Aim 5
Conduct business in line with the University’s core values and to the highest
standards of corporate governance.
The University’s Core Values
The core values of the University are
to:
- See all students and members of staff as individuals
with their own needs;
- Provide quality learning and development for students
and staff;
- Respect ourselves and those we deal with and to be
accountable for what we say and do;
- Work together with trust, openness and honesty;
- Value diversity and inclusiveness and see everyone as
an equal;
- Be creative and adapt to the challenges of change; and
- Take pride in how we do our work.
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Key Supporting Objectives
Risks
- Lack of commitment to the core values by staff at all levels
- Lack of visible demonstration of the core values in the
conduct and work of all staff
- Lack of commitment to the vision and core strategic aims
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Metrics
- Staff questionnaire/attitude survey
- Questions/issues raised at the Vice-Chancellor’s road shows
- Percentage of staff undertaking CPD activities
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