3. Cross-cutting Aims
Following careful consideration of the cross-cutting aims the University has
determined that, while it is essential to have them articulated as they are
integral to the achievement of the core strategic aims and underpin them, it is
not desirable or necessary to set separate key supporting objectives for each of
them. Indeed for the first four cross-cutting aims the University is of the firm
view that the objectives that could be set for them are reflected in those
already established under the five core strategic aims. However for the fifth
crosscutting aim the University has identified specific objectives relating to
sustainability and securing funding to achieve its vision.
Cross-cutting aim 1:
Contribute to the economic, social and cultural development of the
region and to promote the University and the region internationally. |
Cross-cutting aim 2:
Contribute to economic, social and cultural inclusion in the region. |
Cross-cutting aim 3:
Recognise and reward staff who contribute to the achievement of
excellence. |
Cross-cutting aim 4:
Exploit the University’s multi-campus and unitary structure to
realise successfully its vision. |
Cross-cutting aim 5:
Ensure financial sustainability and work towards the achievement of
environmental sustainability. |
The key supporting objectives, risks and metrics for Cross-cutting aim 5 are
set out below.
Key Supporting Objectives
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To work in partnership with internal and external stakeholders to
achieve a financially sustainable expansion of the Magee Campus whilst
maintaining the financial sustainability of other campuses.
-
To ensure that the University’s overall activities are financially
sustainable by achieving the required return on income to support future
investment.
-
To direct future investment to those activities that support and sustain
the achievement of the University’s core strategic aims.
-
To develop further a risk based approach to the review of existing and
future business.
-
To ensure that current and future activities are centred around fitness
for purpose and financial sustainability.
-
To provide continued and targeted investment in staff and
infrastructure.
-
To ensure the effective and efficient provision of all of the
University’s activities and to ensure that they represent value for money.
-
To work towards environmental sustainability in the provision and
management of the University’s physical estate and to promote an
environmentally friendly transportation policy.
Risks
- Failure to identify and manage the funds necessary to
achieve the University’s vision and core strategic aims
- Risk/opportunity to maintaining and protecting existing
funding streams while diversifying funding streams
- Failure to prioritise within funds available
- Failure to achieve an appropriate balance in investment in
staff infrastructure and technology
- Failure to influence government policy to ensure parity
between Northern Ireland funding (models) and funding provided
in other parts of the UK
|
| Metrics
a) Financial
- Surplus as a percentage of income
- Staff costs as a percentage of income
- Operating surplus/(deficit) based on full economic costing
- Non-MaSN activity as a percentage of MaSN activity
- Increased percentage of total budget from non-government
funding
- Staff retention rates by staff category
- Utilisation of facilities
- Total capital spend against re-valued assets
b) Environmental
- Energy consumption
- CO2 emissions
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