Transcript Slide 1

Strategic Plan 2012-15
Autumn Term 2012
Health and Safety/Occupational Health Services
Health and Safety Department
Occupational Health Service
 Familiarisation for all staff with the objectives set out within the
new Strategic Plan
 Reflect and identify strands and themes that relate to our services
 Support the alignment of efforts with UoB ethos and future
ambition
 Developing an revised OH&S Strategic plan component
Strategic Plan Presentation
OH&S Safety ‘thinking’ hat
 Key features and mapping exercise
• How the plan relates to our core services?
• How we will support the plan and its future aims?
• What things are we not doing?
• What are the spin out opportunities?
The new strategic plan for 2012-15
• Reflects consistent feedback from staff and students
• Reaffirms our mission for the next three years
• Sets out our ten objectives with key performance indicators
• Looks ahead to plan the long-term future of the university
• Outlines the linked strategies and work required to deliver
the plan
• Puts forward key outcomes for us to achieve by 2015.
What we stand for
“The University of Brighton is committed to conserving,
generating, transmitting and sharing knowledge locally,
professionally and globally, with a focus on its application for
social purpose. We offer a higher education that contributes
critically to citizenship and to the public good.
Our model of higher education is based on a spirit of enquiry
and the active co-production of knowledge amongst staff and
students, in learning, teaching and research.
We want Brighton staff and students to be known for their
commitment to impact, community and sustainability in their
chosen field.”
Principles at the heart of our plan
• Delivering a transformational student experience that is
founded on research-informed learning communities of staff
and students
• Expanding the volume and quality of high impact research
• Underpinning both strategies with sector-leading digital
technology
Achieving our outcomes for 2015 and beyond
Building on
our strengths
Developing
for the future
Outcomes
How we work
Building on our strengths
• A breadth of activity and portfolio in which the academic and
the professional decisively shape and inform each other
• A distinctive geographic footprint across Sussex that
celebrates the importance of place for our identity and
activity
• Working through partnership and collaboration for mutual
benefit
• Making a positive difference to our communities– locally,
professionally and globally
• A culture of mutual respect and support for diversity
Developing for the future
• Significant and strategic investment in high quality research
• Students at the centre of research-informed learning
communities
• Sector-leading offer to students in forms of external
engagement, employability and career development
• A step change in forms of digital learning to support
interactive face-to-face learning and teaching
• An increase in international activity that grows communities
of learning and research at home and overseas
How we work
Clear expectations about the way we all work:
• Treating students with respect and placing them at the heart
of what we do
• Supporting staff learning and development with a clear
focus on university priorities
• Embracing technology and the benefits it can bring in
improving the student experience and our processes with
increased support for staff
• More collaborative working where expertise is shared and
support is provided across departments, schools and
faculties
Changes coming to how we work
• Rapid review to streamline and simplify structures and
processes by summer 2013
• Develop a strong, central framework for consistent practice
and processes for core activity and quality assurance
• Review the impact of the Staff Development Review
scheme and personal development planning for all staff
• Ensure that all academic staff will have or be working
towards an HE teaching qualification or university
recognised equivalent
• Develop our own award to take forward professional
qualifications and continuing professional development
All of this will help us to
• Achieve greater consistency
• Make our processes more efficient and timely
• Remove unnecessary duplication of effort
• Enable faster and more explicit decision-making
• Free up our capacity to innovate, while maintaining
keeping a focus on quality control
• Establish renewed internal communications systems that
work for everybody.
Four connected themes in our plan
Learning to make a difference
Developing wealth; promoting welfare
Local roots; global presence
Sustainable practices
Learning to make a difference
Our offer to students
• Welcoming students from a wide range of backgrounds,
nationalities, ages and previous educational experience
• Sharing a desire to make a difference; through our learning,
research and professional practice
• Making students and staff part of a learning community
where the physical and digital environment supports high
value face-to-face learning with academic staff, student
peers and external practitioners and partners
Learning to make a difference: Objectives and KPIs
Objective
KPIs
Projects/Activities
Transformational
learning
experience
•Increase NSS score for
satisfaction with ‘Teaching on the
course’ from 86% to 90%.
•Reduce home non-continuation
from 12.2% to 9%
•NSS results and action plan
•Learning and teaching strategy
•Digital and e/blended learning
strategy
•Retention strategy
•Research-informed learning:
sharing practice
•Social and informal learning
spaces
Learning
university
investing in staff
•Increase satisfaction with
learning and development from
72% to 78% in staff survey
•All academic staff have or will
work towards a university
teaching qualification or
equivalent
•Staffing strategy
•Staff engagement strategy
•Equality objectives
•Health, safety and wellbeing
strategy
•Academic workload planning
Learning to make a difference: Objectives and KPIs (2)
Objective
KPIs
Projects/Activities
Engagement and
impact
•All undergraduate courses offer
opportunity for external
engagement (e.g. work
placement)
•Grow REASE income by 10%
•Partnerships with Brighton,
Hove and Hastings councils
•Working through CUPP
•Gatwick Diamond
•New partnerships for health
and education
•New CPD unit
University of
choice
•Move towards UCAS entry tariff
score of 320 from 289
•Continue to meet recruitment
targets against funder contracts
•Ongoing development of the
curriculum portfolio
•Recruitment strategy
•Marketing strategy
•Access agreement and widening
participation strategy
•Student charter
•Student experience focus
Student success
•Increase employment rate for first
degree leavers from 88.7% to 92%
•Meet access Agreement targets for
recruitment and retention
•Employability and career
development plan
•Student charter
•Student communications
strategy
Learning to make a difference: Objectives and KPIs (3)
Objective
KPIs
Projects/Activities
Digital
transformation
•Win sector award for excellence
in use of digital technology for
learning and teaching
•Increase NSS satisfaction score
from 85% to 90% for ‘access to
general IT resources when I
needed to’
•Digital strategy and e/blended
learning strategy embedded in the
learning and teaching strategy
•Investment plans in IT
Internationalisation •Increase proportion of students
from outside EU from 6% to 12%
•Improve international noncontinuation rate in line with
current home students
•A new International strategy to
draw together and prioritise
activity, with a focus on research
and communities of practice as
well as recruitment
•International College
Developing wealth; promoting welfare
Research and knowledge exchange that makes an impact
• Building on our status as a leading post-92 institution for
research quality (RAE 2008, REF 2014 and beyond)
• Research active across all subject areas
• All academic staff engaged in research and scholarly
activity will produce a portfolio of outputs that meets our
agreed average quality thresholds for relevant units of
assessment
• International recognition for our research
• Maximum impact on the student experience through our
research and teaching, supported by our economic and
social engagement work
Developing wealth; promoting welfare: Objectives and
KPIs
Objective
KPIs
Research ambition •Be in top 60 in REF 2014 quality
league tables
•Volume of REF-able staff increase
to 40% for 2019 REF
Projects/Activities
•REF planning
•Research strategy
•HEIF5 strategy
•Doctoral college
•Academic workload planning and
development
Engagement and
impact
•All undergraduate courses offer
opportunity for external
engagement e.g. work placement
•Grow REASE income by 10%
•Partnerships with Brighton, Hove
and Hastings councils
•University sponsored academies
•Gatwick Diamond
•Partnerships for health and
education
•Working through CUPP
Developing wealth; promoting welfare: Objectives and
KPIs (2)
Objective
KPIs
Projects/Activities
Digital
transformation
•Win sector award for excellence in
use of digital technology for
learning and teaching
•Increase NSS satisfaction score
from 85% to 90% for ‘access to
general IT resources when I
needed to’
•Digital strategy and embedded
e/blended learning strategy for
research as well as learning and
teaching
•Investment plans in IT
Internationalisation •Increase proportion of students
from outside EU from 6% to 12%
•Improve international noncontinuation rate in line with current
home students
•International strategy
•International College
Local roots; global presence
Our partnerships
• Expanding our partnerships across Sussex and beyond
• Developing new partnership strategies for Health and
Education
• Widening our national and international reach to share our
values around the globe
Local roots; global presence: Objectives and KPIs
Objective
KPIs
Projects/Activities
Engagement and
impact
•All undergraduate courses offer
opportunity for external
engagement e.g. work placement
•Grow REASE income by 10%
•Partnerships with Brighton, Hove
and Hastings councils
•Gatwick Diamond
•Partnerships for health and
education
•Working through CUPP
Internationalisation •Increase proportion of students
from outside EU from 6% to 12%
•Improve international noncontinuation rate in line with
current home students
•A new International strategy to
draw together and prioritise
activity, with a focus on research
and communities of practice as
well as recruitment
•International College
Sustainable practices
How we work
• Sustainability is a core value
• Efficient, timely and consistently high quality standards
• Investing in our people
• Effective and timely communications with staff and students
• Developing distinctive identities for our five campuses with our
Estates strategy
• Offering consistently high quality experiences and services in
every location
• High quality resources, catering and accommodation for
students
• Financial sustainability, probity and value for money
Sustainable practices: Linked objectives and KPIs
Objective
KPIs
Learning university •Increase satisfaction with learning
and development from 72% to 78%
investing in staff
in staff survey
•All academic staff have or working
towards teaching qualification or
equivalent
Digital
transformation
•Win sector award for excellence in
use of digital technology for learning
and teaching
•Increase NSS satisfaction score
from 85% to 90% for ‘access to
general IT resources when I needed
to’
Projects/Activities
•Staffing strategy
•Staff engagement strategy
•Equality objectives
•Health, safety and wellbeing
strategy
•Academic workload planning
and staff strategy
•Digital strategy
•Investment plans in IT
Sustainable practices: Linked objectives and KPIs
Objective
KPIs
Projects/Activities
Sustainable
campuses
•Cut carbon emissions by 50%
•Maintain top 10 position in Green
League
•Carbon Management Plan
•Sustainable development
strategy
•People and Planet League
status
•Estates strategy
Financial viability
and the conditions
for growth
•Average historical cost surplus
maintained between 4% to 6% total
income
•Maintain liquidity between 90-120
days of expenditure
•Budget updates
•Financial strategy
What this means for our [faculty/school/department]?
• Projects and activities supporting the delivery of the
Strategic Plan
• Prioritising work in line with our objectives
• Working in partnership with others
• Opportunities for learning and developing different skills
• Roles and responsibilities for each of us
• Different ways of working
Next steps for the university as a whole
• Developing a firm sense of collective purpose and clear
leadership
• Work across the university on cross-cutting strategies to
deliver the Strategic Plan
• Assessing implications for local and academic planning
Work underway: Learning to make a difference
• Learning and teaching and e/blended learning strategies in
development
• Progressing arrangements for the development of a Continuing
Professional Development portfolio
• University of Brighton accreditation scheme for teaching in Higher
Education- to be agreed in January
• Academic teaching qualifications audit via Higher Education
Statistics Agency return by summer 2013 and the roll out of the
university teaching qualification scheme
• Further work on the Student Retention & Success Framework
• Work on projects within the MATISSE (Modernising Administration
to Improve the Student and Staff Experience) Project Board–
several have already started
Work underway: Learning to make a difference
(2)
• Mapping engagement opportunities for the undergraduate
curriculum
• Employability and Enterprise Board working on targets with the
Careers Office. School “champions” appointed, new CPA and
eFolio developed
• New for 2012-13, Recruitment Operations and Marketing Strategies
under implementation. The new Recruitment and Outreach Manager
started in their role at the end of October
• Quality Assurance Agency institutional review in spring 2013
• Application Tracker supporting close working for the 2013
applications/admissions cycle
Work underway: Developing wealth; promoting welfare
• Reviews of the Sabbatical Scheme with proposals for improvements
in place
• Launching the 'Rising Stars' scheme for early career researchers
• Preparing the 2014 Research Excellence Framework submission to
keep our university in the top 60 of research quality league table
• Research student scholarship scheme advertised and 16 new
research posts to be released
• Consultation on research training framework
Work underway: Local roots; global presence
• Expansion of the International College into Art & Design preparatory
courses in the Cavendish
• Starting a pilot programme to provide enquiry/conversion support to
international activities in the Faculty of Science & Engineering and
the Business School
• Developing a full International strategy
Work underway: Sustainable practices
• Developing the Human Resources strategy along with further
developments to policies and procedures on a range of relevant
issues including Staff Development Reviews
• Draft proposals for workload planning prepared for consultation
• Delivering on the Internal engagement strategies for staff and
students including the development of StaffCentral and
StudentCentral
• Major redevelopment of the external website to optimise the user
experience
Work underway: Sustainable practices
(2)
• Draft Estates strategy principles and aspirations currently out for
consultation through the Autumn committee cycle
• Implementation of informal social and learning spaces pilot projects
• C change campaign carbon management initiatives
• New halls of residences opened at Varley Park with a further phase of
building work under way
• Developing a new Financial strategy
Questions?
Our objectives in full
Our objectives, KPIs and key projects/activities
Objective
KPIs
Projects/Activities
Transformational
learning experience
•Increase NSS score for
satisfaction with ‘Teaching on
the course’ from 86% to 90%
•Reduce home noncontinuation from 12.2% to 9%
•NSS results and action plan
•Learning and teaching strategy
•Digital and e/blended learning
strategy
•Retention strategy
•Research-informed learning:
sharing practice
•Social and informal learning
spaces
Research ambition
•Be in top 60 in REF 2014
quality league tables
•Volume of REF-able staff
increase to 40% for 2019 REF
•REF planning
•Research strategy
•HEIF5 strategy
•Doctoral college
•Academic workload planning
and development
Learning university
investing in staff
•Increase satisfaction with
learning and development from
72% to 78% in staff survey
•All academic staff have or
working towards teaching
qualification or equivalent
•Staffing strategy
•Staff engagement strategy
•Equality objectives
•Health, safety and wellbeing
strategy
•Academic workload planning
and staff strategy
Our objectives, KPIs and key projects/activities
Objective
KPIs
Engagement and impact •All undergraduate courses
offer opportunity for external
engagement e.g. work
placement.
•Grow REASE income by 10%.
Projects/Activities
•Partnerships with Brighton,
Hove and Hastings councils
•University sponsored
academies
•Gatwick Diamond
•Partnerships for health and
education
•Working through CUPP
University of choice
•Move towards UCAS entry
tariff score of 320 from 289
•Continue to meet recruitment
targets against funder
contracts.
•Ongoing development of the
curriculum portfolio
•Recruitment strategy
•Marketing strategy
•Access agreement and
widening participation strategy
•Student charter
•Student experience focus
Student success
•Increase employment rate for
first degree leavers from
88.7% to 92%.
•Meet Access Agreement
targets for recruitment and
retention.
•Employability and career
development plan
•Student charter
•Student communications
strategy
Our objectives, KPIs and key projects/activities
Objective
KPIs
Projects/Activities
Digital transformation
•Win sector award for
•Digital strategy
excellence in use of digital
•Investment plans in IT
technology for learning and
teaching
•Increase NSS satisfaction
score from 85% to 90% for
‘access to general IT resources
when I needed to’
Internationalisation
•Increase proportion of
students from outside EU from
6% to 12%
•Improve international noncontinuation rate in line with
current home students
•A new International strategy to
draw together and prioritise
activity, with a focus on
research and communities of
practice as well as recruitment
•International College
Our objectives, KPIs and key projects/activities
Objective
KPI
Projects/Activities
Sustainable campuses
•Cut carbon emissions by 50%
•Maintain top 10 position in
Green League
•Carbon Management Plan
•Sustainable development
strategy
•People and Planet League
status
•Estates strategy
Financial viability and
the conditions for
growth
•Average historical cost
surplus maintained between
4% to 6% total income
•Maintain liquidity between 90120 days of expenditure
•Budget updates
•Financial strategy
Reflecting and relating to OH&S Objectives
 What does this mean for us?
 What stood out for you?
 What did not stand out for you?
 Challenges?
Key Features
 Factors affecting delivery across multi site locations
 Geographic footprint
 Optimising new technologies
 UoB growth areas
 Supporting business safety solutions
 Workload planning issues
 Sustainability
 UoB Partnerships, H&S implications
Key Features: Sustainability
 Concept of sustainable people/staffing strategy
 Design and flexibility within space and building requirements
• Conflict with objectives
 Digit and IT infrastructure
• Emerging occupational illnesses
Key Features: Growth Areas
 Growth areas
• Research
• Student placements
• Internationalisation
• Employability/professional practice
Key Features :Partnerships
 Service Level agreements
 Quality assurance
 Networking and best practice
• Role of USHA sub groups
• Regional HE/FE groups
 OH&S risk management factors
Key Features: Developing and Delivering Core
OH&S Services
 Supporting good governance
• Moving towards auditing, benchmarking schemes
• Aligning with 18001standards
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Adopting a more structured project management approach
Developing core KPI’s
Securing a safety management system
Implementing safety policy templates based upon risk categorisation
Improving safety committee and decision making processes
• Reviewing OH&S staffing/ resources
• Introducing new networking and learning forums
Faculty of
Science and
Engineering
Safety HUB
Faculty of Arts
Safety HUB
Student Union
Residence and
Catering Safety
Manager
Safety &
Health
University
of Brighton
Occupational
Health and
wellbeing
EFM Safety
Manager
Radiation/Laser
Safety
Fire Safety
Where next for OH&S
 OH&S Development days
• OH&S Strategy planning and engagement sessions
• Consultation with key stakeholders
• Support from SMT