Aims and objectives of a Strategy to Recovery
Details of our aims and objectives as we look towards a financially sustainable future
Our aim
As the University recovers from the financial crisis that hit in late 2024, strategic development will be executed in phases. The first phase is the development and implementation of a Strategy to Recovery.
The second phase of strategic development will be developed with the University community on the appointment of a new Principal. With survival assured, and recovery underway, a new, longer-term strategy will be developed in consultation with staff and students. This strategy will outline the aims and aspirations of the University community over the following five or ten years.
Our objectives
Strategic objectives are an integral part of any strategy, identifying how the University can achieve its aims and help us to accomplish our mission.
During this next period of recovery, we need to identify our objectives. Your views on these objectives are of great value to the process and we welcome your thoughts. The table below outlines proposed objectives and the reasoning behind why they have been identified.
As we set the groundwork for longer term strategy development, we have started to outline proposed objectives. These are very much for discussion and development but give an outline of how we may realise our aims.
| Proposed Objective | Background and notes to prompt discussion and thinking |
| To make the University financially sustainable by increasing income to the extent possible and by reducing cost to the extent necessary. |
This has to be achieved to the extent that we can and a positive margin is required.
Examples of how income can be generated: student fees, research grants, commercialisation, consultancy, CPD, philanthropy.
To reduce costs how do we align our expenditure to our operating model to achieve a positive margin? What do we stop doing? Where do we find efficiencies?
How do we balance staff costs? |
| To deliver a balanced and diverse teaching portfolio across a range of disciplines, ensuring that we retain our strengths of national and international significance and continue to provide a good student experience; | How do we consider, evaluate and potentially consolidate the range of courses that we offer. How do we identify and evaluate the need for and financial impact of new courses? |
| To improve the efficiency of the delivery of our academic programmes by reducing the number of modules offered and ceasing a small number of programmes that cannot be delivered economically. |
Cost efficiencies have already been identified through the reduction of modules.
Opportunity here to consider the breadth and range of our teaching. |
| To maintain the breadth of our activity in research, conducting research for the benefit of health, industry and of society more generally, with a particular focus on our nationally and internationally recognised strength in health and life sciences, and ensuring that all our teaching is underpinned by the discovery and articulation of new knowledge; | Can we afford to maintain breadth? Are there areas that should be addressed? Are we delivering best value as well as impact? |
| To reform the University’s senior leadership and governance, rectifying the deficiencies identified by the Gillies Report, improving accountability and promoting a more open, more empowered and less bureaucratic culture. |
New Principal Restructured and newly appointed UEG New lay Court members Empowered and accountable staff Overview of committee structures Ongoing listening and engagement with staff and a process to achieve this |
| Setting a target for cash generation (in terms of ‘EBITDA for HE’), to allow the University to replenish reserves and, give capacity to allow it to again invest in its physical and digital infrastructure. | This will ensure both a sustainable financial position, and will allow the University to borrow commercially and begin to invest in its future. |
| To embed a values-led culture across the University that puts people at the centre, fosters respect and collaboration, acts with integrity, and delivers meaningful impact through accountable behaviours. |
Opportunity to Engage University community in co-designing:
With a view to mainstreaming these behaviours and values. |
Objectives already in progress
We have already started working towards two objectives. These are:
| Objective | Progress so far |
| To improve the leadership of the University’s academic activities by creating a smaller number of academic units that are large enough to be led strategically, including the strategic deployment of resources, and are directly represented in the University Executive Group |
Following consultation in 2025, four new Faculties have been established and will be rolled out over the remainder of the 25/26 academic year. Four Faculty VPs now sit on UEG. Consultation with academic staff across all eight schools was undertaken in 2025, Senate was consulted, and suggestions and recommendations were taken on board. This objective has therefore been adopted. |
| To improve connectivity between academic units and the professional services and deliver efficiencies in practice by adopting an integrated delivery model; | Many opportunities have been identified to deliver efficiencies, and more effective practice. Faculty Directors of Operations, Faculty VPS and Directors are working closely together to prioritise these and colleagues will be engaged in this process as the Faculty set up and PS integration rolls out over the coming months. |
Share your views on the proposed objectives for our Strategy to Recovery.
The survey will be open for responses until 5pm, Friday 27 February.