It is important that we set out how we will deliver our strategy. Our strategy sets out the key outcomes for the next five years and, alongside our strategy, we will articulate the activities that will deliver these outcomes in our action plan.
Our planning process and annual priorities will align with our eight strategic strands, elaborating on the activity that we will undertake to deliver our strategy. The outer wheel below shows two or three examples of key action areas aligning to our strategic strands.
We will assess performance in the delivery of our strategic outcomes and the effectiveness of our action plan through eight KPIs, each aligned with one of our strategic strands. Our KPIs will be composite measures which incorporate qualitative, quantitative and narrative assessments of our progress.
Composite measures allow us to consider the breadth of activity within each of the eight strategic strands. The indicators we use will not become ends in themselves, but help us to assess the effectiveness of the action we undertake to achieve our core purpose and to advance our values.
Our approach to risk
Our strategy sets out considerable ambition in a time of great uncertainty. Our high performance community will develop a culture of shared ambition and the agility and flexibility to respond to both anticipated and unpredictable opportunities and challenges.
We need to ensure our ambition to grow is matched by our appetite for risk. Our Executive and Court will review and clearly set out our risk appetite at the start of the strategic period so that our ambition can be supported through the turbulence we expect to characterise the world around us in the next five years.
Our recent successes and achievements must give us the confidence to absorb higher levels of risk so that we can continue to out-perform sector-wide trends even while facing significant geopolitical challenges and pressure on public funding of higher education.
To support our high level strategy, we will annually identify a key set of priorities to guide our planning process. Each school and directorate will identify how they will contribute to the annual priorities. In addition, to ensure that our priorities are contributing to our strategy, each priority is aligned with the segments of our strategy wheel above. The University Executive Group will agree the priorities at the start of each planning cycle and overall progress is regularly reviewed by University Executive Group and Court. The priorities can be accessed by staff and students through Box.
We welcome questions or feedback from anyone about our strategy, whether you are a student, staff member, member of the public or have another interest in our plan to 2022. Get involved