University of Hertfordshire Strategic Plan 2007 - 2012

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Foreword Our new strategy builds on the vision set out in the 2004-7 plan – widespread engagement with business and employers, excellence in learning, teaching and research and accelerating the widening participation agenda.The focus, however, is sharper. Engaging with business and the professions will be the foundation for all of our activities. In other words, business will be the lens through which we view the world. In accelerating our ambitions to work with employers in new and creative ways, we will embody a new model of a University – a University which has the agility and strength to thrive in the new global economy. This year, the University reviewed and published its vision, mission and values statements.As part of this exercise, staff, students and Board Members were consulted on the University's ambitions and core values.The final version of our vision, mission and values statements represent the views of the University community on its collective aspirations and the University's ethos. Dr Denis E. Filer Chairman Professor Tim Wilson Vice-Chancellor.
Context The University of Hertfordshire is an ambitious and entrepreneurial University with an international vision, putting students at the heart of what we do. Since the publication of our 2004-07 Strategic Plan, the Higher Education environment has changed substantially.The Higher Education Act 2004, which introduced powers to charge variable fees and also established the Office for Fair Access, has lead to major change.This change will continue as the full impact of the new fees and bursaries regime is realised. Recent research into the role of Universities in their communities and local and national economies points to the growing awareness of the wider role which universities and other educational establishments play in today's society.The impact of University activity on economic growth in an increasingly competitive global economy has come under growing scrutiny.This is demonstrated most clearly in the Lambert review of University Business Interaction, the Ten Year Science and Innovation Review, the Leitch Review of Skills and the Cox Review of Creativity in Business. Collectively, these reports define an agenda which the University of Hertfordshire is strongly positioned to address and indeed, it is one which we have been actively engaged with for a considerable period of time. In 2004, it was widely anticipated that Universities would develop increasingly differentiated missions and this has proved to be so - a process likely to be accelerated by the advent of variable fees.At the University of Hertfordshire, we defined our strategy as being firmly connected with the business agenda, supporting our core activities in teaching and learning, research and widening participation. Significant progress in engaging with business, accelerated by the merger of our business partnership office with Hertfordshire BusinessLink (Exemplas) in 2005, has resulted in the new strategic plan having a much more overt focus on close engagement with business and the professions.This engagement extends to the private, public and voluntary sectors. In particular, the changing face of the health sector - involving both the NHS and private health providers - presents unique opportunities for the University to engage with the new employer agenda of upskilling and remodelling the workforce. Our distinctiveness is enhanced by leading edge research in strategically important disciplines. We will sustain and grow our centres of research excellence and will invest in facilities and staffing to ensure a thriving and active research culture. Differentiation has led to positive change for the University of Hertfordshire. In the past two years, the University has experienced unprecedented growth in student applications, allowing us to be more selective in key subject areas. Major factors in this surge were the launch of the new de Havilland campus in September 2003 and the growing reputation of the University as a dynamic and relevant organisation, which engages closely with business and the professions. Our staff are the key to our success and investment in staff development, in recruitment, retention and reward will be vital ingredients in the successful delivery of the University's new strategy.
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University of Hertfordshire Strategic Plan 2007 - 2012

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