University of Hertfordshire Strategic Plan 2007 - 2012

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.