Graduation

Creatingthe university ofthe future

  • Our greatest strengths

    These lie in the energy, expertise, and experience that our colleagues bring to their academic disciplines. These attributes have enabled us to enhance our reputation for outstanding campuses, teaching innovation, research excellence and exceptional scholarship.

    They have also enabled us to develop our commitment to corporate social responsibility and sector leading information systems. We have managed our resources effectively over recent years.

    The challenges we face

    However, over the next five years, changes to the domestic undergraduate student fee and number regimes will create further challenges. These will include:

    • more competition to attract a broader range of students
    • more expectation for universities to input into economic growth and social cohesion
    • financial challenges as the value of UK fees reduces and other budgets come under pressure
    • more intensive imperatives around widening access and improving student retention.

    Students’ expectations will also rise. This will be particularly true in relation to the use of technology in relation to their studies. Employers will become more engaged in the design and delivery of a portfolio of more flexible courses to connect employer requirements and students’ career aspirations.

    We have organised the University’s ambitions under five key themes: Creating Opportunity, Valuing Ideas, Enriching Society, Connecting Globally and Empowering People. We have then summarised the approaches we will adopt to achieve these ambitions.

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  • We started to develop the 2015-2020 strategy under the title Creating a 21st-century University (C21U) in August 2014. We decided that, from the outset, this should be an inclusive and consultative approach. Our plan was to design and signal a new way of doing things at Nottingham Trent University, which meant that the process was as important as the product.

    How did we undertake the process?

    We initially built the process around three themes that embodied one vision of the University’s purpose:

    • Valuing Ideas
    • Creating Opportunity
    • Enriching Society.

    Then, during the process of consultation, two further themes emerged:

    • Connecting Globally
    • Empowering People.

    Who did we engage with?

    Over a nine-month period we ensured that we engaged in an inclusive dialogue with groups made up of:

    • staff and students
    • online communities
    • feedback cards.

    We also undertook formal consultations with the:

    • Board of Governors
    • Academic Board
    • University Leadership Team.

    We then captured external stakeholder views through conversations with the Vice-Chancellor.

  • September

    • A 'State of the University' address identifies key 'Dialogues'
    • Call goes out to staff to join a 'dialogue group'

    October

    • 'Live Q&A' on-line with the Vice-Chancellor
    • University Executive Team define key aims

    November

    • Dialogues groups debate and explore emerging themes
    • A format for the Strategic Plan is agreed

    December

    • Input gathered from events and activities across NTU community

    January

    • The Strategic Plan begins to take shape
    • 'A Knowledge-Age University' briefly emerges

    February

    • NTU Students' Union Report on a 21st Century University is received
    • Call goes out for Case Studies

    March

    • The phrase 'Creating the University of the Future' is agreed
    • UET members host drop-in sessions at all campuses

    April

    • Case Studies are selected and developed
    • Discussion at Academic Board and with the Students’ Union

    June

    • Plan is focused via final consultations
    • Plan is approved by the Board of Governors

    2014

    2015

  • Crowdicity
    122 Users
    123 Comments
    665Idea Views
    Question of the Week
    350
    returned, emerging themes integrated into Dialogue Groups
Read the Strategy

Our greatest strengths

These lie in the commitment, expertise and experience that our colleagues bring to their academic disciplines. These attributes have enabled us to enhance our reputation for outstanding campuses, teaching innovation, research excellence and exceptional scholarship opportunities.

They have also enabled us to develop our commitment to corporate social responsibility and sector leading information systems. We have managed our resources effectively over recent years.

The challenges we face

However, over the next five years, changes to the domestic undergraduate student fee and number regimes will create further challenges. These will include:

  • more competition to attract a broader range of students

  • more expectation for universities to input into economic growth and social cohesion

  • financial challenges as the value of UK fees reduces and other budgets come under pressure

  • more intensive imperatives around widening access and improving student retention.

Students’ expectations will also rise. This will be particularly true in relation to the use of technology in relation to their studies. Employers will become more engaged in the design and delivery of a portfolio of more flexible courses to connect employer requirements and students’ career aspirations.

We have organised the University’s ambitions under five key themes: Creating Opportunity, Valuing Ideas, Enriching Society, Connecting Globally and Empowering People. We have then summarised the approaches we will adopt to achieve these ambitions.

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Creating Opportunity

Ambition

All our students excel in developing the knowledge, skills, and resilience to play the positive role in society they envisage for themselves. They personalise their learning, combining theoretical rigour, practical relevance, and personal development. As the destination of choice for an increasingly diverse group of students and professionals, we collaborate with employers to challenge, surprise, and inspire all those who study with us.

Approach

  • We will integrate the development of intellectual capability, vocational skills, work experience and personal insight into the design of all our courses.

  • Every course will contain strong links to employers.

  • We will enable students and professionals to personalise their studies and experiences.

  • New pathways into and through our taught courses and research programmes will expand the diversity of our student community.

    • Development of new organisational arrangements and pathways with colleges and schools in the City, County, and Region will enable a wider spectrum of students to access our courses.
    • A new range of postgraduate loans and scholarships will be implemented to support our postgraduate taught and research programmes.
    • International partnerships will provide new pathways into our taught courses and research programmes.
    • We will launch an institutional portfolio of distance and blended learning programmes.
    • We will continue to cultivate employer partnerships to facilitate entry to Higher Education (e.g. through new apprenticeship schemes).

Case Study - Greenhouse Gas Consultancy Project

Read more about this case study

Valuing Ideas

Ambition

We possess strong relationships and robust processes that enable discovery, drive innovation, and change the world, our students, and ourselves. They promote our disciplinary breadth, our intellectual depth, and our commitment to working across boundaries.

Approach

  • We will implement a robust strategy to expand our research excellence and further our capability and capacity to be a valued partner in projects of high commercial and public salience.

  • We will invest to sustain outstanding scholarship across all of our provision and continue to expand demonstrable ways in which research, scholarship, and innovation underpin our curricula.

  • We will develop and nurture the next generation of researchers.

Case Study - Face to Face

Read more about this case study

Enriching Society

Ambition

We play a leading role in the social, cultural, economic and environmental development of the City, East Midlands and United Kingdom. We deploy our resources and expertise in close alignment with strategic partners and engage with a wide range of organisations in order to enhance their prospects and those of our students.

Approach

  • We will develop strategic relationships with civic and commercial partners that enable each party to achieve mutually agreed goals.

  • The focused investment of our resources will help sustain the vitality of the regional economy thereby extending local opportunities for student employment.

  • Through purposeful engagement, we will play a significant leadership role in shaping the national policy and practice of education and relevant professional initiatives.

  • We will play an active role in the social, cultural and environmental life of the City and Region.

    • Staff will be supported to contribute as we continue to expand our staff volunteering scheme (e.g. through school governorship).
    • All students will explicitly be given the opportunity to engage actively with the City as active and responsible citizens.
    • Our cultural contribution will be further developed in active consort with our partners.
    • We will continue to be recognised as a leading exemplar of an environmentally responsible and sustainable organisation.

Case Study - The Safer Living Foundation

Read more about this case study

Connecting Globally

Ambition

As an international University, we nurture global citizenship, engage with the international research community, and attract talented students and staff from around the world.

Approach

  • We will grow our numbers of international students to stimulate a vibrant multinational learning community and diversify our income streams.

  • We will further promote internationalisation in the curriculum and enhance opportunities for our students to acquire the international perspective needed to succeed in the global community.

  • We will focus on building a strategic network of international partnerships with peer universities, businesses and civic authorities in selected territories.

Case Study - Global Week

Read more about this case study

Empowering People

Ambition

We champion an environment of collective pride in the University in which the contribution of our colleagues is recognised and respected. We encourage their creativity and voice and have a reputation for attracting, rewarding and retaining colleagues who share our ambitions and display the expertise, experience and enterprise to deliver them.

Approach

  • Our core attributes and organisational behaviour will reflect our pride in NTU and our respect for others.

  • We will foster a culture that expresses confidence in individual and collective creativity, competence, and contribution.

  • Recognising and supporting high performance at every level, we will reward and celebrate success and excellence.

  • We will invest in the development of our colleagues to enable them to impact positively on the delivery of our ambitions.

    • We will seek and develop talent at all levels through delivery of an integrated approach to recruitment, motivation, retention and succession planning.
    • We will recognise individuals’ career aspirations making available a range of methods for professional development.

Case Study - Employer Supported Volunteering

Read more about this case study

The University’s ambitions and approaches are the outcome of: extensive discussions on campus; consultation with Nottingham Trent Student’s Union; and conversations with our collaborators across the City and County.

We have been open in recognising where we could do better for our students, our partners, and, indeed, for ourselves. In brief, there is acknowledgement we need to enhance further the employability of our students. We also need to continue to broaden the range of students who study with us and the methods by which they do so. Our intention is also to make the most of our relationships with partners to generate research, support job creation, and secure student placements.

We are confident that this strategy addresses these challenges, and those broader ones summarised earlier, in a direct and rigorous fashion.

We will not deliver them without the active engagement of our current students. However, we also need the support of all those institutions across the region with which we interact to pursue our shared interests in education, economic development, social justice, cultural assets, sporting achievement, environmental stewardship and a host of other important aspects of civic life.

We trust that you find our strategy bold in its ambitions and clear in its approaches. We hope that you will want to engage actively with us over the next five years as we pursue its implementation. Doing so will: transform our University; fulfil the expectations of our students; and enhance the richness and resilience of the City and County we are proud to call home.

We look forward to the future ahead of us.

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