Over the five-year life of the previous University Plan (as it used to be called), we made a capital investment of a quarter of a billion pounds in buildings and facilities to help ensure that the University of Bristol would end its first century fit and ready for its second. At least as much will be invested over the life of this new plan in order to maintain the momentum, driven by Bristol’s absolute commitment to academic excellence – something that has defined this University from its earliest days and will secure its future.
In essence, all of this investment is about creating an environment in which great research and inspiring teaching, within and across disciplines, are most likely to happen. However, success is not only about creating state-of-the-art laboratories and smart seminar rooms with all the latest equipment. It is, first and foremost, about attracting, supporting and retaining truly outstanding staff and students – ones who seek and can use what one might call ‘the freedom to fly’.
At the same time, of course, an institution such as this needs leadership, a shared understanding of its overall direction and a clear grasp of how, at the strategic level, it is going to make headway. This is where the University Vision and Strategy (as it is now called) comes in.
For me, two key points emerge about the University’s trajectory. The first is that the institution is poised to become more global in both mindset and impact. It is already a force to be reckoned with internationally – particularly in terms of its research – but I believe it is well placed to make an even more substantial contribution to the kinds of knowledge, understanding and scholarship that will be required in tackling some of the world’s most pressing issues. The second is that for all this, the University will stay relatively compact and will nurture the collegial atmosphere that makes it a true community as well as an ambitious and challenging place to be. It will also remain proud to be part of the dynamic and beautiful city from which it grew.
To pursue and share knowledge and understanding, both for their own sake and to help individuals and society fulfil their potential.
The University of Bristol is an international powerhouse of learning, discovery and enterprise. Its vision is of a university whose excellence is acknowledged locally, nationally and globally and that is:
- dedicated to academic achievement across a broad range of disciplines, and to continuous innovation and improvement
- research-intensive, supporting both individual scholarship and interdisciplinary or thematic research of the highest quality
- a centre for intellectually demanding, research-informed education that nurtures independence of mind and helps students achieve their personal goals and serve society’s needs, both during and after their time here
- an inclusive and collaborative community of scholarship that attracts and retains people with outstanding talent and potential from all walks of life and all parts of the world
- a stimulating and supportive environment for all students and staff, distinguished by a commitment to high standards, respect for the individual and a strong sense of collegiality
- committed to operating in a sustainable manner
- engaged with society’s interests, concerns, priorities and aspirations
- a major contributor culturally, environmentally and economically to Bristol and the South West
- well led and responsibly run, with an emphasis on consultative decision-making and open communication as well as personal responsibility and accountability.
Our priorities are to:
Achieve the highest standards of governance that are fit for purpose for the University.
We plan to retain the present size and structure of Council, while continuing to monitor its effectiveness and that of related committee structures. We will undertake a review of the size and composition of Senate in order to ensure fitness for purpose. We will actively seek opportunities for improvement in our governance arrangements, adapting where necessary to changes in the internal and external operating environment. We will continue to ensure a representative, informed and engaged governing body, and an effective University Court.
Ensure that decision-making is well-informed and timely, delegating and empowering our leaders wherever appropriate and fostering an efficient but participative institution.
We will ensure that our decision-making processes work across the University in a transparent, consultative and collaborative way and with appropriate delegation and empowerment. We will promote open, informed and constructive debate in Council, Senate and all our committees and consult widely wherever possible with our staff, students and other stakeholders.
Monitor the effectiveness of the University’s new senior management structure, and ensure adequate succession planning for future leadership changes.
The Vice-Chancellor will continue to be the overall strategic leader and chief executive of the University, supported by the Deputy Vice-Chancellor as head of academic operations, the Registrar as head of corporate and support services and the senior team of Pro Vice-Chancellors, Deans and Division Heads. We will ensure that appropriate planning and arrangements are in place to enable seamless changes in these key leadership roles and other leadership roles across the University, as and when required.
Ensure that effective risk management is embedded in all our processes and activities.
We will continue to produce an annual Risk Strategy and to update our Risk Register on an annual basis, in consultation with Council and senior managers and in accordance with our Risk Policy. We will ensure that opportunities to advance the University are not missed, that adverse risks with high impact are appropriately mitigated, and that identified risks and opportunities appropriately inform our strategic planning and resource allocation processes.
Ensure open and effective internal and external processes for communication to staff, students, other key stakeholders and the wider public.
In addition to pursuing the objectives outlined with regard to the Engaged University, we will continue to improve the University web through the introduction of new content, features and tools and the further development of online news and information services. We will also enhance our internal communications around key projects, especially those relating to organisational change and the University’s major capital investments.
Our progress and achievements against these priorities will be measured through:
- Outcomes of Council, Senate and committee effectiveness reviews (to be undertaken on at least a biennial basis).
- The Positive Working Environment (PWE) staff survey planned for 2010/11 and other feedback from University staff.
- Feedback from Support Services Review and academic Departmental Review processes.
Monitoring of our risk profile through our Risk Strategy. | 
