strategi c plan2011(15...professor dominic shellard vice-chancellor this strategic plan will guide...

STRATEGIC PLAN2011–15

dmu.ac.uk

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ContentsIntroduction

Our mission and vision

Our guiding principles

We will develop an inspiring and supportive learning environment that transforms our students and helps them to make a real difference in society

We will be a university that places research excellence and innovation at the heart of our mission

We will focus on employability and understand the needs of business and the professions so that the university’s courses are relevant and give our graduates a head start

We will be a recognised leader in creative education and research, built on our reputation in the creative economy and driven by innovative projects across all faculties

We will be a truly international university, building influential global relationships to enrich our research, teaching and cultural collaborations

We will make a significant contribution to global efforts to achieve environmental sustainability

Managing our resources

Summary

How we will measure our success

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Introduction

It outlines our vision and mission as a university of qualityand distinctiveness and illustrates how De MontfortUniversity intends to develop as an innovative, ambitiousand outward-facing institution over the next three years.This will form the foundations for realising our ambitionto be the national leading university for the creativeeconomy and the professions.

We aim to ensure that the student experience will besecond to none in terms of quality and environmentand we recognise that transforming our graduates byequipping them with skills for life will enable them tomake a real difference in society. Through this plan wealso aim to sustain and enhance our reputation forleading-edge creativity and excellence, and to realiseour aspirations in world-leading research, teaching andglobal industry partnerships, attracting the highestcalibre staff and students.

Our mission and vision has been developed followingunprecedented and far-reaching consultation within theuniversity and with our partners. In preparing the plan,we aimed to stretch our ambition and reach further toachieve greater success and recognition for our studentsand the university, and this will be both challenging andexciting. It also means that we will need to be thoughtfuland creative in bringing about this transformation, usingour skills and resources to their best effect.

Our plan takes into account the challenges of globaleconomic turbulence and uncertainty with a boldagenda characterising ambition and creativity. As thehigher education sector faces a new landscape ofheightened competitiveness and economic pressure,we believe firmly that studying at De Montfort Universityis much more than just a product or financial transaction,and its value is more enduring for those who participatein the university community. In our vision, students andstaff will work in partnership to create a shared learningenvironment which enriches and transforms lives. Ourethos is that universities are a public good, and by sharingour discoveries and learning beyond the campus we willdemonstrate that we play a key role in shaping individualsand the wider agenda in society.

Although our plan is cognisant of the economicenvironment, we will need to review our progress andthe changing landscape in which universities operate. We may need to adjust this plan if the environmentchanges markedly and I will remain in contact with youon those changes and our successes. I look forward toworking with you throughout.

Professor Dominic ShellardVice-Chancellor

This strategic plan will guide us all during the period of2011–15 and we will face the future with confidence.

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Our mission and visionMission statement

Our visionWe will:

• Develop an exciting and supportive learningenvironment that transforms our students andinspires them to make a real difference in society

• Be a university that places research excellence and innovation at the heart of our mission

• Focus on employability and understand the needs of business and the professions so that the university’s courses are relevant and give our graduates a head start

• Be a recognised leader in creative education and research, built on our reputation in thecreative economy and driven by innovativeprojects across all faculties

• Be a truly international university, building influential global relationships to enrich our research, teaching and cultural collaborations

• Make a significant contribution to global efforts to achieve environmental sustainability

We are a university of quality and distinctiveness,distinguished by our commitment to excellence in learning, teaching and the student experience, our life-changing research, dynamic internationalpartnerships and vibrant links with business. We celebrate the rich cultural diversity of ourstaff, students and all our partnerships.

Gillian ProctorContour Fashion

Jason WoodSquare Mile Project

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De Montfort University believes passionately thatuniversities are a public good through transformationof lives, through the places in which their students andstaff live and work, and through sharing their discoveriesfor the wider benefit of society.

Our university is a community in which all our staff and students learn, develop and contribute throughpartnerships to that shared experience.

Our research, including that crossing traditionalboundaries, is central to our learning community,enhancing the quality of our courses and servingthe needs of society in a transformational way.

We are also an international community where studentsand staff from diverse backgrounds and cultures learnfrom and enrich each other.

We seek to treat those we work with, and those with whom we come into contact, with dignity, respect and integrity.

We seek to:

• Enable our students and staff to create a high qualityand distinctive academic experience using newand exciting approaches to learning and research

• Equip our students with graduate skills and knowledgeboth for employment and for life

• Deliver quality and add value in all that we do

• Understand and respond to the needs of businessand the professions

We actively promote our learning community throughengagement and partnership locally, and in terms ofkey alliances and collaborations, both nationallyand internationally.

We are strongly committed to widening access tohigher education and to supporting students fromdiverse backgrounds to enable them to achieve theirfull potential.

We seek to communicate clearly and openly within the university and beyond, and to listen carefully towhat people say to us.

We encourage, in all our staff and students, aninnovative and entrepreneurial attitude in ourapproaches to learning, research and businesspartnerships that enriches us and those with whomwe work.

Our guiding principles

Rob WatsonRadio Production

Vincent CorneliusDMU Support staff representative on the Board of Governors

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We will develop an inspiring andsupportive learning environment that transforms our students and helps them to make a realdifference in societyDe Montfort University starts from a position of strength asit has established itself as an institution that welcomes andtransforms the lives of students from a wide rangeof backgrounds.

We are proud of our core beliefs in equality, diversity and participation, and these already form the foundationof everything we do, helping us become highly regardedfor our approach to access and widening participation.Additionally, our educational heritage and the extent of our business engagement activities have provided our students with a wide range of opportunities to applytheir academic achievements and learning in employmentand creative environments. Finally, the value we place onexcellence in teaching is evident in all the faculties, andit is most clearly demonstrated with a strong group ofNational Teaching Fellows and holders of other importantteaching awards who inspire our students and embodya high quality learning culture.

In the period of this plan, it will be important for us tofocus our efforts on these achievements, and we willneed to ensure that: curricula are top quality and ourmeasures of teaching quality evidence this; we understandand promote distinctive academic courses to giveourselves a sustainable competitive advantage; wepromote distinctive elements of our curricula (includingpromoting learner autonomy, understanding and embracingsustainability, preparing our students for employment andgraduate prospects, and valuing the influence of ourresearch on undergraduate teaching); and the benefits oflearning in an international educational environment arewell communicated. In this highly competitive and rapidlychanging educational era, our competitors will also seekto distinguish themselves, and our challenge is to ensurethat we give ourselves a clear competitive advantageby providing educational opportunities that are highlysought-after by students, and by ensuring, we are theiruniversity of choice.

Please see the following pages for our plans.

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Our plans to develop an inspiring and supportivelearning environment

Delivering quality and distinctiveness within our curricula

Our strategy will be... We will do this by... Key external measures of our success

• Demonstrating that the quality anddistinctiveness of our course andresearch portfolio transforms livesand inspires our students to makea difference in society

• Achieving an innovative, wide-rangingand high quality portfolio which attracts high quality students andfosters ambition to achieve

• Preparing, communicating andembedding the university’s KeyInformation Sets within our planningand developmental activities toimprove the student experience

• In conjunction with De MontfortStudents’ Union, developingand agreeing a UniversityStudent Charter

• Developing courses that enhance our academic reputation anddistinctiveness including in niche areas

• Pursuing growth in postgraduate taught student numbers,continuing professional development and international studentnumbers/income

• Understanding our initial key information sets and identifying whereactions are required to improve university and faculty performance

• Ensuring that the faculties and professional services deliver astudent experience in line with the University Student Charter

• Preparing, implementing and monitoring the 2012/13 agreementon fee levels and student support reached with the Office forFair Access

• Articulating our points of distinction in web and marketing materials

• Developing our academic planning to include wider market researchand to address financial sustainability

• Increasing our market share of external income associated withfees and sponsorship

• Percentage of good honours degrees

• Average tariff point on entry

• UCCA applications according tosubject group e.g. creative art anddesign

• UCCA applications according tosubject group, e.g. creative art anddesign, accepted applicants

Ensuring relevant internationally, culturally and vocationally aware curricula

• Listening to the student communityand understanding their requirementsin a new fees era

• Establishing a sustained focus onstudent employability and distinctivelygraduate-level skills and behaviours

• Analysis and enhanced planning arising from student feedback(including national student surveys of undergraduate, postgraduatetaught and postgraduate research students)

• Becoming an early adopter of student-wide surveys that informthe Quality Assurance Agency of quality and distinctiveness atthe university

• Employability performanceindicator: destination of studentssix months after completing theircourse (including employmentand further study)

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• Demonstrating a commitment toinclusivity, equality and sustainabilityin our curricula and learningexperiences

• Implementing an innovative andrelevant range of widening accessschemes that transform the lives ofthose who most need our supportto enter higher education

• Inspiring our students to becomeautonomous learners, to learn fromtheir international experiences atthe university and to promotesustainability

• Developing and promotinginternational student and staff mobilityand exchange schemes to provide arange of international experienceopportunities for our students andstaff

• Producing graduates who are indemand and who achieve graduate-level employment in their firstdestination after studying at theuniversity

• Achieving greater recognition fromemployers and from within thecreative economy of the qualityand impact of our graduates

• Providing learning environmentsthat simulate industry and the worldof work

• Supporting the student’s journey from enquiry to alumni, andfacilitating transitions at each intermediate stage, recognisingthe many external financial and social difficulties which can befaced by students from diverse backgrounds

• Developing a programme of organisational IT change whichembraces the needs of students as digital natives

• Enhancing learning through technology

• Monitoring the impact of our Office for Fair Access agreementon those who are in receipt of bursaries or enter higher educationthrough access schemes. Additionally, we will monitor andevaluate our progress in improving retention and employabilityas a result of our investment and support for students. Creatingopportunities for students to learn alongside our staff within thelocally focused Mile2 project and enabling them to add value tothe university’s impact on the city of Leicester

• Embedding autonomous learning, internationalisation andsustainability within our curricula

• Building strategic international higher education partnershipswhich deliver bilateral student and staff mobility opportunitiesfor teaching and research

• Reviewing the university’s collaborative provision to ensure a clearstrategy with regard to links with further education

• Developing and nurturing regional collaborative partnershipsthat deliver diversity and widening participation opportunities

• Focusing on employability skills and co-curricular developmentfor our students

• Evaluating and promoting our graduate stories and achievementsto a wider constituency of employers

• Seeking greater engagement from our alumni in promotingthe value of a higher education at the university

• Percentage of full-time degreeentrants who are no longer inhigher education

• Graduate employability indicator:proportion of students employed ina full-time 'graduate' job six monthsafter completing course

• Average salary six months aftercompleting course

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Ensuring and increasing teaching excellence informed by world-class research


• Enhancing our position and reputationfor quality in teaching, research andinstitution-wide external assessments

• Recruiting, developing, retaining andrewarding those who demonstrateexcellence and distinctiveness inteaching and research

• Engaging academic staff inprofessional developmentopportunities that refresh and buildtheir teaching and research skills

• Analysing where we are able to influence and improve ourperformance in external assessments and taking relevant actionsto ensure future improvements

• Developing a clear and institution-wide programme of teachingand research enhancement that is inclusive and enables a widergroup of staff to learn about new ways of working and delivery ofteaching materials

• Creating a culture of recognition and celebration for staff whoachieve excellence in teaching and research

• Providing an inspiring and engaging development programme foracademic staff throughout their careers

• Postgraduate taught students (FTP)per academic FTE

• National Student Survey result: overallsatisfaction with course

• Postgraduate research students (FTE)per academic FTE

Developing and enhancing the university campus and thestudent learning and living environment

• Transforming the university from a9-5 to a 24/7 campus throughinvestment in the academicenvironment, the social facilities for students (including sports andleisure) and the student supportenvironment

• Enhancing the online environmentto allow access across the campusand to key resources

• Transforming our approach tomanaging student accommodationand campus facilities so that studentsatisfaction is high across the rangeof residential provision (university andprivate provision)

• Developing university-owned studentaccommodation and working inpartnership with private providersto offer choice and quality of ourresidential offer

• Achieving a uniquely vibrant andinvolved campus community at theheart of the city and county

• Developing a five-year capital investment plan to enhance theacademic environment, social spaces and facilities, studentaccommodation and the public realm

• Seeking to complement services by sharing resources in orderto provide extended reach of key support services

• Investing in online academic and service resources to enhancethe student experience

• Undertaking a strategic review of university and other residentialand catering provision and introducing value-based managementpractices to align our students’ expectations and satisfaction withthe facilities available

• Drawing upon an improved public realm and reaching out throughpromotional and academic events to have a vibrant presence andreputation for being a key partner in the promotion of Leicestercity/county

• Percentage ratio staff costs tototal income

• Percentage of buildings in category A and B (Gross Internal Area – non-residential)

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De Montfort University has established a strong researchbase, and this was evidenced by the success of theResearch Assessment Exercise in 2008, with morethan 40 per cent of our activities rated as ‘international’ or‘world-leading’.

This outcome placed the university on the highereducation landscape as a modern university withsignificant levels of quality research. The university ishome to distinctive areas of research in each of its fourfaculties. We have also secured prestigious ResearchCouncil sponsorship arrangements for postgraduateresearch students, and have a growing postgraduatecommunity. However, despite our successes and ourcommitment to enhancing our research base, the researchfunding environment has dramatically altered as the globaleconomic downturn has taken effect. Many researchsponsors operate increasingly selective policies andfunding practices to focus their resources on researchersof the highest calibre and esteem; research programmes(not projects) are becoming the future vehicle forinvestment; research collaborations between universitiesare favoured in some circumstances; knowledgeexchange (rather than knowledge transfer) is the preferredmeans of business engagement; and the concept ofresearch impact has evolved and now requires meaningfuland enduring actions by researchers. In summary, theopportunities have become more challenging andresearch excellence has a clear premium.

Our mission seeks to place research at the heart of all wedo and it is our intention to grow research activity andresearch excellence throughout all academic disciplinesat the university. To do this we will need to be bothstrategic and focused in how faculties plan and achievethis ambition, how we encourage new researchers, andwhere we place our resources to best effect. It is ourexpectation that every academic will deliver researchoutputs.

Academic colleagues leading the use and development ofcreative technologies and understanding of energy andsustainable development are to promote further theirmultidisciplinary approach by continuing to engage withall faculties and exemplifying quality and distinctivenessthroughout the university and the higher education sector.Research partnerships and consortia with universities,external agencies and business will provide a key way tosucceed in the future and these will be identified anddeveloped. The university has begun to enhance theprofessional support infrastructure available and prioritywill continue to be placed on applying for and securingexternal income for research. In addition to nurturing talentand successes, we need to enhance the communicationand promotion of our successes so that stories andnewsworthy items on our successes reach a wideraudience of academic peers, sponsors and prospectivestudents. This will be a primary means by which our qualityand distinctiveness can be illustrated more extensivelyand effectively.


We will be a university that placesresearch excellence and innovation at the heart of our mission

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Making research central to the mission and identity of the university


• Developing research plans in allfaculties, and research centres/groups, which embrace challenginggrowth targets, seek to diversify ourincome sources, ensure quality ofactivity, embrace multidisciplinaritywherever possible, and are cognisantof the external environment and theopportunities for the university

• Identifying and pursuing thecontribution each faculty can maketo either the creative economy orenergy and sustainable developmentthrough effective research planningand delivery of research andcommercial development activitiesin each faculty

• Attracting the very best researchersto the university and developingtheir expertise

• Recognising, promoting andrewarding research successes andachievements of individuals and/or teams

• Workload planning to ensure thatindividuals contribute to both theirfaculty’s teaching and researchactivities

• Developing our students as informedand active individuals who valueresearch and understand how itcan benefit others and society

• Ensuring we are fully engaged inthe regional research and innovationagenda

• Ensuring that each faculty and research centre/group has abroad and sustainable plan to attract public and commercialresearch income, and that they achieve a degree of diversificationincluding income from strategic partnerships with a wide rangeof organisations

• Developing faculty and research centre/group research plansand growth targets within the annual planning cycle thatarticulate the overall approach to enhancement of researchand a commitment to research in the creative economy and/orenergy and sustainable development

• Recruiting, retaining and developing excellent academic staff thatundertake high quality research and share their discoveries via theuniversity’s curricula and externally; supported by relevant training,capacity building and mentoring. Enhancing the research,innovation commercial infrastructure of the university and ourreadiness for funding opportunities through improved businessintelligence and creating ‘pipelines’ of applications

• Supporting research through both a revolving investment fund forprojects and a sabbatical leave scheme for individuals to ensurethat all areas of research can be developed effectively

• Developing incentives and rewards for the highest levels ofresearch/commercial performance and income

• Embedding research methodology training within curricula andgiving students experience of research during their studies

• Forging productive links with the regional growth agenda (e.g. viathe Local Economic Partnership) and other regeneration initiatives

• Enhancing the role and presence of the university’s professoriate

• Ensuring research centres/groups in the university all play acentral role in developing the research culture of the academicdepartments and faculties

• Research income per academic FTE

• Total value of externally sponsoredresearch

• Percentage ratio of research grantsand contracts to total income

• QR funding (latest value)


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Our plans to place excellence and innovation at theheart of our mission

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Strengthening our external profile and reputation for quality and distinctiveness and delivering research with impact so that research and

commercial development performance and future investment are maximised


• Enhancing communication on ourresearch profile and successes, and their impact

• Aligning our research areas to externalsponsors’ needs and priorities, andusing business engagements tomaximise our market advantages

• Seeking the highest quality strategicpartners for research activity andcommercial development

• Maximising the commercial potentialof our research through patents,exploitation of intellectual propertyand consultancy

• Maximising the impact of our researchand commercial developmentactivities

• Developing research and innovationcommunications and marketingstrategies for the university and forthe research and commercial teams

• Ensuring that our research profile isfully captured and recognised bythe forthcoming Research ExcellenceFramework exercises in 2014 and2020, delivering significantimprovement on the results of theResearch Assessment Exercisein 2008

• Improving the university’s website and developing a highprofile/high impact media campaign for our success stories

• Planning and preparing applications within ‘pipelines’ thatforecast the opportunities for funding; providing bidding supportfor bid-writers

• Identifying and developing robust and mutually beneficial strategicpartnerships which lead to collaborative research activities(including international partners)

• Developing impact case studies that build on the HEFCE ImpactPilot experience we have gained and promote these in ourmarketing activities and Research Excellence Frameworkpreparations

• Adopting a professional sales ethos and highly skilled workforcethat grows the commercial development profile and income of thefaculties and the university

• Ensuring that research outputs and the impact of our discoveriesare maximised by 2013

• Increasing the percentage of staff who are rated as ‘international’by the standards and definitions used by the Research ExcellenceFramework

• Ensuring, through careful targeting, planning and enablinginfrastructure, that all research processes and initiatives arealigned where possible to requirements of the 2014 ResearchExcellence Framework, so that the university submits an optimalreturn and can prepare strategically for the 2020 ResearchExcellence Framework


• Total intellectual property income peracademic FTE

• Courses for business and community– total revenue

Creating an excellent research experience for postgraduate students and early career researchers at the university

• Increasing the number of high qualitypostgraduate research students

• Developing and enhancing the role ofthe Graduate School Office so that itsupports the strategic development ofresearch and the research experienceand environment delivered by theuniversity

• Raising the completion rates ofpostgraduate research students

• Developing postgraduate research student intake targets that‘stretch’ and exceed current aspirations in faculties and academicdepartments, while also maintaining quality standards.

• Offering a range of university bursaries for postgraduate researchstudents in areas of proven research excellence

• Reviewing and enhancing the training and developmentopportunities for postgraduate research students and early-careerresearch staff (including through e-support and learning means)

• Capitalising on our achievement of the 'HR Excellence inResearch' award from the EU and supporting early careerresearchers beyond the 2014 Research Excellence Framework


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De Montfort University has long-recognised employabilityas a key component of a high quality student experience.

It has developed placements within courses and fosteredacademic and key employment skills – actions which havebeen central to the way in which we have developedstudents’ capabilities. Moreover, strong links withaccrediting organisations have enabled student transitionsinto the professions and employment market. Theseapproaches have served the university well and employershave regarded our graduates favourably.

The current employment market is very competitive andwe need to work very hard to maintain and improve ourreputation for developing our undergraduate andpostgraduate students' employability skills. Additionally,as we enter a new fees era, future students and theirsponsors will expect, and apply to, universities andcourses that demonstrate courses that lead to improvedemployability prospects. Additionally, while we havefocused on placements and accreditation, a wider rangeof new ways of helping students have becomecommonplace in the higher education sector.

Developments such as ensuring employability skills areembedded within curricula and the introduction ofinternships, mentorships, entrepreneurial activities andvolunteering are critical to our future reputation, our futuresuccess in league tables and our ability to be highlyregarded by international students (as well as home/EUstudents) in enabling them to make the transition fromstudy to employment. To remain an attractive universityand to improve our league table performance we must offera wider and more embedded range of opportunities andprovide opportunities for all our students (includinginternational students).

Our starting points need to be working in partnership withthe DSU, widely embedding employability skills within thecurricula, making this a fundamental part of the learningexperience, and building on the good practice alreadywidespread in our vocational programmes, such as nursing.Additionally, we recognise that co-curricular opportunitieswill also be vital to our future focus on enhancing ourgraduates prospects and we will need to be innovative andexternally orientated to bring about the best opportunitiesfor our students via placements, internships, work-basedlearning and volunteering. Equally, we will need to developinformation on our successes and the kinds of employmentour undergraduates and postgraduates secure so that wecan be identified by future students, from the UK andabroad, and sponsors as a place at which employabilitymatters and transformation of students’ lives happens.


We will focus on employability andunderstand the needs of business andthe professions so that the university’scourses are relevant and give ourgraduates a head start

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Our plans to focus on employability

Establishing the university as a leading institution for undergraduate and postgraduate prospects and employability


• Equipping all our students with skills,knowledge and experience foremployment and life

• Establishing and maintaining theuniversity as a nationally leadinginstitution in employment rankings

• Incorporating employability-relatedtransferable skills across all academiccurricula

• Increasing the level of placementsoffered by the university by 50 percent

• In conjunction with DSU, activelypromoting student engagement andbenefits of co-curricular skills andwork experience to all studentsand staff

• Establishing DMU as the universityof choice for key professions andthe creative economy through thedevelopment of innovativepartnerships and aligning commercialopportunities with services andinitiatives to promote graduateemployability

• Developing our employability services and support to prepare home,EU and international students throughout their studies foremployment and life

• Understanding and enhancing existing employability provision, andby using our resources effectively to achieve a step change in the support we provide to all our students

• Ensuring that the optimum number of courses receive professionalaccreditation

• Introducing a co-ordinated approach to work experience,placement and internship opportunities

• Formally recognising and accrediting co-curricular skills and workexperience wherever possible (including international experience)

• In conjunction with the academic community, creating anemployability hub that promotes opportunities and prepares allstudents through the provision of co-curricular development, self-development and nurturing our graduates’ employabilityprospects

• In partnership with the students’ union, increasing the numberand quality of student-led volunteering opportunities year-on-year

• Developing new media approaches to engaging students inco-curricular opportunities

• Co-ordinating our continuing professional development portfoliowith our employability initiatives

• Employability performance indicator:destination of students six monthsafter completing their course(including employment and furtherstudy)

• Graduate employability indicator:proportion of students employed ina full-time graduate job six monthsafter completing course

• Average salary six months aftercompleting course

Improving the quality of our undergraduates’ first employment destination

• Extending and strengthening final yearpreparation for employment andpost-graduation support

• Nurturing and establishing links with‘blue chip’ employers and other majororganisations

• Extending and strengthening the opportunities for our studentsto prepare for employment at home and overseas

• Ensuring equality of opportunity in our employability support workso that home, EU and international students all benefit fromthese opportunities

• Focusing on blue chip and other major organisations' needs

• Ensuring transferable skills are taught from Level 4 onwardsacross all courses

• Graduate employability indicator:proportion of students employed in afull-time graduate job six months aftercompleting course

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Developing our reputation among employers as an institution that engages with and supports the needs of public sector, private sector and not-for-profit enterprises


• Extending and strengthening links withlocal and regional employers as wellas national and international ones

• In conjunction with DSU, growingwork experience for our students andgraduates year-on-year

• Establishing closer engagementbetween our students and the cityand region to enrich the culture andeconomy

• Increasing the visibility and accessibility of schemes and materialswhich engage employers

• Attending relevant business fairs and community events inLeicester to raise awareness of the opportunities and benefitsfor employers

• Supporting key academic and professional service staff to fosterstrategic partnerships and high profile opportunities

• Enhancing community engagement projects and volunteeringfor students

• Courses for business and community– total revenue

Recognising and further developing the university as a significant provider of student work and internship opportunities for undergraduates and postgraduates

• Integrating internal work experienceopportunities for students by meansof training, practice and reflectionalongside paid employment

• Developing and introducing a paid employment scheme toincentivise students to develop their work experience and skills

• Enhancing and coordinating support for CV, interview andpresentation skills development (and supporting the culturaltransitions of our international students)

• Creating an integrated ‘hub’ for the provision of a wide range of employment support and promoting universityand external opportunities to meet the needs of local businesses (i.e. an employment agency)


Establishing a vision for undergraduate and postgraduate employability skills development that includes academic skills,

transferable skills, career development skills and work experience

• Creating an employability strategy andan implementation plan

• Introducing and establishing academic skills evaluation on entryand inter-sessional support to all students

• Embedding transferable skills in all curricula to ensure studentawareness and competence

• Incentivising students to build career development skills throughstructured support for job applications (including part-time jobs)

• Promoting and acknowledging work experience throughco-curricula ‘credit’ on transcripts

• Acknowledging, and helping to address, possible practical andcultural barriers facing students during their university studies

• Employability performance indicator:destination of students six monthsafter completing their course(including employment and furtherstudy)

• Graduate employability indicator:proportion of students employed in afull-time graduate job six months aftercompleting course

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By virtue of our location in the former hosiery and knitwearcapital of the UK, and from our earliest origins as anart college, this university has had strong research andteaching in the arts and related academic disciplines.

The Faculty of Art, Design and Humanities has flourishedover the years and we have become known across theworld for research and teaching in these subjects.Additionally, the Faculty of Technology has developedcourses that attract students seeking to use and applynew creative technologies. This combination has placedthe university at the forefront of creative education in theUK. The university is home to internationally renowned andniche courses in areas such as contour fashion, computergame design and footwear design, and it is alsoadvancing the adoption of creative technologies in a trulytransdisciplinary way within and outside the university.Furthermore, recent advances in new media and the riseof the creative economy as a distinct and rapidly growingeconomy in its own right has given new momentum to thevalue of our graduates and our research in society,business and industry.

It is our intention to achieve a step change in our impact,reputation and attractiveness to prospective students inorder to become the UK’s leading university for provisionof education and training for the creative economy, andbecome a magnet for international students seeking acreative education. The faculties of Art, Design andHumanities, and Technology are both central to realisingthis ambition as they will continue to offer niche coursesand their research will explore the interfaces betweencreativity, human behaviour and digital technology but allfaculties will contribute significantly to this agenda. Toachieve this, we will need to enhance our estate andstudent facilities, enhance our engagement with businessand industry so these work alongside us as research andtraining partners, and develop an employability agendathat has resonance and relevance to students seekingto work in the creative economy.


We will be a recognised leader increative education and research, builton our reputation in the creativeeconomy and driven by innovativeprojects across all faculties

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Our plans to be a recognised leader in creative educationand research

Developing the creative economy ‘offer’ to students and sponsors


• Providing high quality student andstaff space, studios and researchfacilities that reflect the vibrant andinnovative institution we aspire to be

• Widening and developing the faculty course portfolios to offer thoseworking within the creative economymore ways in which to engage instudy and continuing professional/creative development opportunities

• Increasing employability from thecreative curriculum

• Increasing philanthropic activityderived from creative business andenterprise

• Redeveloping the estate for the faculty of Art, Design andHumanities (ADH) to meet the future requirements of the studentsand staff

• A portfolio review and market research programme that leads toincreased provision of part-time, postgraduate and continuingprofessional development courses for the creative economy/technologies sector

• Developing bespoke support within the future employability hubto develop co-curricular skills development and to engagestudents with prospective employers

• Implementing a focused approach to relationship building withalumni and our partners in the creative economy, and with thelivery companies

• UCAS applications according tosubject group eg, creative art anddesign

• UCAS applications according tosubject group, eg, creative art anddesign, accepted applicants

Increasing employer engagement and the commercial focus of the creative businesses and technologies

• Enhancing our profile amongstnational policy makers and those withinfluence

• Establishing strategic partnershipsand mutual benefits with theworshipful companies, manufacturers,retailers and designers at nationaland international levels

• Building on the successes of ourcommercial development facilities

• Developing and pursuing a briefing and awareness campaignabout the impact and achievements of the university’s graduatesin the creative economy

• Extending and deepening our contacts and influence among retail,design and media businesses, entrepreneurs and employers

• Preparing and pursuing a commercial development plan that acts as amagnet for talent within the creative economy and income generationfrom employers

• Providing support and development opportunities for academic staffto maximise their roles in employer engagement activities, includingprovision of relevant continuing professional development

• Total consultancy income peracademic FTE

• Courses for business and thecommunity – total revenue

Extending and deepening our research in the creative economy and creative technologies

• Creating strategic partnerships withcreative industries, businesses andrelated enterprises

• Prioritising internal research funds tosupport key initiatives in these areas

• Developing a critical mass of staff who have national/internationalprofiles, and are achieving sustainable income generation fromresearch and commercial development activities for the ResearchExcellence Framework 2014

• Increasing income from and diversity of funding sources from thecreative economy, and other external businesses and industries

• Total consultancy income peracademic FTE

• Total intellectual property income peracademic FTE

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De Montfort University has successfully attractedinternational students for a number of years. There is a wide range of international successes in place.

There is significant capacity to increase our market sharein both existing and new international markets. Specifically,we have not yet attracted significant numbers ofinternational students to study in subjects related to thecreative economy and our market research shows us thatthere is scope to use our reputation and distinctiveness tosecure international research partners.

In the period of this plan, increasing international studentnumbers will be a key growth objective in all faculties. To achieve this ambition, we will continue to work withrecruitment agents, but increasingly strategic partnershipsthat offer mutually beneficial articulations (for example,double degrees, joint degrees, credit accumulation) oropportunities to undertake high quality research will benurtured. This means that we will need to build enduringrelationships with high quality partners and these mayinclude universities, government agencies and privateproviders. The Vice-Chancellor will play a critical role inbuilding relationships with new partners.

It is also our expectation that faculties will develop anincreasingly international outlook, not only to be able tosupport their students more effectively, but also to placetheir own research activities within an international contextand among international peers. Staff exchanges areactively encouraged and international successes will berecognised and celebrated. However, this growth planalso needs to be accompanied by a programme oforganisational development to meet the learning and livingneeds of international students, to enhance staff supportskills, and enhance the international student experienceacross our campus. All staff will play an essential role inthis transition.


We will be a truly internationaluniversity, building influential globalrelationships to enrich our research,teaching and cultural collaborations

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Our plans to be a truly international university

Developing the international student ‘offer’ so as to increase our market share of international students recruited


• Increasing the number of non-quotacontrolled EU and overseas studentnumbers year-on-year

• Developing our overseas marketsto include new opportunities andreviewing existing overseas marketsto ensure that we maximise ourpotential in places where we haveestablished our profile

• Preparing students for academic studyat the university, in terms of language,skills and cultural adjustment

• Increasing internationalisation withincurricula

• Exploring in-country provision throughpartnership

• Setting ambitious student recruitment targets year-on-year

• Remaining competitive on fee price and for the package of supportwe offer to international students

• Focusing on retention and post-qualification employmentopportunities for international students

• Ensuring that a wide range of social and cultural support andliving arrangements are available and provide choice forinternational students

• Establishing a strategic partnership with a foundation educationprovider and developing study and support pathways to theuniversity’s (and other higher education) programmes

• Reviewing areas of need and introducing support projectsto stimulate and build on internationalisation initiatives

• Total income from overseas fees per academic FTE

• Number of overseas students per academic FTE

Raising awareness and appreciation of the university’s quality and distinctiveness within international higher education institutions, ministries of education and cultural development organisations

• Staff exchanges that enable enduringrelationships to be built

• Increasing the inward and outwardnumbers of students engaging ininternational study through jointventures (e.g. double degrees)

• Develop partnerships that delivereffective progression schemes

• Offering simple and appropriate arrangements to encourage andenhance study abroad and student exchange

• Placing greater emphasis on the value of language skills for UKstudents and enabling students to gain language abilities byenhancing the ‘study with’ degree opportunities

• Total income from overseas fees per academic FTE

Building selected international partnerships to underpin bilateral student and staff exchange/mobility for teaching and research

• Recognising a wide range ofinternational experience, includingstudy abroad, summer schools andplacement opportunities

• Establishing new internationalpartnerships for teaching and research,while ensuring existing links aremaximised

• Increasing the range of quality-assured arrangements that supportand nurture international partnerships

• Reviewing the current range (and benefits) of internationalpartnerships

• Reviewing and enhancing study abroad and international mobilityarrangements

• Adopting a focused and selective approach to identifyingappropriate partners and building enduring partnerships withthose that align with our mission


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De Montfort University is sector leading in its approach toaddressing the sustainability of its campus. It has beenable to respond well to HEFCE challenges to reduceenergy consumption and to operate more sustainably.

Examples of our successes include achievement of Building Research Establishment EnvironmentalAssessment Method (BREEAM) construction standards,transition to ‘green cleaning’ on campus, negotiation ofutility contracts and the most extensive building monitoringin the sector. The university also has authoritativeacademic expertise in energy and sustainabledevelopment that is widely sought by business andindustry. This combination of knowledge and expertisein sustainability management is rare and provides a uniquefoundation for approaching the significant challenges inmanaging our resources that we have in common withother universities and large organisations. We anticipatethat, in the coming years, utility costs, transport logisticsand government pressure will have substantial bearing onhow we operate the campus and work in a sustainableway. Hence, we believe it essential to remain a leadingpractitioner.

However, we aim to do more than respond to regulationand compliance agendas concerning our estate and theway we live and work on campus. We believe that weshould become known for embodying sustainability andfor preparing our students to embrace sustainability intheir lives. It is our ambition not only to draw upon thesignificant research and technological expertise ofacademics and professional staff within the university,but become one that is recognised by others forimplementing changes that emerge from its ownresearch findings and professional practice. This willrequire capacity building in our staff, our leaders and ourstudents to equip them with the knowledge as to howtheir actions can make a difference. Our commitment toteaching our students about sustainability and preparingthem to operate sustainably throughout their lives will bea distinct part of the future student experience. Introducingsustainability to curricula, and providing students withopportunities to lead and contribute to our carbonmanagement agenda, will be a distinct ‘offer’ in the highereducation sector.


We will make a significant contributionto global efforts to achieve environmental sustainability

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Our plans to achieve environmental sustainability

Teaching about sustainability and helping staff and students become responsible ‘global’ citizens in the face of the environmental challenges ahead of them


• Inspiring our students and staff tounderstand environmental issues andembrace sustainability in their lives

• Embedding education for sustainabledevelopment into the university'sTeaching, Learning and AssessmentStrategy

• Creating new interdisciplinary and innovative courses that equip,train and inspire our students to become responsible global citizensand face the global and environmental challenges ahead of them

• Reviewing the current levels of environmental and sustainabilityteaching and learning within the university and report on anannual basis

• Providing training and development opportunities to staff onenvironmental and sustainability issues


Developing groundbreaking and interdisciplinary research that advances knowledge onsustainability, and establishes the university as a leader in the higher education sector

• Embedding sustainability into researchproposals, as appropriate

• Positioning the university as aninternational centre of expertise insustainable development

• Collaborating with other universitiesto deliver large-scale sustainabilityprojects

• Enhancing the current levels of environmental and sustainabilityresearch within the university’s reporting on an annual basis

• Pursuing funding opportunities for research in sustainability fields

• Promoting sustainability networking opportunities across theuniversity to develop research opportunities

• Establishing partnerships to secure funding for sustainabilityresearch


• Total value of externally sponsoredresearch

• Percentage ratio of research grantsand contracts to total income


Embracing sustainability in all our activities by reducing the environmental impact of the university’s operations and activities

• Reducing the environmental impact ofthe university, including the impact ofthe services and products we provide

• Reducing the university’s contributionto climate change by reducing ourgreenhouse gas emissions

• Reducing the impact of businessoperations by moving towards apaperless environment for processes

• Producing an environmental strategy with exacting targets forwaste, energy use, sustainable procurement, transport, carbonemissions, water use, biodiversity, sustainable food, constructionand refurbishment and community involvement

• Implementing an environmental management system for the wholeuniversity and gaining external accreditation

• Implementing our Carbon Management Plan and reducing Scope1, 2 and 3 emissions

• Preparing for impacts of climate change

• Conducting a feasibility study and implementing renewableenergy technologies in the city campus

• National energy emissions (kg CO2)per student FTE

• Water consumption per student FTE m3

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Demonstrating leadership in sustainability by communicating and promoting engagement with our sustainability message within the

university, and locally, regionally, nationally and internationally

Our strategy will be... We will do this by...

• Leading sustainability and establishing ourselvesas a beacon of best practice and innovation

• Developing a communication planto communicate our sustainability messageswithin the campus, the city and the community(locally, regionally and nationally), and engagingin sustainability activities

• Reporting on our corporate social responsibilityperformance through external benchmarkingprogrammes on sustainability

• Building on our success in the2011 Green League Table, and addressing areasfor improvement (ethical investment, curricula,food, and energy)

• Maximising the impact of our sector-leading technologies through changes to the way individualsand teams travel to and work at the university

• Working with the Leicester Partnership and other national and international partnerships

• Achieving national and international recognition for the university’s sustainable development work

• Participating in sustainability and corporate social responsibility performance benchmarkingprogrammes for the higher education sector and business sectors and publicly reporting results

• Drawing on performance management for sustainability of faculties and professional servicedepartments

Embedding responsibility for sustainability throughout our management and governance practices

• Embedding sustainability responsibilities atsenior management level and Board ofGovernors

• Embedding sustainability into the university’sstrategic documents such as risk managementprocess and financial reports

• Benchmarking faculties and departments on theircarbon emissions

• Embedding sustainability within managers’ portfolios and areas of responsibility for all seniormanagers

• Inducting governors and executive board members on sustainability and their role/responsibilities

• Integrating carbon budgeting into the university’s operating procedures

Ensuring the university is a healthy, creative and inspiring ‘space’ to study and work

• Adopting an integrated approach to health and wellbeing promotions to staff

• Developing an integrated approach with De Montfort Students’ Union to ensure the healthand wellbeing of students

• Working with staff, students and the Mile2 projectto address wellbeing

• Promoting healthy lifestyle choices to staff and students such as walking, cycling and healthy eatingthrough promotional campaigns

• Identifying funding, training opportunities for the Mile2 project and providing training for staff andstudents

• Engaging with local and national partners to develop new approaches in enhancing health andwellbeing

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Managing our resources

Our priorities for student support, people, finances, the estate and our learning environment, information and governance are summarised below.

Student support

Delivery of a high quality student learning and livingexperience is critical throughout the period of this planand we have much to be proud of. However, we need totake a fresh look at how we support students, whatexperience we offer in both learning and social environmentsand how we equip them for life after university.

We are proud of what we have established: a strongtradition of widening access, widening participation andbeing inclusive in our support practices. We will need todevelop our IT systems, our ways of working in partnershipwith students and the accessibility of our service provisionto be able to operate in the new fees era.

Hence, our future priorities for delivering a first classstudent experience include:

Working in partnership with De Montfort Students’Union (DSU)

• Enhancing our partnership with DSU to understand theviews and requirements of the student community andto involve their members in the development of the university

• Supporting and nurturing student-led volunteering to place this dimension of employability at the forefrontof the DSU development

• In conjunction with DSU, develop and promote the fullrange of employability enhancement opportunitiesavailable, and to enhance the co-curricular opportunitieswhich nurture learning, career preparation/workexperience and personal development

Learning support

• Seeking and encouraging the active engagement of our students as participants, collaborators,autonomous learners and contributors throughout their studies and life at the university

• Continuously enhancing the quality of the learningand living experiences of students

• Providing opportunities to acquire graduateexperiences and skills, including academic skills,personal development, professional and creativeexperiences, and experiences preparing our studentsand supporting them into employment

• Improving information and digital literacy of students

• Providing the environment and opportunities for students to benefit from the proximity of our academic staff to the creative economy and to the professions

Professional service support

• Creating a unified support service between facultiesand the professional services on campus and inresidences used by our students

• Enhancing data quality and using new IT/media toimprove communication and student experiences at the university

• Increasing our capacity to support students online and with e-resources, ensuring that our communicationswith students are aligned with their lifestyles andpreferred technologies

To fulfil our mission of quality and distinctiveness the university’sresources need to be effectively managed and carefully aligned to ouracademic ambitions. Everyone will have a role to play, including theprofessional services, in contributing to our future success.

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People

Everyone in the university has a role to play in deliveringour strategy and creating an environment in whichdeveloping and supporting people to innovate anddeliver, and providing individuals with the skills tosucceed, is fundamental to our future success.

We will also need to face the challenge of leading andsupporting staff during challenging times and this planis underpinned by the need for effective leadership andmanagement of others. All faculties and professionalservices will have a role to play in this agenda. It will be essential to:

• Recruit and retain high calibre professional, innovativeand adaptable individuals who can inspire andtransform our students and the university

• Help our staff to develop or refresh their skills,knowledge and expertise to meet the challenges of this plan

• Develop excellent teachers and researchers who inspirestudents through their academic expertise, professionalpractice, their creativity and entrepreneurial endeavours

• Provide a stimulating environment in which enterpriseand innovation are encouraged

• Reward and develop our staff so that we retain ourreputation as an excellent place to work

• Maximise the contribution of our staff to the universitythrough effective work planning, efficient work practicesand performance management

• Support our staff as higher education evolves througheffective leadership, management and communication,and providing opportunities for staff to influencedevelopments

• Support our staff in meeting the needs of a diversestudent population

• Reflect on and act upon the feedback we receive in ourstaff surveys

• Be committed to a diverse workforce and equality of opportunity

Finance

The period covered by this plan will witness a profoundchange in how we generate and secure resources. The transfer of funding from the public to the student,sizeable reductions in public funding, increasedcompetition, increased risks and ongoing volatility in the external environment present the university, andthe sector, with significant challenges ahead.This means a different business and operating modelis likely to emerge in many universities, and theuniversity is set to:

• Improve financial health and security by growth and diversification of income. Increases in theinternational student body and growth of researchand commercial endeavours are primary ways inwhich external funds will be pursued. Additionally, theuniversity will continue to build alumni relationshipsand cultivate philanthropic activity

• Seek cost efficiencies and focus on value for moneyand continuous improvement opportunities

• Maintain sufficient liquid resources and reserves to ensure financial sustainability

• Focus on financial planning and performance, includingthe generation of appropriate operating surpluses, tocreate funds for investment in the university and makingprovision within its own resources for future capitaland other investments, thereby ensuring financialsustainability

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Commercial income

The university has an excellent track record in deliveringbespoke training to a wide range of public and privatesector organisations (especially within the East Midlands)and there is potential for this strength to develop further.In the period of this plan, the university will seek to makesuch activities a core business activity in all faculties. Theuniversity has already taken significant steps to engage,incentivise and reward staff in delivering these courses.Looking ahead the university will:

• Assist the faculties in identifying and securingcommercial education and training opportunities

• Adopt a more professional approach to marketing,promoting and delivering unique education andtraining products

• Build capacity and confidence in the academiccommunity so that more staff can participate andexperience this aspect of university life

• Provide a professional infrastructure that helps thefaculties plan and monitor their success in increasingtheir commercial portfolios

• Promote our successes and illustrate the university’sdistinctive approach to commercial education andtraining opportunities

• Seek national and international opportunities, andwiden the range of commercial engagements made

• Grow our consultancy activity and income, and seek to increase the intellectual property we protect

• Enhance the scope for e-learning within commercialtraining provision

Built environment and facilities

Following a successful 10-year plan to create the currentcampus and invest significantly in new buildings (e.g.Hugh Aston Building, Edith Murphy House and theforthcoming leisure centre), the university will focus itsefforts on creating first-class facilities that promote qualityand excellence for our staff and students.

Our plans include improving the environment, space andfacilities in the Fletcher Building and Gateway College,laboratory improvements and introduction of a thirdLearning Zone. Effective carbon management will also bea key driver for how buildings are improved and how staffundertake their responsibilities, and the university will:

• Enhance the quality of teaching, research and work environments through effective renewal andmaintenance activities

• Build a leisure centre for students, staff and community use

• In partnership with De Montfort Students’ Union,seek to develop improved social spaces on campusfor students and staff

• Enhance the campus environment and the public realmthrough the provision of landscaping, green spaces andpedestrian zones. We have ambitious plans for thepedestrianisation of Mill Lane and for the landscapingand ‘greening’ of the campus. This will be a significantenhancement for student, staff and local communities

• Continue to provide a safe and secure environmentfor students and staff

• Enhance the use of sustainable design principles to reduce energy consumption and increase the use of renewable technologies

• Enhance the understanding of both departments and individuals regarding effective carbon management,and increase accountability and involvement inaddressing the carbon agenda

• Safeguard our potential to make capital investment in buildings and equipment and to ensure theseresources are sustained

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Information

A high quality and distinctive student experience requiresan exciting and supportive learning environment forstudents and staff with access to internal and externalinformation, tools and support. Additionally, the progressionof an institution-wide integrated approach to themanagement and governance of information, data, businessprocesses and technology is underway. This will lead toimproved data quality and consistency, and improved datasharing. It will be necessary to:

• Build and promote an information culture, increasingaccessibility to information and e-resources

• Enhance our IT and data management practices tosupport new ways of working with students and improvetheir business processes and interactions with us

• Enhance our IT and data management practices to help academic colleagues undertake their day-to-dayactivities more easily and to lessen the administrativeload as they focus on excellent teaching, research andcommercial activities, and respond as academic postsare filled by those for whom IT and digital literacy hasbeen an integral part of their education and lives (alsoknown as ‘digital natives’).

• Enhance data quality and security through the adoptionof data management policies, practices, training andgovernance, ensuring full ability to comply with statutoryand regulatory obligations

• Improve the efficiency and agility of business processesby reducing manual effort, duplication and waste

• Improve information and digital literacy of staff moreeffectively in parts of the university where IT has notpreviously been a means of teaching or communicatingwith students

• Enhance communications and partnership workingthrough the introduction of new technologies and approaches to collaboration and workingin multidisciplinary environments

Leadership and governance

Since June 2010, the university has experienced extensivechange in its executive structures and central to thechanges has been the creation of an Executive Board thatis charged with the strategic development and leadershipof the university.

This has been accompanied by the devolution of financialplanning responsibilities to the faculties and the creation ofthe Chief Operating Officer post to enhance the strategicdevelopment of the university and to lead all professionalservices. The Board of Governors is also introducingmodernised Instruments and Articles of Governance andaims to increase the dialogue between the members of theBoard of Governors and staff. Future developments willinclude:

• Continuing to increase transparency of decision makingand information on university business

• Further enhancing the effectiveness of the Board of Governors by adopting the recommendations of a recent effectiveness review of its membership,expertise and business cycle

• Developing the relationship between planning andmonitoring performance to ensure that our managementdecisions and investments deliver lasting improvementsto the university

• Developing a robust academic planning cycle in whichall departments bring subject developments and otherexternal environmental factors to bear on thedevelopment of our academic departments and ourcourse portfolio

• Focusing on benchmarking and other forms ofcomparisons to improve the university’s profile and performance

• Embedding risk identification and managementpractices and drawing on this information to makeeffective decisions

• Embedding crisis management practices to safeguardthe student experience and our resources duringchallenging times

• Reducing complexity in business administration and theway we operate

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Market position

As we operate in an increasingly competitive highereducation environment we need to differentiate ourselvesfrom other universities and providers and establish a clearmarket position.

The current economic landscape and unprecedentedchanges within higher education present an opportunityfor the university to be known for offering a distinctiveblend of academic gravitas and real world relevance. This is a strong market position for the university to adoptand one that will have a powerful resonance across allareas of the university’s activities including the studentexperience, teaching and learning, research andcommercial. The university’s drive for quality anddistinctiveness will support this market position andhelp build the university’s reputation and credibility.

Summary

We are clear about how we will develop individuals,draw on the calibre of our staff and best use ourresources to allow us to respond with creativityand flexibility to the new opportunities that willdoubtless arise.

Each faculty and professional service is to reflect onwhere and how it can contribute to the transformationof De Montfort University.

In future planning rounds, this document will be the touchstone for our actions and evaluating oursuccess in delivering our vision. The Executive Boardand the Board of Governors will routinely evaluate and report back on our progress towards the vision.

This plan is ambitious and stretches every part of the organisation,yet it is realistic about the risks and challenges that lie ahead.

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Strategic area Key Performance Indicator

We will develop an exciting andsupportive learning environment thattransforms our students and inspiresthem to make a real difference toour society

• Percentage good honours

• Percentage good honours of Black or Minority Ethnic qualifiers

• UG students (FTE) per academic FTE

• PGT students (FTE) per academic FTE

• Average tariff point on entry

• NSS result: Overall satisfaction with course

We will be a university that placesresearch excellence and innovationat the heart of our mission


• Total value of externally sponsored research (£000s)

• Percentage ratio of research grants and contracts to total income

• QR funding

• PGR students (FTE) per academic FTE (research and research and teaching contracts)

• Total consultancy income per academic FTE (with research-only and research andteaching contracts)

• Total IP income per academic FTE (with research-only and research and teaching contracts)

We will focus on employability andunderstand the needs of business and the professions that DMUcourses are relevant and give ourgraduates a head start

• DLHE graduate employment indicator: Proportion of students employed in afull-time ‘graduate’ job six months after completing course

• Average salary of full-time, first degree leavers entering employment (KIS indicator)

• HEBCIS B: Table 2 Courses for business and community – total revenue

We will be a recognised leader increative education and research, builton our reputation in the creativeindustries and driven by innovativeprojects across all faculties

• UCAS applications according to subject group: Creative Art and Design

• UCAS applications according subject group: Creative Art and Design(Accepted applicants)

We will be a truly international university,building influential global relationshipsto enrich our research, teaching andcultural collaborations

• Total income from overseas fees (expressed as percentage ratio of non-EU HE coursefees to total income) per academic FTE


We will make a significant contributionto global efforts to achieve environmentalsustainability

• National energy emissions (Kg CO2) per student FTE

• Water consumption per student FTE m2

Other sustainability indicators

• Ratio of maintenance and capital expenditure to Insurance Replacement Value (IRV)

• Percentage ratio of staff costs to total income

• Days ratio of net liquidity to total expenditure (excluding depreciation)

• Percentage of buildings in category A and B (GIA – non-residential)

• Net cash inflow from operating activities as a percentage of total income

• Ratio of current assets to current liabilities

• Operating surplus/(deficit) as a percentage of total income

• External borrowing as a percentage of total income.

How we will measure our success

The Key Performance Indicators are correct at the time of going to print. (September 2011).

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Alternative formatsWhere possible DMU publications or specific sections can be supplied in alternativemedia. For further information on how we can help, please contact The Enquiry Centreon +44 (0)116 257 7513, dmu.ac.uk/enquiry or text phone +44 (0)116 257 7908.

©The Studio, External Relations, De Montfort University, September 2011 (450a) All rights reserved.

De Montfort UniversityThe GatewayLeicesterLE1 9BH UK

T: +44 (0)116 257 7513E: [email protected]: dmu.ac.uk

strategi c plan2011(15...professor dominic shellard vice-chancellor this strategic plan will guide...

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