STRATEGIC PLAN2015 - 2020

BANGOR UNIVERSITY

BUILDING ON SUCCESS

WWW.BANGOR.AC.UK

VICE CHANCELLOR’S INTRODUCTIONBangor University is thriving at a time when the environment for Higher Education in Wales and the UK is challenging. We are committed to building on recent successes, working with diverse and distinctive communities to deliver “the best we can be”, in terms of teaching, scholarship and research, retaining our strong emphasis on a distinctive and valued student contribution and remaining true to our unique bilingual and cultural context.

Recent significant increases in student satisfaction and teaching standards have resulted in the securing of a top-ten position in the 2014 National Student Survey, confirming our position as best in Wales. We have introduced initiatives to recognise students as partners in the University and the success of our approach is reflected in these results.

The 2014 Research Excellence Framework recognised that 77% of our research is either world-leading or internationally excellent, ahead of the average for all UK universities, and ranked 39th in the UK (excluding specialist institutions). From the major contribution we make to improving healthcare and wellbeing, bilingualism, and protecting the environment, it is clear that the research carried out by Bangor University academics is having a major impact on the economy and the lives of people around the world.

We have recently launched a new research strategy to deliver an environment where the research community can thrive, supporting the existing areas of research strength, nurturing new research areas across all disciplines, and underpinning the research-informed teaching that is the foundation of our distinctive, high-quality teaching and student experience. We will work with businesses, governments and alumni to ensure that Bangor University maintains relevance to their needs and the needs of emerging markets, ensuring that we maximise our positive net contribution to the local and regional economy.

This plan sets out a strategic direction for Bangor University as a confident and successful University, which is able to think differently to identify challenges, risks and opportunities for all areas of our business.

More than 260 students have recently celebrated the opening of the strategically important Bangor College China, a joint venture between Bangor University and The Central South University of Forestry and Technology in Changsha, China.

We are embarking on an exciting and ambitious strategy for our estate, which is already underway with funding from the European Investment Bank. We are investing in a number of new developments including the Pontio centre which will have lecture rooms, social learning spaces, a theatre, cinema, innovation space and a new home for the Students’ Union; and the Marine Centre Wales in Menai Bridge. In addition, we are developing new student accommodation valued at £30m, we have redeveloped our sports facilities including a major upgrade to existing provision at Canolfan Brailsford, and are renovating the historic main University building. Upgrading teaching, research and accommodation facilities will ensure that future generations of students benefit from excellent academic facilities and a world-class student experience.

The University remains committed to the formation of beneficial strategic relationships in the region. Our commitment to the Strategic Alliance with Aberystwyth University will continue to be a key strategic theme for the University wherever mutual benefit can be identified and delivered. The University also sees significant advantage in further strengthening the relationship with the Betsi Cadwaladr University Health Board as a platform for building further collaborative strength in health and medical-related research and education.

Professor John HughesVice Chancellor

Bangor University

CONTENTS

2. BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020 3.BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020

3 VICE CHANCELLOR’S INTRODUCTION

4 OUR MISSION

5 OUR VALUES

6 - 7 STRATEGIC PRIORITY 1AN EXCELLENT EDUCATION AND STUDENT EXPERIENCEAim 1: Provide a distinctive, high-quality education

Aim 2: Deliver an excellent learning experience and environment, which provides the best possible opportunity for our students to succeed

Aim 3: Recruit students to a curriculum that is attractive and fit for purpose

Aim 4: Build increased engagement with education in communities across the region

Aim 5: Promote employer engagement and innovation and enterprise activities supporting student entrepreneurship and the creation of new enterprises by our students

8 - 9 STRATEGIC PRIORITY 2ENHANCING RESEARCH SUCCESSAim 1: Improve our research performance and position in league tables to be consistently recognised as one of the top-forty UK research-led universities

Aim 2: Create an environment in which excellent research activity can flourish

Aim 3: Build and sustain world-leading research areas and encourage the conduct of internationally excellent research across all fields

Aim 4: Increase the visibility and impact of our research activity within and beyond academia

Aim 5: Appoint, develop and reward the most able researchers whatever their career stage

Aim 6: Continue to increase postgraduate research student numbers, and explore innovative funding mechanisms to support interdisciplinary doctoral study

Aim 7: Foster a culture that values and promotes sustainability alongside business and enterprise activities

10 - 11 STRATEGIC PRIORITY 3AN INTERNATIONAL UNIVERSITY FOR THE REGIONAim 1: Ensure a unique Bangor experience for international students

Aim 2: Internationalise the Bangor curriculum

Aim 3: Promote and support outward mobility

Aim 4: Develop a global Bangor brand

Aim 5: Work in partnership

12 - 13 STRATEGIC PRIORITY 4WELSH LANGUAGE, CULTURE AND CIVIC ENGAGEMENTAim 1: Continue to enhance Welsh medium provision and Welsh language services

Aim 2: Promote Bangor as a city of cultural and intellectual innovation

Aim 3: Enhance the use of Welsh in the University and the region

14 - 15 STRATEGIC ENABLERSPeople: Enable leadership development and a high-quality staff experience

Resources: Deliver a financially sustainable university with high-quality physical resources

Governance & Management: Provide governance, management, support services, and business systems that are efficient and adaptable

Brand & Marketing: Develop a strong brand identity, with effective communication, marketing and fundraising operations

Sustainability: Deliver a financially, socially and environmentally sustainable University

OUR MISSIONA strong, confident institution recognised regionally, nationally and internationally as a centre of excellence for its varied portfolio of teaching and research, and for the unique, multicultural, inclusive experience it provides for its staff and students

OUR VALUES• We shall continue to build toward the goal of universal teaching excellence with the aim of ensuring that all our students leave the University as capable, creative and well-rounded global citizens with an understanding of the challenges and solutions required for a sustainable, resilient world.

• We shall continue to build a high-quality research base of international significance, nurturing existing researchers, supporting leadership and continuing to deliver strategies which ensure a strong foundation across our research disciplines.

• We shall focus on ‘putting knowledge to work’ by promoting greater overall understanding and awareness of the University. The skills of our students and staff, their expertise and the University’s facilities will be available for the benefit of the region. Whilst demonstrating the wider economic benefit and societal impact of our research we also learn from and share the knowledge that exists in our region.

• We shall continue to develop an international University for the region, promoting and exporting Bangor University and the region’s capabilities and values with continuing focus on international recruitment through productive partnerships, research and teaching collaboration and international experience.

• We shall strive to strengthen our position as the main provider of Welsh medium higher education and continue to play our part in realising the Welsh Government’s vision of a thriving, living Welsh language.

• We shall continue our emphasis on sustainability, aiming for an international and ‘best in class’ reputation for our commitment to sustainable development, setting short and long-term targets to integrate all aspects of sustainability into our daily operations.

• We shall ensure adaptable, efficient, responsive and effective corporate governance and administration, maximising our financial sustainability.

• We shall continue to ensure senior-level commitment to our strategic partners in Wales, in particular the Aberystwyth-Bangor Strategic Alliance and our collaborations with the Betsi Cadwaladr University Health Board. The University will deliver strong leadership, define clear aspirations and set effective targets in collaboration with senior colleagues in those partner organisations.

VISIONA Successful, International University for North WalesOur vision is to be a leading University with an international reputation for teaching and research, while fostering the intellectual and personal development of our students and staff, providing a supportive multicultural environment, promoting widening access and inclusiveness, and ensuring that our activities result in environmental benefit and social progress within a resilient economy.

Through our highly valued emphasis on the Student Voice and by working in partnership with the Students’ Union in the operation and delivery of the University’s activities, we will continue our emphasis on student satisfaction and on engaging students as partners.

Bangor is both the most Welsh in language and attitude of our universities, but also the most international in aspiration and intellectual quality, serving its community by raising its horizons of expectation.

Lord Dafydd Elis-Thomas, Chancellor of Bangor University

In developing a forward-looking strategy for the University, we must remember the values which have evolved from our rich history over the past 130 years. The University was founded as a direct result of a campaign from the communities of North Wales for higher education provision in the region. Established with significant local support, both financially and otherwise, the University continues to take pride in our role as a member of the community and our bilingual heritage.

The values that underpin our strategy are:• Providing a safe, welcoming and inclusive environment for our

student body, our staff and the community we serve.

• Delivering our mission with pride and self-confidence, ensuring we recognise the contribution we are able to make.

• Recognising the individuality of our offer to our students, and to embrace and value the diversity of our staff and students as well as the diverse approaches and methods that this engenders.

• Recognising that the breadth of our teaching and research activities provides the best platform from which to build with confidence.

• Valuing our position as part of a broader regional community and taking responsibility to ensure that we contribute positively to the economy, society, environment, language and culture of that region.

• Valuing the significant emphasis given to students as partners and continuing to nurture and strengthen the student voice.

• Contributing to the sustainability of the University, the region, and the world, not only in the context of our rich, natural environment, but also in terms of social cohesion, financial stability, and resource efficiency.

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BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020 BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020

Key Performance Indicators for Strategic Priority 1• Proportion of students who

are satisfied in the National Student Survey (NSS)

• Outcomes from Postgraduate Taught and Research Experience Surveys (PTES/PRES)

• Outcomes from module evaluation and other surveys

• Percentage of first and upper-second class degrees awarded

• Non-continuation following year of entry

• Progression and completion rates

• Percentage of graduates in work and/or further study

• Percentage of graduates in professional/managerial employment

• Student:staff ratio

• Conversion rates from application/offer to enrolment

• Average entry tariff of new students

• Number of students from UK low participation neighbourhoods, the bottom quintile of the Welsh Index of Multiple Deprivation, or Communities First areas

The University has a strong tradition of research-informed, student-focused teaching and learning, which is supported by innovative methods of delivery and assessment, a caring ethos, a strong sense of community, and a wealth of extracurricular activities. Our student experience ambitions are driven by a strategy developed with the student body that will enable the University to lead the sector in an approach that is founded on partnership-working with students.

We remain committed to working with communities in the region, who do not traditionally engage with further and/or higher education. This broad responsibility is embraced by the University and we continue to commit resources to delivering an environment where educational aspirations can thrive.

Aim 1: Provide a distinctive, high-quality educationWe will seek to consolidate our position as one of the top universities in Wales and in the UK in respect of the quality of our educational offer, aiming to equip students with the skills to fulfil their potential and realise their ambitions. We shall maintain a wide portfolio of programmes underpinned by research-informed teaching and/or professional practice.

• Deliver a consistent, high quality, intellectually stimulating teaching and learning experience

• Continually review the standards of assessment and feedback practice

• Embed the practice of students as partners in their education

• Improve student outcomes, including progression, retention, completion, and degree classification

• Ensure that robust quality assurance processes are embedded across all academic provision

• Provide a research-informed curriculum that promotes critical thinking and intellectual independence

• Develop our taught postgraduate courses

• Develop the Centre for the Enhancement of Learning and Teaching (CELT)

Aim 2: Deliver an excellent learning experience and environment, which provides the best possible opportunity for our students to succeedOur on-going commitment to deliver a unique and supported student experience will continue: our vision for each student is an experience that rewards them intellectually and academically and that enriches their life experience.

We are committed to enhancing the postgraduate experience and strengthening the postgraduate community, recognising the specific needs of our postgraduate student body.

• Continue to effectively induct all students to the specific requirements of their new learning environment

• Continued emphasis on students as partners through effective representation of all students in the University

• Work with the Students' Union to embed partnership-working with students across all aspects of the student experience

• Continue to enhance how we communicate with our students

• Continue to deliver high-quality pastoral support

• Continue in our commitment to provide an equitable educational environment, ensuring that an inclusive environment is maintained

• Continue to invest in an estate, facilities and services that are designed to offer our students the best opportunity to succeed

• Develop induction, representation, facilities and pastoral support for postgraduate students

• Continue to deliver a high standard of extra-curricular activities

Aim 3: Recruit students to a curriculum that is attractive and fit for purposeWe shall continue to ensure that our course provision is attractive to prospective students at all levels and from all backgrounds, with a profile that demonstrates a high-quality educational offer, a distinctive student experience, and a relevant, modern curriculum.

• Recruit students to annually agreed intake targets

• Continually review our academic portfolio to ensure that it demonstrates a unique and excellent offer

• Involve existing students in the processes which contribute to the development and relevance of the curriculum

• Ensure the development of our curriculum reflects our commitment to sustainable development and global citizenship

• Promote close collaboration between the University marketing teams and academic Schools

• Maintain responsive communications with potential applicants

Aim 4: Build increased engagement with education in communities across the regionThe University will continue to ensure that barriers to engagement with higher education are minimised, addressing the potential difficulties faced by members of the communities we serve, both prior to and during their studies.

• Continue to enhance the work of the University’s Widening Access Centre

• Continue to develop our understanding of the barriers to further and higher education faced by communities in the region

• Engage with people from the most economically underprivileged communities

• Continue to offer targeted financial support to students

• Recognise the importance of retention, and the additional challenges arising from widening access to higher education

• Cooperate with regional institutions, organisations and communities

Aim 5: Promote employer engagement and innovation and enterprise activities supporting student entrepreneurship and the creation of new enterprises by our studentsWe are committed to improving our graduates' long-term employability prospects through an education that meets the needs of business and employers.

• Engage with regional businesses and employers to understand their needs

• Establish an extensive portfolio of collaborative relationships between students and private, public and third sector organisations

• Increase the volume of activity of CPD and training activities for employers.

• Continue to support the Bangor Employability Award

• Increase the number and range of opportunities for gaining transferable experience

STRATEGIC PRIORITY 1 AN EXCELLENT EDUCATION AND STUDENT EXPERIENCE

6. 7.BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020 BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020

Key Performance Indicators for Strategic Priority 2• REF outcomes

• Number of academic staff submitted in the REF

• Number of 3* and 4* outputs

• Research income

• Research income from Research Councils

• Research Income per academic staff fte

• Success rate of applications for research funding

• Number of PhDs awarded

• Number of Doctoral scholarships secured

• Income from collaborative and contract research

We will improve our research performance and deliver an environment where the research community has the best opportunity to thrive at all levels, supporting the existing areas of research strength which form our “pinnacles of excellence”, and nurturing new research areas across all disciplines. We will devise a thematic framework to build a coherent narrative of the research interests across the institution and to ensure that our research contributes to European, UK and Welsh Government research priorities.

We shall continue to collaborate with Aberystwyth University and other key regional partners, to develop a common and joint approach to research enhancement, both in research activities and in supporting research.

We will include a strong emphasis on research which has commercial and applied potential to support regional economic and policy priorities, seeking to deliver innovation and expertise to the regional economy and beyond, whilst ensuring a direct research impact on the learning and teaching experiences of our students.

Aim 1: Improve our research performance and position in league tables to be consistently recognised as one of the top-forty UK research-led universities

The emphasis on quality and excellence will persist beyond REF2014 and we will continue building the platform and conditions upon which research excellence can flourish.

• Develop a process for managing an annual rolling assessment of research quality

• Develop and implement a strategy to manage Impact

• Encourage and resource open access publishing of research outputs

Aim 3: Build and sustain world-leading research areas and encourage the conduct of internationally excellent research across all fields

We remain committed to being a University that delivers research at a level that not only competes with research at other UK institutions, but also internationally. We shall aim to position all areas of the University’s research community as having the strength to be internationally significant.

• Target investment in areas of research strength

• Place significant emphasis on the development of individuals

• Ensure international quality research is a theme that works across and through the objectives, mechanisms and actions described in the University’s research strategy

• Actively develop and deliver fora and resources that nurture high-quality research questions

• Deliver effective strategic partnerships to enhance research quality and maximise potential

Aim 4: Increase the visibility and impact of our research activity within and beyond academia

Society, the government and funding bodies have been placing an increasing emphasis on how research can have a greater impact beyond academia. Our continued research funding rests heavily on its ability to demonstrate impact, and in addressing societal challenges. We aim to combine knowledge creation of international excellence with innovation to ensure all areas of our research make economic, social and cultural advancements.

• Develop university-wide strategies addressing impact, innovation and engagement

• Develop, deliver and implement highly effective policies and procedures for open access to research data and for open access publishing

• Reinvigorate public engagement with the University’s researchers through inaugural and public academic lectures

• Promote and encourage academics to engage in policy-making, dissemination and to engage with commissioning bodies

• Collaborate with key research partners

• Increase the volume of industrially sponsored research

• Use research impact metrics and case studies of work with industry to demonstrate our contribution to sustainability

Aim 5: Appoint, develop and reward the most able researchers whatever their career stage

The greatest gains to research productivity can be made by investing in and developing the staff we already employ from early career researchers through to long-established academics. Targeted investment in areas of strategic importance and significant research areas with international potential will meet the goal of establishing world-leading research areas within Bangor University.

• Identify researchers with leadership potential and support their development

• Ensure that all new appointments reflect University research priorities, and national and international research agendas

• Implement the Researcher Concordat principles

• Provide support for researchers and research careers through a career development-planning pathway

• Deliver a mentoring scheme for publications and grant applications

• Establish a fund which will invest in and attract high-quality early career researchers

• Encourage early career researchers to engage with initiatives such as the Welsh Crucible

• Apply the principles of the Athena SWAN Charter and the Gender Charter Mark

• Target recruitment best aligned with our strategic research collaborations

Aim 6: Continue to increase postgraduate research student numbers, and explore innovative funding mechanisms to support interdisciplinary doctoral study

We will develop a more coherent approach to research postgraduate training and supervision, realising our potential as a world-leading provider of research postgraduate training through a cross-university Doctoral School to share and promote best practice and actively and coherently manage student supervision, training and progression.

• Deliver College-based Graduate Schools

• Ensure coherent engagement with the Graduate School models across academic and support structures

• Ensure, through the Graduate Schools, a strategic approach to securing doctoral studentships

Aim 7: Foster a culture that values and promotes sustainability alongside business and enterprise activities

The University has a strong commitment to the environmental, economic, social and cultural well-being of Wales and the wider world. We have a long-standing track record for delivering high-quality and award-winning business support, focused on inspiring innovation, improving performance and promoting sustainability.

• Develop an extensive portfolio of collaborative relationships with private, public and third sector organisations

• Establish Bangor as a leading University for pioneering and innovative business & enterprise activities

• Ensure that business and enterprise are embedded across the breadth of academic activities

• Maximize the societal impact of Bangor University activities

• Provide spaces for “learning from each other” and a platform for showcasing good practice

• Enhance Student, Staff and Community experience of Action Research (“learning by doing”)

STRATEGIC PRIORITY 2ENHANCING RESEARCH SUCCESS

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Glyn Davies ©

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Aim 2: Create an environment in which excellent research activity can flourish

Enhancing the research environment will be reflected in our success in obtaining high-quality grant income to ensure growth. We need to be in a position to submit stronger funding applications and provide resources for the very best quality of research and infrastructure.

• Deliver a research and enterprise support service that provides streamlined, targeted and high-quality services

• Nurture and develop broad and strong strategic collaborations

• Target the highest quality funding opportunities

• Ensure the research application process is robust and effective and incorporates peer review and/or mentorship processes

• Embed sustainable development considerations into the research application process

• Review reward mechanisms to incentivise and motivate researchers

• Improve the overall quality of research outputs

BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020 BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020

Key Performance Indicators for Strategic Priority 3• Number of international

applications received

• Fee income from international students

• Number of incoming exchange or semester/year-abroad students

• Number of outgoing exchange or semester/year-abroad students

• Number of students studying for Bangor awards based wholly overseas

STRATEGIC PRIORITY 3AN INTERNATIONAL UNIVERSITY FOR THE REGION

Aim 1: Ensure a unique Bangor experience for international students

Quality will continue to be at the heart of Bangor’s international education offering and a unique positive Bangor experience will permeate into all aspects of international student life.

• Engage with the international student body to ensure that their views are heard

• Ensure parity of student experience for international students

• Work with academic and service staff to communicate the needs and expectations of international students

• Promote the full engagement of the international student body

• Support innovative approaches to enhancing the international student experience

Aim 2: Internationalise the Bangor curriculum

Recognising that the internationalisation of our curriculum is a crucial part of our international strategy, we shall make our programmes more relevant to international students and increase the global awareness of staff and students.

• Deliver a cross-institutional approach to continue to enhance our curriculum

• Continue the International Curriculum Enhancement Programme

• Secure international recognition of established and developing progress

Aim 3: Promote and support outward mobility

We shall encourage and support the outward mobility of staff and students, recognising this as a highly valued opportunity to broaden the experience of our staff and students through international engagement.

• Enhance the skills and knowledge of the institution through effective international engagement

• Promote and generate opportunities for staff in service teams and academic teams to engage internationally

• Sustain, or where possible increase, the numbers of staff and students engaging in international exchanges

• Promote and embed a policy to support the objective of increasing international and intercultural engagement

Aim 4: Develop a global Bangor brand

We shall continue to develop the University’s international brand in international markets with a consistent marketing strategy, supported by research activity and targeted collaboration.

• Maintain and deliver an effective brand

• Work closely with the University marketing teams and Schools to deliver consistent targeted marketing campaigns

• Work closely with the University Alumni Office and international alumni in support of international networking

Aim 5: Work in partnership

We shall continue to enhance international student recruitment through partnerships and collaboration, delivering a centrally coordinated approach to maximise the collaboration potential of any partnership whilst ensuring standardised quality assurance procedures.

• Work closely with relevant academic Schools from partnership initiation in order to support an ongoing review process

• Continue to evaluate and, where appropriate, deliver new approaches to international provision including transnational education

• Continue to engage strategically with teams delivering and enhancing teaching quality at the University

• Deliver a continuous review of all international and transnational provision

Bangor University has the ambition to be a leading international higher education provider and to give our own students the intercultural expertise demanded in the global economy.

We shall continue to develop our international reputation, to offer high-quality international education, to integrate international students with domestic students, and to provide a relevant modern curriculum that is locally situated but globally applicable.

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Key Performance Indicators for Strategic Priority 4• Number of lectureships

funded through Coleg Cymraeg Cenedlaethol

• Number of students studying more than 5 credits through the medium of Welsh

• Number of students studying more than 40 credits through the medium of Welsh

• Number of Welsh-speaking students recruited

• Number of Welsh-speaking academic and administrative staff

• Level of attendance at designated public events

Aim 1: Continue to enhance Welsh medium provision and Welsh language services

Bangor University offers a wide range of modules and degree programmes through the medium of Welsh or bilingually, at both undergraduate and postgraduate levels of study. Our comprehensive Welsh Language Scheme ensures that students can access services in Welsh and that Welsh and English enjoy equal status in all aspects of University life.

• Further promote our Welsh medium provision to prospective students

• Increase engagement with Welsh medium provision amongst undergraduate and postgraduate students

• Further extend the range of Welsh medium modules available to students

• Further promote and develop the support offered to students to maintain or improve their Welsh language skills

• Further promote the University’s bilingual services to students

• Facilitate University-wide social activities to bring together both fluent Welsh-speaking students and Welsh learners

• Work with Aberystwyth University to deliver an effective and coherent regional approach to Welsh medium provision

• Enhance Welsh medium training opportunities for postgraduate students

• Develop knowledge transfer opportunities with Welsh language organisations

• Further develop Welsh medium training and work experience opportunities

• Continue to support and enhance the University’s lively Welsh language culture

Aim 2: Promote Bangor as a city of cultural and intellectual innovation

Through the Pontio project, we have embarked on a new level of commitment to our cultural and engagement activities, which is not only limited to traditional perceptions of culture and the arts, but which also embraces the innovation and research endeavours and resources of the University.

• Present and co-produce a high-quality cultural, performing arts and film programme, proactively giving a voice to Welsh culture and language through the arts

• Place arts and culture at the centre of regional life through the highest quality professional theatre, concert hall, studio and cinema facilities

• Encourage our research community to evidence the impact of its research through exciting, engaging and informative means

• Build engagement between our academic community and local communities, with the aim of stimulating new academic, creative and commercial endeavours

• Collaborate with performing arts and cultural venues, professional companies, agencies, individual artists and community groups

• Provide an access point into the wider University and a showcase of the wider University's capabilities and assets

• Contribute to the formation of a cultural quarter along with other assets and stakeholders such as the Gwynedd Museum

• Continue to work in partnership with the Students’ Union to support the ‘Love Bangor Partnership’

Aim 3: Enhance the use of Welsh in the University and the region

Through Canolfan Bedwyr, the University has developed high-calibre expertise in the development and provision of support for those engaging with and using the Welsh language, creating an environment in which the language can thrive.

• Increase the overall use of the Welsh language in the University

• Contribute to sustaining and enhancing the use of the Welsh language in the region

• Continue to increase the number of Welsh medium teaching and research staff

• Continue to set the benchmark for Higher Education Institutions in Wales in terms of the delivery of bilingual services

STRATEGIC PRIORITY 4WELSH LANGUAGE, CULTURE AND CIVIC ENGAGEMENTSince its development in 1884, the University has a tradition of integral links with its local community. Our identity is inextricably associated with our location and we play a leading role in the Welsh culture and economy and in fostering the Welsh language. We are the leading provider of higher education through the medium of Welsh, in terms of volume, breadth of courses and expertise, and we are also the sector's standard bearer for Welsh Language services and support.

The University has a responsibility to contribute more widely to the cultural wealth of the region we serve, a responsibility we are embracing through significant investment in facilities and people to create an artistic programme of the highest quality which is innovative, ambitious and one which resonates with and is relevant to our communities and audiences.

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BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020 BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020

Key Performance Indicators for Strategic Enablers• Cost of administration

per student FTE

• Staff satisfaction survey

• Number of PDRs undertaken

• Sickness absence levels

• Staff development participation

• Energy and water usage, waste, recycling and CO2 outputs.

• Liquidity days ratio

• Operational surplus/deficit

• Pay costs as a % of income

• Premises costs as % of total spend

• Gender balance of Task Groups, Committees and Council

STRATEGIC ENABLERS

PEOPLEEnable leadership development and a high-quality staff experience

People are our key resource and the University is committed to a fair and inclusive environment for staff, making us an employer of choice by supporting staff to reach their full potential and valuing the contribution of all equally.

• Develop a sustainable workforce

• Ensure that staff have the skills, knowledge and capability to undertake their responsibilities

• Maintain effective staff relations

• Develop leadership capacity and capability

• Continue to develop policies and strategies to ensure that the University is a fair and inclusive environment for staff

• Provide a working environment that supports staff well-being

• Continue to develop efficient and innovative HR systems

RESOURCESDeliver a financially sustainable university with high-quality physical resources

Our financial strategy strikes a balance between generating surpluses and enabling significant infrastructure investment. A transformational programme of building and refurbishment will ensure that all our buildings are of a high quality and that we enhance the infrastructure for teaching and research.

• Generate a sufficient liquidity ratio to mitigate against cash-flow risk

• Generate strategic funding that is responsive to in-year investment needs

• Maintain pay as a proportion of income in line with sector norms

• Develop and implement a revised planning and budgeting cycle

• Incentivise positive behavioural change by recognising and rewarding good financial stewardship

• Develop and implement a new Estates Strategy

• Use European Investment Bank funding to deliver an agreed capital development programme

GOVERNANCE & MANAGEMENTProvide governance, management, support services, and business systems that are efficient and adaptable

In order to adapt successfully to the rapidly changing HE environment we will have a coherent strategy, be speedy in our decision-making, and cultivate innovation. We are committed to delivering continual improvement in governance and management arrangements.

• Continually review the University’s strategy to ensure that it remains fit for purpose and is responsive to the changing HE environment

• Continually review administration processes and business systems

• Continue to develop regional strategic collaborations

• Improve the quality of management information to underpin effective decision-making

• Continue to promote active engagement by Council members and enhance the information provided to the Council

• Ensure that the University Council and its Committees and University Task Groups are representative in terms of skills, gender, and bilingual capabilities

• Maintain effective senior-level commitment and engagement to regional partnerships

BRAND & MARKETINGDevelop a strong brand identity, with effective communication, marketing and fundraising operations

Our marketing focus will be local, national and international, and we will build an increasing level of trust that will enhance our reputation and make Bangor the University of choice for a wide range of people.

• Develop an overarching proposition that will underpin the Bangor brand and will be used to enhance the strategic positioning of the University

• Expand the range of relationships entered into by the University

• Continue the development of an internal communications strategy

• Ensure that new on-line and digital communications channels are fully used

• Continually develop our fundraising capacity

• Continue the development and maintenance of beneficial relationships with alumni, current and former staff members, parents of current and former students, charitable trusts and foundations, corporations, and friends of the University

SUSTAINABILITYDeliver a financially, socially and environmentally sustainable University

We aim to become, in all aspects, ‘the Sustainable University’. Our ambition embraces not only the infrastructure and operation of University sites and operations, but also how the University plans for growth as well as our role for Wales and beyond.

• Establish a high-profile corporate focal-point as the face of sustainable development at the University

• Co-develop a sustainability action plan

• Embed sustainability across our functions to integrate all aspects of sustainability into our daily operations

• Conduct a programme of sustainability reviews across all Colleges and Service Departments

• Develop a globally recognised sustainable reporting framework

• Ensure clear, concise audience-appropriate messages on sustainability

• Engage with businesses and other organisations on sustainable business development and resource efficiency

• Reduce the University’s carbon footprint

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BANGOR UNIVERSITY STRATEGIC PLAN 2015 - 2020