We had a new VC early last year and, as a new broom sweeps clean(er), he has worked with the management team to propose a new University Strategy, which focuses on three key areas: https://staff.shu.ac.uk/Documents/Strategy%20-%20final.pdf
Leading Locally and Engaging Globally
There’s a top ten priorities for the next 6-12 months that I have identified some areas that I will be specifically involved with:
5 Drive long term improvements in the educational health of the region by working with partners to improve attainment and aspiration from early years through to further and higher education.
- Engaging with college visits – tours of the library; pre-arrival information
- sheffield College induction 1st November 2016
6 Strengthen our leadership role in the region by:
c. Creating a high quality and efficient Degree Apprenticeship portfolio, embedding the University’s position as the leading Degree Apprenticeship provider.
- Engage with new apprenticeships in terms of providing resources, skills training and support for students and staff – this may mean a reappraisal of our skills offer, as these students will have different needs, backgrounds, level of skills and knowledge.
7 Develop as a globally connected and influential university by integrating an international perspective into the curriculum and wider student experience, and strengthening our international partnerships.
- Develop and deliver webinars for DL students – this has been discussed at the meetings I have had with course leads re the new skills offer. Need to take up early Sem 1 17/18
Other priorities I can have no direct input although my role will support the wider university context in terms of student satisfaction. I will endeavour to engage with these wherever possible – the VC is running a series of road shows that I unfortunately cant physically attend but one of them is being videoed so I will watch that when it becomes available. I’ve attached the top ten priorities annotated document to this post.
I think the strategy will be of benefit to the University, however I have experienced much in nearly 30 years of working for Public Sector (including the Compulsory Competitive Tendering introduced in the late ’80s which was the effective death-knell for community services) and I am always slightly cynical about the reasons for this type of sweeping strategy. Obviously the new VC wants to make the job his own and stamp his mark. It will also inevitably mean a restructure at some point in the future – impact on job roles, security and longevity unavoidable, methinks…As to my role, hoping that getting my Chartership will help if I have to reapply for my job…