Strategy and Planning

Robert Gordon University has an excellent reputation for learning and research for the real world and is highly valued in its local community by students and employers alike. This is a solid foundation upon which to build for the future.

A Clear Future

Our Strategy

Robert Gordon University's strategy for the coming years was agreed in September 2007 and refreshed in 2009. It sets out six key strategic priorities for everyone working at the University and it also identifies ways of achieving them.

Our Strategic Priorities

Student experience: Enrich the all-round experience of our students through their engagement with the University

Teaching and learning: Enhance the quality and relevance of our taught provision

Access for all: Increase the diversification of our student population

Learning through life: Expand our provision of corporate programmes and life-long learning opportunities

Research and commercialisation: Focus and concentrate our research and knowledge transfer societies

Secure our economic and environmental sustainability

Further information for staff is available on the Strategy and planning intranet web pages

Critical Success Factors & Key Performance Indicators

In order to achieve our strategic plan, we have assessed the factors that will be critical to our success and we have also established 6 Key Performance Indicators (KPIs), which will be used to assist in the monitoring of the overall performance of the University.

Critical Success factors

Sustain our Scottish Funding Council (SFC) and international student numbers in a more challenging, competitive environment

Generate a major revenue stream from business interaction activities for the value that we add

A relentless focus on quality which will help to maintain and develop our reputation – an excellent student experience from first point of contact through every interface we have with students

A focused research portfolio which underpins teaching, is of international standing and is financially sustainable

A work force which is committed, resourceful and effective Facilities and resources which are fit for purpose and affordable

Continued financial health

Key Performance Indicators

KPI 1: Level of total SFC teaching funding and proportion of total SFC teaching allocation compared with previous years

KPI 2: Level and geographical sources of income from international students compared with previous years

KPI 3: Net financial contribution from business interaction over time

KPI 4: Level of research grant and contract income and % full economic cost recovery over time

KPI 5: Net surplus, current ratio and borrowing over time

KPI 6: Consistent high performance in national league tables.

University Implementation Plan

The University Implementation Plan is prepared for the start of each Session and is used to drive forward key institution-level activities to assist the achievement of the University's strategic priorities.

The Strategic Planning and Resources Group is collectively responsible for oversight of, and contribution towards, the delivery of the key strategic actions contained within the University Implementation Plan.

The University Implementation Plan for academic year 2011/2012 was approved by the Board of Governors at it's meeting in September 2011.

A INCOME GENERATION

1 Secure SFC teaching funding in the most efficient way

a Review and optimise the course portfolio and student number targets in order to secure the maximum SFC teaching funding.

b Achieve targets identified in SFC wider access Outcome Agreement relating to :

Articulation
Regionally coherent access and employability
Access to Creative Education in Scotland

2 Sustain international student population and continue efforts to diversify the geographical base

a Ensure successful launch and implementation of International College at Robert Gordon University with Navitas. Continue to coordinate marketing activities for subsequent growth.

b Review, develop, in consultation with faculties, and implement an updated international marketing strategy to sustain and diversify our international student population.

c Review and further develop our portfolio of courses attractive to international students.

d Complete exploration of potential for in-country delivery in India

3 Develop income generating business interaction activities that are profitable, sustainable and enhance the University’s reputation

a Develop, gain approval for and deliver against a revised business plan, targets and key performance indicators for income-generating business interaction activities.

b Support and develop staff to deliver to corporate clients and enhance staff resource base in high demand subject areas, as appropriate.

c Complete review and implementation of new procedures and processes to support business interaction and work closely with the new Business Development Services and Faculties to ensure that turnaround time is increased and transaction costs are reduced.

4 Develop the ability to succeed in the market for life-long learning, meeting individual needs for CPD and corporate needs for workforce development, particularly through the development of the University’s ODL capabilities and products

a Implement RGU: Professional

b Develop, in consultation with external bodies or organisations, CPD provision to meet individuals’ professional requirements e.g. Remote Health Care, GP Practices.

5 Grow research income

a Develop, gain approval for and deliver against a business plan, targets and key performance indicators for externally funded research activities.

b Undertake a range of activities to support staff in securing increased research income through staff development and pilot projects.

c Co-ordinate the University’s preparations for the REF submission to optimise performance and return.

6 Other income generation

a Launch a philanthropic fundraising campaign and put in place arrangements to deliver against agreed targets.

B BUSINESS EFFICIENCY, EFFECTIVENESS AND IMPROVEMENTS

a Continue to pursue and implement enhancements to the student experience through improved effectiveness of teaching and learning within constrained resources.

b Launch the Institute of Smart Media and consolidate and re-profile teaching of current digital media activity across the School of Computing and Gray’s School of Art.

c Conclude discussions with Aberdeen University regarding Institute of Engineering and manage the consequence thereof.

d Implement the University’s Internationalisation Plan.

e Progress campus Masterplan development in accordance with agreed programme.

f Undertake a series of measures to enhance the sustainability credentials of the University and reduce its energy and associated costs.

g Implement the findings of the Strategic Placement Review.

h Complete review of IT service provision and undertake restructuring and refocusing as appropriate to successful delivery on both an operational service and a technology and systems development fronts.

i Continue to refresh the current workforce model to identify where improved effectiveness can be achieved and opportunities for further efficiency gains.

j Enhance the provision of business information to support academic planning and monitoring eg: course portfolio, consolidation and the nursing contract, the attribution of funded numbers between subject areas and between UG / PG and FT/PT activity.

k Prepare for and manage the Enhancement Led Institutional Review including the submission of a comprehensive reflective analysis and well-prepared engagements with reviewers.

l Continue to monitor the changing funding environment for HE in Scotland and more widely in the UK and make representations as appropriate. Keep financial plans up to date to incorporate the effect of any changes and advise senior management and governors accordingly.

Contact Details

At Robert Gordon University, Faculties, Schools and Support Departments are responsible for preparing their own individual plans, within the context of the University's Strategic Plan 'A Clear Future'.