This newly refreshed RGU strategy recognises all that is good that has been achieved in RGU, and it also points us to new opportunities and new projects that will make the university known nationally and internationally.

Garthdee CampusA Clear Future

RGU's mission

RGU’s mission is to transform people and communities.  It does this by ensuring that our discovery of knowledge and our dissemination of scholarship have the greatest possible economic, social and cultural impact.

RGU’s vision

RGU aspires to be recognised, in Scotland and beyond, as a distinctive university leading and shaping the debate on the future of higher education and placing students at the centre of the education it offers. It will be known for the impact of its teaching, scholarship and translational research, the employability of its graduates, its influence in the region and nation, its growing global profile, and its strong interdisciplinary focus on a small number of key questions and issues of concern to the local and global community. It will achieve its goals in partnership with academic, voluntary, public and business organisations that share its ideals and aspirations.

The university will enter the global university rankings, diversify and secure its income and resources, and enter into close collaborative agreements with key strategic partners.

RGU will be a model university of the future and will shape its own culture, practice and organisation accordingly.

RGU’s key strategic aims

In order to achieve our vision, we will commit ourselves to a set of key strategic aims:

  • Teaching and learning: inspire all individuals to achieve their maximum potential and excel in the world of tomorrow.
  • Extending access to learning: enable individuals to achieve their ambitions throughout life whatever their circumstances.
  • Student experience: support students and graduates to enjoy and prosper within a vibrant learning community.
  • Research: be recognised for our contribution to the growth of innovation through advancing internationally excellent translational research in our areas of strategic focus
  • Commercialisation: harness our intellectual and physical assets so they generate value to the economy and are profitable to the university.
  • The regional community: contribute to and be an active leader in the development of the regional community.
  • Partnerships: secure strategic partnerships with a small number of globally recognised universities and companies that will support the university’s key ambitions.
  • Our university: empower staff and students to develop a strong and engaged community.


A Clear Future - for a leading university in a new era (PDF 340KB)

Key Performance Indicators

The university has developed 10 key performance indicators (KPIs) to assist in monitoring the implementation of its strategy as articulated in A Clear Future for a leading university in a new era.

The current list of KPI's are:

Learning and Teaching

  • KPI 1: Performance in the HESA success rate of Scottish domiciled undergraduate entrants against the Scottish sector average
  • KPI 2: Performance in the Destination of Leavers in Higher Education survey (employability)

Extending Access to Learning

  • KPI 3: The proportion of Scottish-domiciled undergraduate entrants from the 20% and 40% most deprived postcodes
  • KPI 4: Headcount of and revenue from non-SFC funded students

Student Experience

  • KPI 5: Overall Student Satisfaction as measured through the National Student Survey (NSS)


  • KPI 6: The university’s research income as reported in the financial statements
  • KPI 7: The quality of the university’s research as measured by citations

Regional Community

  • KPI 8: Each year, shape debate and decisions on issues affecting the region

Our University

  • KPI 9: The commitment of staff as measured through the Staff Commitment Survey
  • KPI 10a: Earnings before Interest and Depreciation (EBID) from publicly funded activity as reported in financial statements
  • KPI 10b: Earnings before Interest and Depreciation from non-publicly funded activity as reported in financial statement
  • KPI 10c: Cash generation from operations

The most recent annual report on the progress of this is available:

Annual Report of Progress 2014 - 15 (PDF 360KB)

Outcome Agreement

All higher education institutions in Scotland are required to enter in to an Outcome Agreement each year with the Scottish Funding Council (SFC).

The Outcome Agreement covers a 3 year period and is reviewed and updated each year, following guidance issued by the SFC. The purpose of the Outcome Agreement is to demonstrate how each institution will contribute towards the SFC’s achievement of its objectives.

The SFC issues guidance about specific national performance measures.

These are grouped into 5 priorities:

Priority 1 – Widening Access: Learning that is accessible and diverse, attracting and providing more equal opportunities for people of all ages, and from all communities and backgrounds

Priority 2 – High Quality Learning and Teaching: An outstanding system of learning that is accessible and diverse where students progress successfully with the ability, ideas and ambition to make a difference

Priority 3 – World-leading Research: World-leading universities, nationally and internationally connected with a global reputation for their research

Priority 4 – Greater Innovation in the Economy: A national culture of enterprise and innovation leading to a more productive and sustainable economy

Priority 5 – High Performing Institutions: A coherent system of high-performing, sustainable institutions with modern, transparent and accountable governance arrangements

View the Outcome Agreement for the academic years 2017-18 to 2019-20 (PDF 519KB)

Previous Outcome Agreement

Outcome Agreement 2016-17 to 2018-19 (PDF 668KB)

Outcome Agreement 2015-16 to 2017-18 (PDF 304KB)

Outcome Agreement 2014-15 to 2016-17 (PDF 175MB)

Gender Action Plan

The Gender Action Plan sets out the actions the University will take to address gender imbalance in certain subject areas and to address the gap between male and female participation in undergraduate study.

Gender Action Plan (PDF 308KB)

Contact Details

Dr Duncan Cockburn
Director of Planning and Policy Development 
Tel: 01224 262194

Policy Team

Mr Ian Croft
Policy Officer
Tel: 01224 262076

Miss Emily Whitters
Policy Officer 
Tel: 01224 263164

Planning Team

Mrs Yat Sandilands
Planning Coordinator
Tel: 01224 262066

Mr Andrew Munro
Planning Analyst 
Tel: 01224 263167

Business Intelligence Team

Mrs Alison Watson
Strategic Projects Coordinator
Tel: 01224 262157

Mr Rob Goss
Business Intelligence Analyst 
Tel: 01224 263187

Office of the Principal and Vice-Chancellor
Garthdee House
Robert Gordon University
Garthdee Road
AB10 7QB

  • Enabling Strategies

    The university has also developed four enabling strategies to support its strategic plan.

  • Strategic Statements

    To make our strategy accessible to our different stakeholders we have developed a series of strategic statements.