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Annual
Report 2004/5In August 2004 the University launched its new Corporate Strategy for the
next 5 years. This marked the beginning of an exciting journey, which aims
to position the
University at the heart of our city and the region. After a year-long process
of consultation with our students, staff and key stakeholders (regional
and national), what emerged was a plan that marks a significant moment in
our history. The University has made a commitment to deliver on the strategy,
and will do so by the development of some key components of the Corporate
Strategy.
In order to deliver an 'enhanced' student experience, the University announced some exciting plans for the re-development of the main campus. Plans include: the building of a new Institute of Cancer Therapeutics; a 400-seat lecture theatre; a 1,000-seater conference facility; an Atrium at the front entrance of the Richmond Building; a peace garden; and the creation of eco-friendly halls of residence. The University expects to invest £75million over the next 10 years, helping to boost the campus and the district's economy.
We have set out a clear agenda for financial stability. The Higher Education market is fast changing; student expectations are greater now than ever before. Our Financial Strategy sets out a plan to increase our annual surplus to allow further investment and to increase the amount of money gained from external grants and contracts.
A key strategic aim for the University is to be at the 'heart of its communities'. In 2005 the University announced the creation of the 'Centre for Community Engagement'. This Unit is supported by the University and the Higher Education Investment Fund. The Unit will develop and facilitate interaction with voluntary and community organisations, and help them to access the resources and expertise from within the University.
Our staff, both academic and support, play a vital role in the future of the University. The Human Resources Strategy for the next 5 years aims to enhance our leadership and management capacity, ensure that staff are equipped with the necessary skills to benefit from working in a diverse environment, and finally to put into place programmes that reward excellence in performance. Our Aim for 2005 was to retain our 'Investor in People' award and to continue to support activities that ensure we retain this award for years to come.
The University will aim to include 'Working with others' key skill modules within the design and delivery of all our taught programmes. Our E-Strategy will ensure that the University adopts the benefits of any technological advances, such as wireless networks and campuses, e-learning, and the use of any ICT application that will encourage our students to communicate in today's 'Information Age'.
The University will continue to play a vital role in the regeneration plans of the Bradford District. Our Corporate Strategy sets out our agenda to not only be a partner, but also to drive growth and change. Our key contribution will be to make sure our Knowledge Transfer agenda benefits the needs of local businesses and to support new business start-ups.
Our Corporate Strategy emphasises the importance of leadership and direction. In order for us to deliver on this promise, key appointments were made in 2004 that would ensure the University delivers through leadership and vision. Professor Jeff Lucas was appointed to the position of Deputy Vice-Chancellor and will become directly responsible for ensuring that our Corporate Strategy is monitored effectively and delivered.
Other appointments include: Professor Phil Coates appointed to Pro-Vice Chancellor - Research, Innovation and Knowledge Transfer, Professor Rae Earnshaw ppointed to Pro-Vice Chancellor - Strategic Systems Development/e-Strategy and Professor Geoff Layer to Pro-Vice Chancellor - Learning and Teaching.
In addition to this, Janet Jones was appointed as Director of Human Resources, and Clive Wilson as Director of Estates and Facilities.
