UNIVERSITY OF EXETER
STRATEGIC PLAN TASK AND FINISH GROUP
MISSION AND VALUES CONSULTATION KEY THEMES
Q1) What does ‘creating a world-class university together’ mean to you?
Theme
The term 'world-class' should be
seen in a more holistic sense of all
Schools, Services and the
community, in addition to
infrastructure and facilities. This
interpretation generated the most
sense of ownership from staff. Even
though not easily definable, the term
demonstrates a general ambition to
be better.
World-class’, if measured in terms of
international league tables could be
low in meaning and counter
productive given some of the
performance indicators used. Strong
agreement that being in the UK top
10 is more meaningful. The majority
of staff preferred the approach of
working to consolidate the
University’s position as a UK top 10
institution whilst working to improve
international awareness of the
University of Exeter brand.
Details
*Excellence in education was the first marker mentioned by students and most staff. This
would mean increased contact hours and a commitment to use Academic teaching and
research staff in each year of a degree course. * Excellence in international research.
This would include having a varied research portfolio, which might not necessarily align
with government research grants. It would also require better management of teaching
hours for those expected to meet research targets.* World-class campus facilities across
all campuses, which would attract the best staff and students. * World-class hard and
soft infrastructure to provide world-class support. In an international working
environment, IT services were particularly highlighted.* World-class connections with the
local community, the region and international partners.* Recruitment and retention of the
best staff and students. In particular, recruiting the best post-graduate students* Worldclass professional services staff, who would be an example of good practise and
innovation to external institutions.* Better pastoral care for students * Building a
community where everyone is equally valued and engaged in the mission to be better.
International leagues tables use different metrics to UK league tables. To date they
excluded any measures of student satisfaction and failed to capture the educational
aspects of universities. In contrast they focused on research as measured by academic
peer review, citation indices, publications in specific journals and counts of faculty and
alumni who had won the Nobel prize. It was felt that following these metrics would not
necessarily lead to improving educational standards and may even have a detrimental
effect on current performance, if resources were focused purely on improving the
International metrics.
Alternate view.
The term could be seen as too
generic to be meaningful, as it
does not describe any specific
goals. Further definition of what
we mean by the term ‘world-class’
is necessary.
International students may use
International league tables just as
UK students refer to the UK
versions.
Please note, this is a general description of the key themes which have emerged from the Strategic Plan consultation process to date. It does
not seek to capture every individual view expressed.
Q1) What does ‘creating a world-class university together’ mean to you?
Theme
There was agreement that ambition
to be better is positive.
Details
The majority of staff held the view that to stand still is to go backwards, so constantly
striving to be better is a necessary strategy.
The term 'together' must be backed
up with actions if the University is to
pursue the goal of becoming worldclass.
Given the extensive publicity of the DARO campaign, some staff members at the
Streatham campus felt frustrated by the phrase, as it seemed to be a 'top down' initiative
which they knew little about. Equally, some members of staff at the Cornwall campus felt
the word 'together' did not reflect their experience of their involvement in the University's
strategies.
Due to recent structural changes, some staff expressed a sense of disempowerment at
department level. The issue of families and networks was mentioned in every group. It
was felt that many of these networks have been disrupted. In order to restore a
productive, positive working environment, work must be done to re-establish and
stabilize these networks. It was suggested that a trust environment must be rebuilt and
the broader goals of the University must be better communicated to more junior staff.
Removing the obstacles to
excellence.
It was also agreed that the University certainly has the potential to become world-class,
however it was felt by many staff, in particular academic staff, that sometimes there are
obstacles in the way to success. There was an acceptance that target setting was
reasonable, however more support was required to achieve those targets. Examples
given included innovative interdisciplinary course suggestions being turned down due to
an unwillingness to organise the resources needed and teaching work load jeopardising
research targets.
Alternate view.
Concerns were raised regarding
the pace of any possible
changes. Questions were raised
regarding how the University's
ambition to become a world-class
University would be financed.
Some groups considered that
maintaining a ' Top 10'
performance should be prioritised
over pursuing goals which may
be difficult to sustain long term
Some staff expressed the view
that the University has a very
open, accessible management
team, which is not always the
case at other institutions.
Others articulated examples of
innovation they had led or
observed which demonstrated to
them that whilst certain issues
needed attention, in some cases
the obstacles were perceived as
more substantial than was the
case.
Please note, this is a general description of the key themes which have emerged from the Strategic Plan consultation process to date. It does
not seek to capture every individual view expressed.
Q2) How would you recognise if Exeter became a world-class university?
Theme
Details
When Exeter has the confidence to
It was suggested that a truly world-class institution has no need to declare that it is
establish its own identity.
world-class. There was general agreement that despite current achievements, the
University might be lacking a sense of confidence. Some staff suggested that the
University should have the confidence to innovate and assess our own performance in
more qualitative terms rather than pursuing league table advancement and quantifying
success through a peer group.
Through recognition of world-class
research, demonstrable through
journal publications and
collaboration agreements with other
world class institutions.
When all campuses enjoy world
class facilities, infrastructure and
resources
A point was made at Tremough regarding the fairly consistent NSS scores despite the
difference in campuses. It was felt that students often were not aware of what they may
be missing in terms of campus facilities when studying at Tremough. It was commented
that this was not the case with staff members. When recruiting staff from other top
institutions to Tremough, it was said that staff had commented on issues with facilities
and infrastructure (in particular general campus services, space issues and IT
infrastructure).
When the value of an Exeter degree
is recognised globally
This would be quantified by international graduate employers targeting Exeter, and
possibly through the level of fee which International students would be willing to pay for
an Exeter degree.
It should be noted that all student responses were primarily interested in their
department's performance, rather than the University as a whole.
Although this relates to entry standards, several academic members of staff also
mentioned the type of student that Exeter seems to attract. Some commented that worldclass institutions would have a more varied student body. In attracting (and possibly
supporting) the best and brightest students from varied backgrounds, a more competitive
atmosphere would be created.
When each department becomes
1st in the UK league tables
When the calibre of student
improves and the University can
attract and retain the best post
graduate students over our
competitors.
Alternate view.
Many staff accepted that an
improved performance in league
tables has undoubtedly helped
the reputation of the University
and they have enjoyed the
success.
Arguments were made that we
should not look to replicate one
approach across our 3 campuses.
Rather, each should offer
excellence of education, research
and overall facilities, but in
contrasting and complementary
ways. It was still the case for
some that Streatham was a proxy
for ‘the University’ which needed
correcting.
It was mentioned that diversity
and inclusion should be key
factors in being a responsible
world-class institution. Several
groups mentioned that we should
be able to offer an educational
experience which would produce
world-class graduates, despite
entry grades.
Please note, this is a general description of the key themes which have emerged from the Strategic Plan consultation process to date. It does
not seek to capture every individual view expressed.
Q2) How would you recognise if Exeter became a world-class university?
Theme
Details
When graduate employment
In producing world-class graduates who would be capable of competing for top
improves and graduates become the international roles, Exeter would spread the positive global brand, in addition to evolving
leaders in their fields.
a powerful alumni and partnership network.
When Exeter is able to recruit and
retain world-class academics and
professional services staff.
When the University has more
presence in the local, national and
international media.
Colleagues were able to evidence this theme with a number of existing staff. One
discussion reflected on how just how much ‘active recruitment’ a world-class university
would need to do, i.e. that its reputation would tend to bring such high calibre staff (and
students) to it.
Many groups considered that not enough is shown of current achievements, particularly
those not related to research (for example, high profile business partnerships or
academics working in a significant advisory capacity). Colleagues at the Cornwall
campus also advised that even some members of the public in Falmouth were unaware
of the fact that the University is located just outside of their town. There was a general
sense that there should be more celebration of current successes and a much stronger
marketing presence in each local community. Only then could we make the move to
national and international brand recognition.
When international and local
partners chose Exeter as a partner.
When the University reaches a
critical mass
Many universities that are currently recognised as being world-class are very large in
size, typically 20,000 students at least.
When my line manager tells me
This comment came primarily from Professional Services staff.
Q3) What are you most proud of about the University of Exeter?
Theme
Details
Colleagues.
This theme was the predominant point amongst the groups. All groups commented that
they were proud to work amongst professional, dedicated colleagues, who were
prepared to put in additional hours in order to help others.
Economic sustainability.
Alternate view.
Critical mass was not something
you could define in absolute
terms, and some world-leading
universities had modestly sized
student populations.
Alternate view.
All focus groups mentioned that despite problems in various areas, they acknowledged
that the University was in a strong position currently due to good management and
difficult decisions made in previous years. There was an appreciation that this is not the
case in other institutions, which makes this point more significant, as Exeter is currently
able to send out a positive message in a time of difficulty. Over half the groups
mentioned that they felt proud to work under a visionary and high profile Vice Chancellor.
Please note, this is a general description of the key themes which have emerged from the Strategic Plan consultation process to date. It does
not seek to capture every individual view expressed.
Q3) What are you most proud of about the University of Exeter?
Theme
Details
All participants were proud of the
This sentiment was stronger at Streatham and St Lukes campuses.
campuses as they provide a
fantastic working and learning
environment.
Exeter's ambition.
Over half the groups commented that they were proud of Exeter's drive to succeed and
the clear direction of the pursuit of excellence given by management. It was
acknowledged that vast progress had been made over the last five years. Staff
commented that reaching the Top 10 had given them a sense of pride.
Students.
Most student-facing staff mentioned their pride in Exeter students and their willingness to
be involved in all aspects of life at Exeter. The subject of student volunteering in the
community was raised by various groups. It was commented that not enough was done
to celebrate the enormous impact of this work on the local community.
Collegial atmosphere and
camaraderie between staff and
students.
Student comments suggested that once at Exeter, they felt a sense of belonging and
pride in being an Exeter student. Exeter seems to have happy students, which creates a
positive working environment.
The Cornwall campus. It was
considered that the establishment of
such innovative courses at the
Tremough campus in a short period
of time had been a huge success,
as proven by student satisfaction
surveys and the excellent graduate
employment prospects of particular
courses.
Although this point was predominantly made on the Cornwall campus, it was not held
exclusively by staff at Tremough.
Alternate view.
Colleagues at the Cornwall
campus focused in particular on
the scale of the campus and how
this engendered a more intimate
educational and research
environment. Its facilities were
not as strong as those at
Streatham, but it had other assets
that might be less tangible but as
important.
Some staff expressed target
fatigue and requested a period of
grace in order to get accustomed
to new structures and job roles.
Please note, this is a general description of the key themes which have emerged from the Strategic Plan consultation process to date. It does
not seek to capture every individual view expressed.
Q4) What differentiates Exeter from other institutions?
Theme
Details
The location and campuses. This
Although occasionally viewed as a challenge, the overwhelming majority of staff
was highlighted by all groups as a
commented that the University should accept that the location of the University and the
distinguishing, positive factor.
campuses are key factors in attracting students. It was also felt that more should be
done to reconnect to the 'Green Peninsula', to celebrate the impact of the University on
the local communities. It was also commented that in enjoying this unique location, the
University has a responsibility to make a commitment to sustainable development and
ensure widening participation from the local communities.
The Vice Chancellor and relatively
streamlined management structure.
It was felt that the University enjoyed a unique position in the Higher Education sector
due to the Vice Chancellor's influence and abilities as a ‘world-class’ leader. It was also
expressed that all members of staff had access to higher levels of management, due to a
relatively flat management structure, and that getting things done at Exeter was
generally more straightforward compared to many of our peer universities.
The atmosphere of collegiality and
happiness.
The goodwill of staff.
Both staff and students remarked on the feeling of community at Exeter, which they felt
was a point of differentiation from other larger top institutions.
Many staff members who had previously worked at other Higher Education institutions
made the observation that the commitment of staff at Exeter was unique and that a ‘them
and us’ mentality between academic and professional services staff, or between the
Schools and ‘the centre’ they had previously experienced was not prevalent here.
All groups observed that there were few other institutions which had enjoyed Exeter's
level of development over the past few years. It was felt that the constant commitment to
improve was particular to Exeter. Indeed it was felt that Exeter is currently 'punching
above its weight' given the size of the institution.
Ambition.
The setting of high standards in
education.
This point originates from the student feedback. It was commented that Exeter delivers
highly structured, well-managed courses.
Alternate view.
The lack of Exeter (and
Falmouth) on the global map was
seen as a downside, although at
least one discussion reflected on
just how close in travel terms our
campuses were to London.
There was a feeling amongst
some academic staff that the risk
of a ‘top down’ management
culture needed recognising. In
previous years Exeter apparently
had a reputation in Academic
circles as an institution where it
was easy to have an impact and
effect change. Some were
concerned about preserving this
positive feature.
Consolidation of what we had
achieved to date was needed.
Some academic staff members
held the view that students aren't
challenged enough due to the
fear of generating bad NSS
scores.
Please note, this is a general description of the key themes which have emerged from the Strategic Plan consultation process to date. It does
not seek to capture every individual view expressed.
Q5) What common values do you think we should hold as University of Exeter staff or students?
Theme
Details
To ensure mutual respect and to
This was a key message. In general it referred to staff / management relationships
value the whole Exeter community.
To enjoy the journey to success
There had been celebrations of previous successes and this feature should continue
as/when major landmarks were achieved.
To empower its staff and students to It was generally thought by staff that some support systems are currently lacking in order
excel through the creation of a trust
for this to be achieved. In contrast, the student feedback to date has been extremely
environment
positive in terms of the support available to students.
To share an ambition to be better
whilst maintaining a caring
community.
To enjoy knowledge - 'to know more
and to live more'
To nurture all who work or study at
Exeter.
To be global citizens
Sustainability
To safeguard the culture of a
University and to transfer to
students core academic values of
excellence in teaching and research
Inclusiveness and diversity
Alternate view.
The staff focus groups expressed a general feeling that in many instances, in the
University's ambition to be better, the ' human element' had been lost.
Some academic staff expressed a concern that the University was moving away from the
traditional academic values and ignoring the importance of ‘knowledge for knowledge’s
sake’. Research of all types, both ‘blue skies’ and research that led to direct ‘impact’,
must both be accorded value.
The point was made that we should not strive to be better as an institution purely by
'buying in' talent. It was felt that the University should be able to 'add value' to all its
students and staff.
To ‘think global’ in everything that we do and to welcome international diversity.
To put sustainability at the heart of everything we do in order to safeguard Exeter’s
future, in both financial and environmental terms.
This point was made that the University must have a commitment to deliver the 'Exeter
Experience' to all home and international students, regardless of the differences in fees
or possible cultural barriers. Only then could the University be confident that all degrees
from Exeter would be equally valued.
These points were repeatedly mentioned as values the University should hold. Although
the University works continuously to improve these areas, many staff were particularly
passionate about the widening participation agenda and felt that these issues should be
given an even higher profile and increased support and resources.
Please note, this is a general description of the key themes which have emerged from the Strategic Plan consultation process to date. It does
not seek to capture every individual view expressed.