Strategic Plan 2012-17
Research excellence across
a broad range of subjects
in science, technology,
engineering, mathematics
and medicine, arts, humanities
and social sciences, with
internationally leading
research staff throughout
ationally recognised sports
N
facilities including the Wales
National Pool Swansea.
We encourage participation
in sport, from hobby level to
elite and promote wellbeing
in all that we do
Supported by Our Unique
Combination of Characteristics:
The Swansea University Experience
An excellent student
experience with an exciting
range of social and cultural
opportunities within a
close-knit community of
students and staff
Technology-enhanced learning
and living within a broad
multi-disciplinary curriculum,
with opportunities for
international study, producing
highly employable ‘Swansea
University Global Graduates’
Actively supporting,
promoting and enriching
Welsh culture and the
Welsh language
Common purpose via
collegiality, University
owned mission, a
culture of celebrating
our successes and
rewarding excellence
wherever it is located
A medium-sized, research
intensive university that
is agile and responds
rapidly to opportunities
Social inclusivity via
widening participation
recruiting, retaining and
supporting students to
achieve their potential
regardless of their social,
cultural or financial
circumstances
The first UK campus-based
university, situated in a
stunning location in a park, by
a beach in a city with strong
rail, road and airport links
R emaining true to the vision
of our founders with a 100
year long tradition of working
in partnership with industry
and businesses, from regional
to global. This is facilitated
by the industry facing model
at both campuses
Growing links with Premier
League football in the city
Supporting diversity with multi-faith
facilities including an award-winning
mosque for all members of the
University community. Providing
leadership and inspiring our staff,
students and external stakeholders
with ambition so that all can fully
achieve their potential
Strategic Enablers
Estate and Facilities
04 Foreword by Chair of Council
05 Vice-Chancellor’s Foreword
02
Effective and Efficient
Use of Resources
06 Phases 1, 2 and 3
16 Building on Strength
56
60
Page
Contents
Building Common Purpose
Page
10
Page
Swansea University
and Our Partners
52
Page
Working with Others
48
Page
01
Page
Swansea University
Defining Characteristics
44
Page
Internationalisation
18 Our research income
24 Delivering our Integrated Mission
Strategic Themes
Benefits
12
Page
Vision
09
Page
Page
Mission
08
38
Page
Driving Growth
in the Knowledge-Led
Economy and
Knowledge-Enriched Society
34
Page
Delivering an Excellent
Student Experience
28
Page
Building Research
Excellence
26 Key Strategic Themes
27 Key Strategic Enablers
03
3
Foreword by Chair of Council
We are at a crucial point in our development as we move towards
the University’s centenary in 2020. Our Council on the 26th July
2012 approved plans for a major investment in the University’s
estate and infrastructure. Through the support of the European
Investment Bank, BP, Neath Port Talbot County Borough Council
and the Welsh Government, we plan to have a totally new Science
and Innovation Campus open by 2015, complementing the
Singleton Campus but with a similarly attractive location and
only a few miles away from Singleton. This development will also
allow the University to decant activity and upgrade the Singleton
Park Campus through the removal of life-expired buildings.
These plans are a clear demonstration to our external partners of
the scale and impact of our ambition as a fully effective modern
University. They support our long standing commitment to using our
strength as a truly international University to support the economic,
social and political transformation of the region.
Looking forward I ask that our University staff and our partners
continue to work together to support the delivery of the three
elements of our integrated mission: to achieve excellence in
research, in the student experience, and in driving growth
in the knowledge-led economy and society.
Chair of Council
Sir Roger Jones OBE
04
Vice-Chancellor’s Foreword
The University has made massive progress since
radical and ambitious “Strategic Directions” policies
were adopted in 2004 and I am full of admiration
for what colleagues across the campus have
achieved in just 8 years.
Buoyed by the remarkable performance in the 2008
Research Assessment Exercise, with the largest growth
in the two top categories of research excellence in
the whole of the UK, there is ample evidence that
the upward trajectory of the University has been
maintained. This is evidenced most dramatically
by total research income which will reach about
£50m in 2011/12.
The Strategic Directions policies were designed to
accelerate the development of the University and were
focussed on achieving excellence and success in an
increasingly competitive and rapidly changing global
environment. While the emphasis was upon radical
change, removing obstacles to progress and
embracing new opportunities (including a new
Medical School and EU Structural Funds), continuity
was also important. The strategy built upon existing
strengths and was loyal to the vision of Swansea which
has been pursued since the University was founded
at the behest of industry in 1920. This embraced
the traditional vision of a broadly-based university in
which students developed in character as well as
intellectually, but also saw the University engaging
proactively with the life of the region. In the
terminology of today, the University has always
accepted a responsibility for helping drive the
development of a knowledge-led society and
economy in the Swansea area and beyond,
using world-class strengths for regional advantage.
It has been recognised for many years that the single
largest obstacle to the development of Swansea
University was a land-locked campus which would be
too small to meet all the requirements of a fully effective
modern university. We now have a stunning dual
campus solution to this challenge. Through the support
of BP and Neath Port Talbot County Council, we
should have a totally new Science and Innovation
Campus open by 2015, complementing the Singleton
Campus but with a similarly attractive location on a
beach with views across the Bay and only a few
miles away from Singleton.
Vice-Chancellor
Professor Richard B. Davies
05
1
Phase One:
Looking Back to 2004
2
Phase Two:
2009 to 2012
In 2004, Swansea University launched a set of Strategic
During phase two, 2009 to 2012, the University
Direction policies designed to accelerate the pace of our
continued to grow and build upon this success. Its
development. This first phase of our strategy sought to address
improved research base facilitated the development
our competitive position within the UK higher education sector
of an ambitious blueprint for continued growth in key
and was predominantly focused on improving our research
academic areas. Our partnerships with industry and
performance. During phase one, 2004 to 2009, we built
government are stimulating the development of a
upon our academic strengths, created robust and well-led
knowledge economy in South West Wales,
academic units, attracted and retained the best staff, and
supported by our ambition to create a world-leading
became increasingly efficient and agile in responding to
research, innovation and educational complex at
opportunities. The success of phase one was reflected in the
Swansea Bay. The University’s applied,
2008 Research Assessment Exercise in which Swansea
multidisciplinary approach to research has
achieved the highest growth in world-leading and
significantly increased our research grant capture
international-quality research activity of any university in the
and strengthened our joint ventures with industry and
UK, effectively establishing itself as a research-led university.
the public sector. We have improved our financial
position and significantly invested in our estate,
facilities and infrastructure to support our research,
student experience and industry collaboration.
06
3
Phase Three:
Looking Forward to 2017
The third phase, 2012 to 2017, of the Strategic Directions programme
• The increased importance of student fees as a source of funding
aims to transform Swansea into a research intensive university in the
• A reduction in research funding opportunities and increased
UK top 30. The strategy will strengthen our ability to deliver on the
components of our integrated mission:
• excellence in research
• excellence in student experience
• excellence in driving growth in the knowledge-led economy
and enriching the knowledge-informed society.
The third phase will see an exceptionally large investment in the estate
selectivity by public funding bodies in the universities that
receive support
• Increased competition within the sector for students and an
associated focus on measures of reputation and perceived value
• Technological change affecting the way we perform our activities
• The general economic situation within the UK
and infrastructure as we deliver the Science and Innovation Campus and
• Increased importance of income diversification
significantly upgrade the Singleton Park Campus. The scale and scope
We recognise that the delivery of phase three will be challenging,
of this development is being recognised by the European Commission as
requiring a step change improvement in performance across
a European exemplar of how higher education can support innovation
the University. Our aspirations have been formulated and
and the development of the Knowledge Economy within a region.
confirmed after extensive consultations within the University
Successful delivery of our vision through this third phase is critical
and with major stakeholders.
in realising Swansea’s long term aspirations and development.
During this third phase we will focus on maximising our impact on our
The Strategic Plan 2012 is a timely and effective response to
own community, our region, Wales and internationally as we move
an unprecedented period of change in the higher education
towards our centenary in 2020.
environment including:
07
Mission
True to the vision of its industrial founders in
1920 Swansea University will:
Provide an environment of research excellence,
with research that is world-leading, globally
collaborative and internationally recognised;
Deliver an outstanding student experience, with
research-led and practice-driven teaching of the
highest quality that produces global graduates
educated and equipped for distinguished
personal and professional achievement;
Use its research strength, collaboration with
industry and global reach, to drive economic
growth, foster prosperity, enrich the community
and cultural life of Wales and, contribute to the
health, leisure and wellbeing of its citizens.
08
Vision
By 2017 Swansea will
be a research intensive
UK top-30 university
2017
09
The benefits of
achieving our vision
Social &
Cultural
Enrichment
10
To maximise our impact and deliver
benefits to our community, to our region,
to Wales and to wider society
• Enriching lives
by broadening
perspectives
• Increased cultural
diversity of the
campus community
• Informing public
discourse and debate
on the issues of the day
• Increased public
engagement to disseminate
the advancements and
impact of research
• Researching and
developing the Welsh
language, and Welsh
history and culture.
• Increased contribution
to the cultural vibrancy
of the region
• Improving the health
and wellbeing of
the community
• Shaping public policy
making and delivery
of Welsh and UK
Government policy
Economic
Growth
• Increased number of
global companies locating
their research, testing
and development
operations in the region
• Creation of new
commercial opportunities
and start-up companies
• Increased inward
investment from industry,
research sponsors and
European funding
• Increased investment in buildings
and infrastructure, including a
£200M construction economic
impact from the Science and
Innovation Campus
• Increased access for
Welsh Small to Medium
Enterprises into global
markets through supply
chain development
• Increased direct
employment by the
University and increased
proportion of high skilled
jobs within the region
• Increased commercial
opportunities from
applied research
• Improved high value
professional service support
for commercial ventures
(legal, ICT and management)
• Increased earning
potential of Welsh
population, reducing
inequality of pay
• Growth in the
knowledge economy
and service sectors
• Supply of graduates
with industry relevant
skills into region
• Increased expenditure by the
growing number of University
staff and students on local goods
and services, with spending by
overseas students representing
export earnings for Wales
Academic
Excellence
12
• Increased ability to
attract external funding
• Increased pool of
talented staff from
around the globe
drawn to Swansea
• Enhanced student
experience and
employability
• Increased value associated
with Swansea University
degrees by students,
alumni and employers
• Increased employment
opportunities for
undergraduate and
postgraduate students
• Improved job security
and improved career
development prospects
• Improved estate and
facilities for students, staff
and commercial partners
• Increased number of
research and development
partnerships with major
global companies
• Increased ability
to recruit talented
home, EU and
overseas students
• Improved quality of
student outcomes
• Increased number, scale and quality of strategic
partnerships with top research-intensive
universities for research and teaching
13
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15
Building on Strength
Key Achievements 2005 to 2011
Research
• The largest increase in world-leading and internationally excellent research
in a UK university in the 2008 Research Assessment Exercise (RAE2008)
• 119% growth in income from research grants and contracts: £30.9M annual research
income in 2010/11 comprising 17.9% of the University’s total income
• EPSRC Strategic Relationship: Swansea University is one of only 23 UK institutions to be
awarded strategic partner status by the Engineering & Physical Sciences Research Council
• 115% growth in income from Research Council funded grants and contracts
• 35% growth in full time equivalent postgraduate research students
• Development of International Strategic Research Partnerships:
Targeted collaborations with universities in the USA, China, India and Europe
• Major research facilities to support applied, interdisciplinary research groups: These include
Mass Spectrometry, High Performance Computing, Institute of Life Sciences, Centre for NanoHealth,
Advanced Materials Research Centre, Welsh Centre for Printing and Coating, The Richard Burton
Centre for the Study of Wales and the R.V. Noctiluca marine research vessel
• Development of interdisciplinary research: Supported by the Bridging the Gaps Project
funded by the Engineering & Physical Sciences Research Council, Swansea University
facilitates and supports collaborative approaches to applied research
“
I am proud to be influencing improvements
to emergency and unscheduled care delivered
throughout the national and international health
sector. Swansea University enables my research
group to work collaboratively with the National
Institute of Health Research, Welsh Government,
academics, policy makers and NHS partners.
The most rewarding aspect is knowing that the
patient-focused outcomes have a direct impact
on addressing real life issues.
”
Professor Helen Snooks
Professor of Medicine
16
“
Swansea University aims to encourage and
empower researchers to think anew about the
possibilities and outcomes of cross-disciplinary research.
Through programmes such as Bridging the Gaps,
Swansea helps researchers realise their ideas for high
quality projects.
“
Working in one of the UK’s leading
colleges of Engineering allows me to
collaborate with genuinely world class
researchers who are at the forefront of their
disciplines. As we expand into the Science
and Innovation Campus, Swansea’s
reputation for truly groundbreaking research
will reinforce and underpin the University’s
aspirations and growth.
“
”
”
Professor Harold Thimbleby
Professor of Computer Science
Creating a research environment through
establishing the Research Institute for Arts and Humanities
has transformed the way in which researchers can apply
their theoretical knowledge to everyday challenges.
”
Professor Oubay Hassan
Professor of Engineering
Professor Chris Williams
Director of Research Institute of Arts and Humanities
“
The University has a thriving research community
– at the heart of which is applied research that leads
directly to impact – which shapes economic and
cultural developments. This is why I took the role as
Deputy Pro-Vice-Chancellor for Impact, ensuring
I remain in touch and inspired by my forward thinking
colleagues who want to make a difference.
”
Professor Tavi Murray
Deputy PVC for Impact
17
Our Research Income
2005 to 2011
119%
growth
2007/08
/07
06
0
2
26
million
grants
25
million
million
20
05
/0
6
from research
17
22
million
14
31
million
10
million
8
6
4
2
0
Money spent (millions)
£31m income ➤ 18%
from research grants in 2010/11:
18
/11
2010
2004/
05
million
12
& contracts
0
/1
09
20
20
in income
200
8/0
9
0
2
4
6
8
10
12
Research Councils and Charities
of the University’s
total income
UK Government, Health and Hospital Authorities
UK Industry, Commerce, Public Corporations
EU and Overseas
Other
Building on Strength
Key Achievements 2005 to 2011
Knowledge-led Economy and
Knowledge-enriched Society
• A long history of successful collaboration with industry –
collaborative research partners include: Airbus UK
/ Akzo Nobel Industrial Coatings / Alliance Boots Plc / BAE
Systems / Barclays / BASF / BP / BUPA Foundation
/ Ericsson / European Space Agency / GlaxoSmithKline
/ Huawei Technologies Co / IBM / Jaguar Cars /
Land Rover / Rolls Royce Plc / Tata
• An open innovation environment created in the College of
Medicine £80m Institute of Life Science – Health Engineering
and Bioscience companies co-located and collaborating with
• Research Institute Model, facilitating collaboration with industry
• Successful development of Knowledge Economy clusters
with global outlook and reach – Advanced Engineering,
Information Communication Technology, and Medical
Engineering and Bioscience, with Low Carbon as a
cross-cutting theme
• In excess of 30 major strategic projects with funding
of over £130m secured as a result of our collaboration
with industry
academic researchers
“
The CBI is pleased to support Swansea University’s plans for the Science and Innovation Campus. The campus clearly
demonstrates the University’s commitment to engage with industry, and will positively impact on the South West Wales
economy and beyond. The Swansea Science and Innovation campus is an exemplar of how universities should
work with industry, to enable the development and commercialisation of world-leading research. I look forward to
continuing to work with Swansea University as they take this exciting project forward.
”
Emma Watkins
Director, CBI Wales
19
“
“
Our vision for Neath Port Talbot is to
create a place where people want to live
and work, and where businesses can grow
and prosper. The Science and Innovation
Campus will bring outstanding benefits to our
local communities and businesses, and jobs
and opportunities for generations to come.
Long standing collaborations between
academics at Swansea University and RollsRoyce plc will be enhanced through the design
of a bespoke research and training facility
on The Science and Innovation Campus. This
marks an immense opportunity to expand our
knowledge transfer with industry and to
commercialise key research areas for the benefit
of the South-West Wales economy.
This project demonstrates the growing confidence
in the area and will ensure that Neath Port Talbot
continues to be an increasingly attractive place
to live, work and invest.
”
”
Professor Martin Bache
Director of the Rolls-Royce University
Technology Centre in Materials
Councillor Ali Thomas
Leader of Neath Port Talbot County Borough Council
“
The Council is highly supportive of all the work
done at Swansea University to promote innovation
and economic development through its teaching and
research activities. Projects like the Institute of Life
Sciences are a model for regeneration through
entrepreneurship in the key sectors.
The Science and Innovation Campus will provide
important opportunities to take this approach to the next
stage and will have a transformational impact on the
City and the wider region by promoting innovation in
other key sectors like advanced manufacturing and
engineering.
”
Jack Straw
Chief Executive
City & County of Swansea
Building on Strength
Key Achievements 2005 to 2011
Strategic Management and Leadership
• Full-time team of Pro-Vice-Chancellors with clear responsibilities for shaping
the change agenda and mobilising resources to achieve our targets
• Strong track record of sound financial management
• Effective financial risk management
• Since 2007/08 the University has made an increasing operating surplus, which has
funded significant improvements in the Singleton Campus estate and facilities
• Strong financial management and planning at College level, with strategic
investment in areas of strength
• Modernised academic structure of six Colleges, with each College having local
management and administration supporting subject-specific needs and taking
responsibility for development.
• Performance enabling programme developed by Swansea’s award-winning
HR team – Times Higher Education Leadership and Management Awards 2012
‘Outstanding Human Resources Team’
• Effective and robust support structure and procedures for programme
management of change
21
Building on Strength
Key Achievements 2005 to 2011
Student Experience
• Student centred approach – fully engaging our student
body in decision making and responding to student
and teaching recognised internationally
feedback to improve the student experience
– awarded 5/5 QS stars for teaching;
• 11% increase in awarding of first or upper second
class degrees – 50.3% in 2008 to 61.4% in 2011
• Improving graduate employability – two thirds of
our students securing graduate level employment
– an 8% increase
• Strong improvement in entry standards whilst
maintaining our commitment to widening access to HE
• Excellent student retention – a rate of 94.1%
compared to a Wales average of 89.8%.
• 57% growth in postgraduate taught full time
equivalent students since 2005
• 81% growth in ‘full fee’ overseas students
– 865 in 2005 increasing to 1570 in 2012
• One of the UK’s largest English Language Testing
Services in the UK, which has a significant impact
on the scale and quality of our overseas alliances
and our ability to recruit internationally
22
• High quality research and practice-led learning
national recognition for teaching excellence
• A developing network of international collaborations
for student recruitment and mobility exchange
• Consistently in the top 25 for student experience in the
UK (Times Higher Student Experience Survey) a wide
range of social and cultural opportunities, facilities and
student support including a £20M sports village and
the £50M Wales National Pool Swansea
• A partner pathway International College Wales
Swansea based on campus, which provides a route
to higher education for many international students
• A significant improvement in the overall satisfaction
of Swansea University students in the 2012
National Student Survey. Overall satisfaction
in the NSS is at 87% moving Swansea University
up 38 places in the NSS ranking
• Outstanding record of widening access and
community engagement for over thirty years
“
Swansea University employs some of
the leading active researchers in a range
of fields. This means lecture material is
up-to-date and delivered in a dynamic and
passionate way, as well as allowing students
to access some of the most recent, relevant
and exciting discoveries.
”
Jessica Stokes
BSc Biology
“
I can honestly say I have had the most fabulous and rewarding
time here at Swansea. The lecturers and staff are always more than
happy to provide you with help when you need it most. Many
lecturers are world-class renowned in their area and their expertise
certainly shines through in their teaching.
”
Katie Jane Davies
BSc Psychology
“
I’m absolutely thrilled that the
Advice and Support Centre will be
moving to bigger and better premises
over the summer. Last year, they dealt
with over 2000 issues from students
and put over £13,000 back in students’
pockets. We’re very excited that the
move will allow us to change and
grow to next year.
”
“
Working alongside inspiring
and world renowned researchers
and directly with industry personnel
from Multinational Enterprises, such
as BAE Systems, has provided me
with a tremendous platform to
progress my career.
”
Dr Matthew Boat
PhD Alumni – Computational Engineering
Charlotte Britton
Students’ Union Welfare Officer
23
Delivering our Integrated Mission:
Strategic Objectives 2012 – 2017
Strategic Plan Implementation
Swansea University’s strategic objectives for the
next five years are set out thematically in the
strategy map on page 26. The Strategy Map is
broken down into three key theme areas and five
enablers. Taken together they represent a
significant challenge which, if achieved, will
further transform our performance to a level that
establishes Swansea University within the top 30
universities in the UK.
Implementation of the strategic plan and its
related business processes are led and managed
by an experienced Senior Management Team
(SMT) comprising the Vice-Chancellor, Registrar
and Chief Operating Officer, Director of Finance
and five full-time Pro-Vice-Chancellors.
We recognise that monitoring performance is
critical to driving and sustaining improvement. To
guide our progress externally benchmarked key
performance indicators (KPIs) have been
established both at a University level and for
each academic discipline. These KPIs are aligned
with the target outputs required for the University
to achieve its top 30 aspiration.
There are two complementary processes through
which the University manages the delivery of
improved performance and the achievement of
24
strategic objectives and targets: managing
continual improvement in performance and
managing step change in performance.
Managing Step-change
Improvements in Performance
through Transformational
Change – University Level
Managing Continual
Improvement in Performance
To ensure the delivery of major step-change
improvements, the University deploys a project
management approach which is led by the SMT.
Through the University’s well established
planning and resource allocation process,
targets, including income related targets, are
established annually by Colleges following a
review of KPIs for their academic subject areas.
In addition, action plans are developed to
underpin targets, providing Colleges and the
University with a monitoring mechanism.
Income-related targets are negotiated with the
SMT and underpin the University’s financial
forecasts. Delivery is supported by Professional
Services at College and University level.
The University recognises that the successful
delivery of target outputs demands sustained
improvements in individual staff performance. To
achieve this, Swansea has established an award
winning Performance Enabling programme to
ensure that members of staff are clear about the
University’s strategic objectives and their part in
contributing to delivering an outstanding student
experience, excellence in research, and
successful knowledge transfer.
Strategic plan objectives are delivered through a
number of discrete change programmes linked to
the strategic themes. Each programme will be led
by a member of the SMT who will be supported
by an experienced project manager. The
Vice-Chancellor and Registrar will manage
programme interdependencies to ensure
coherence. The strategic change initiatives are
outlined in the ‘strategic theme’ and ‘enabler’
sections of the strategy.
Successful implementation of the strategic plan
requires Heads of Colleges and Senior
Administrators to be actively engaged in the
SMT-led change programmes. The SMT lead,
supported by the Project Manager, is responsible
for ensuring that the required changes to patterns
of work become embedded within the standard
operating practices of Colleges and central
Departments. Programme control frameworks are
fully aligned with established University
governance arrangements for finance, risk,
human resource management, quality assurance
and management information. The SMT lead will
also be responsible for the management of risks
and issues and for the establishment of effective
reporting processes, including the escalation of
issues to the Vice-Chancellor and Registrar.
Programme interdependencies are managed
through a process by which the Vice-Chancellor
and Registrar steer a final prioritised set of
University projects/initiatives to create a coherent
Annual Implementation Plan. Through this process
the Vice-Chancellor and Registrar will ensure that
the University has a balanced programme of
actions aligned with the Strategic Plan. This will
take into account the alignment of resources with
strategic priorities and the ability of the different
parts of the University to absorb change, and
will seek to minimise disruption to operations.
An annual Implementation Plan will be submitted
to University Council in October. Achievement
will be reviewed quarterly by SMT and
communicated to Senate and Council as part of
the current consultation and reporting processes.
25
Key Strategic Themes – Objectives by 2017
By 2017 we will have:
Research Excellence
Student Experience
Knowledge-led Economy
and Society
RE1: Achieved a strong REF 2014 result
SE1: Enhanced our student experience,
working in partnership with our students
IE1: Further developed Knowledge Economy
clusters with global outlook and reach
RE2: Increased income from research grants
SE2: Reformed and developed our already high quality
research-led and practice-driven teaching and curriculum
IE2: Delivered an ‘open innovation’ environment with
academics and industry staff working together to develop
and deliver products and services to the market
RE3: Retained, attracted and developed academics
with strong international reputations
SE3: Increased the proportion of our graduates
who get a first or upper second class degree
IE3: Provided high-value professional services to more
companies to support their productivity and growth
RE4: Demonstrated the impact of our applied research
SE4: Increased the proportion of our
graduates in graduate employment
IE4: Ensured a pipeline of skills and talent to support
the growth of the Knowledge Economy
RE5: Further developed our research base and increased our
ability to attract large company inward investment to Wales
RE6: Strengthened our strategic partnership with
EPSRC and developed our other RCUK links
SE5: Further enhanced participation and outcomes
for students from low participation backgrounds
RE7: Extended our large and thriving postgraduate community
RE8: Fully exploited the opportunities presented
by the EUs Horizon 2020 Strategy
IE5: Delivered our EU convergence projects
and attracted substantial new EU investment
IE6: Worked collaboratively to improve living standards
and health, educational and sporting facilities and the
region’s internationally significant culture and heritage
SE6: Increased opportunities to study through the medium
of Welsh and improved take up of provision
Internationalisation
I1: Grown and maintained strategic international partnerships with international educational estbliishments
that will enhance and support our research, teaching and student recruitment ambitions
I4: Grown the quantity, quality and scale of our
partnerships with multi-national companies
I2: Provided more international opportunities for our student body to improve their University experience and employability
I3: Attracted more overseas students to
Swansea from more countries
26
Key Strategic Enablers – Objectives by 2017
By 2017 we will have:
Working with Others
Building Common Purpose
CP1: An internationally recognised Swansea University brand that reflects our unique combination of characteristics and values
WO1: Effectively promoted University strengths and successes
to key external stakeholders through planned and pro-active
communications and marketing activity
WO2: Built and maintained key strategic alliances
with industry, government and, other universities,
at home and abroad
CP2: Developed a stronger sense of common purpose across the University community
CP3: Developed a culture that better shares and celebrates in our University community’s successes
CP4: Enhanced staff performance management processes
CP5: Ensured that the University career structure incentivises and rewards
the contribution of staff across the full range of strategic objectives
Effective & Efficient Use of Resources
Estate & Facilities
ER1: Achieved a sustainable surplus sufficient to ensure adequate investment in
the estate and diversified our income stream of characteristics and values
EF1: Delivered a fit-for-purpose dual campus estate
ER2: Aligned our resources with our strategic priorities
EF2: Fostered a high quality learning and support
environment that will enhance the student experience
ER3: Improved our business processes
EF3: Created outstanding facilities for research and University-industry collaboration
ER4: Effectively managed and rewarded organisational
performance linking this to league table positions
EF 4: Considerably improved the environmental performance of the estate
27
Strategic Themes
“
Interdisciplinary research at Swansea University is an intrinsic
part of the research culture allowing new ideas to be translated
across discipline boundaries resulting in landscape shaping
activities. This has led to the development of new disciplines such
as medical engineering, nanohealth and digital heritage.
”
Professor Steve Wilks
Head of College of Science
Research Excellence
Swansea University will provide an
environment of research excellence,
with research that is world-leading,
globally collaborative and
internationally recognised
Swansea University – World Class
Research Intensive Institution
Swansea University has clearly positioned itself
as a research intensive institution through the
successful implementation of a policy of
targeted intervention and investment. The results
of the Research Assessment Exercise 2008
demonstrate, unequivocally, that the University
is fast achieving its ambition to be a worldclass, research-intensive University. The
institution is now ranked 29th within the UK in
terms of research income as a proportion of
turnover and, its College of Engineering is
widely recognised as performing on a par with
universities in the Russell Group. For every £1m
of Higher Education Funding Council for Wales
research grant awarded, the University now
secures more than £2.5m of competitive
funding for research from other sources.
28
The University is confident that it has the staff
complement, commitment and ambition to
maintain this impressive momentum. We will
continue our policy of strategic appointments,
accelerating the growth of research grant
income through continued improvements to bid
quality and quantity, the engagement of more
researchers in grant-winning activities,
and by building high-quality national
and international collaborations.
Impact Driven Multi-disciplinary Research
Swansea’s decades of applied research
have resulted in many significant global
benefits in terms of their reach and significance.
The government’s growing emphasis on
demonstrating impact plays to Swansea’s
strengths, with researchers dedicated to work
that enriches our economy and society. This
guiding principle of our research informs our
campus development programme, integrating
our applied researchers with transnational
companies and SMEs to drive forward the
regional and national economy.
In particular, Swansea has significant strength
in science, technology, engineering, maths and
medical and health research and is planning to
strengthen and grow these areas in line with
the ambitions of the Welsh Government’s
Science for Wales Strategy. This applied
approach to research is strengthened by
multidisciplinary working across campus,
combining world class research in STEM
with that in the arts, humanities and social
sciences to address more effectively the
multiple and multifaceted challenges of the
twenty first century.
Swansea University Research Culture
Each of our six Colleges is at the heart
of research clusters that bring together research
institutes, private companies, and the public
and third sector, building our capacity to lead
in new and emerging areas. Moreover, our
campus-based setting and researchers
committed to inter-disciplinary work have
enabled a programme of cross-college working
which is a distinctive and energising aspect of
the University’s research environment.
Postgraduate students and early career
researchers are highly valued members of
our research community. An institutional
framework has been developed to support and
enhance transferable skills training and career
development for postgraduate researchers and
research staff through an enhanced
professional development programme.
Research informs all other academic
and student based activities across the
University and a vibrant research culture
is pivotal to the future of the institution.
By developing the University’s research
portfolio, attracting and retaining the highest
quality researchers and postgraduate students,
and working across and at the boundaries
of disciplines, Swansea can address the
challenges that confront society in the
twenty-first century and contribute to the
wellbeing and prosperity of Wales and the
wider world.
Research Excellence
Targets for 2017:
1. 25% increase on the 2008
Research Assessment Exercise
in the proportion of our research
that is world-leading and internationally-excellent
in the 2014 Research Excellence Framework
2.
850 full-time equivalent home and
3.
Annual income from research
grants and contracts of more than
overseas postgraduate research students
£50M with 20% of the University’s
total annual income generated
from research grants and contracts
4.
Four formal strategic partnerships in place
with world-leading universities
By 2017
we will have:
RE1:
Achieved a strong REF 2014 result
RE2:
Increase income from research grants
and contracts
RE3:
Retained, attracted and developed academics
with strong international reputations
RE4:
Further demonstrated the impact of our
applied research
RE5:
Developed our research base and increased
our ability to attract large company inward
investment to Wales and the UK
RE6:
Strengthened our strategic partnership
with the Engineering and Physical Sciences
Research Council and developed our
other Research Council UK partnerships
RE7:
Extended our large and thriving postgraduate
community
RE8:
Fully exploited the opportunities presented
by the EUs Horizon 2020 Strategy
30
Delivery of our Research Targets
SMT-led strategic change initiatives to support delivery: the University will
•U
ndertake pre-REF exercises and
assesments to ensure that
our performance in the Research
Excellence Framework (REF) 2014
is in line with our top-30 aspirations
•E
stablish and support a Research
Income Generation Programme
to ensure that we:
– secure funding for major research
centres and institutes
– support the submission of major
interdisciplinary research proposals
with a focus on Research Council UK
– support and monitor the continual
improvement process within Colleges
• Implement Strategy to ensure
we attract significant funding from the
European Union’s Horizon 2020
Programme including active
engagement in Welsh policy
development, pan-Wales collaboration
and the use of expert consultants
•A
ctively monitor and manage
benchmarked performance
against publications, research
income per academic, research
council income per academic and
PhD students per academic
•S
upport and encourage researchers,
with a particular emphasis on
early career researchers through:
REF submission process, performance
enabling, researcher incentivisation
pilot, the research development
framework and the Welsh Crucible
Programme
•E
ffectively deliver two Doctoral Training
Centres funded by the Economic and
Social Research Council and the
Engineering and Physical Sciences
Research Council and secure additional
funding to support PhD scholarships
• Instigate a development strategy
for the recruitment and successful
completion of PhD students from
home, EU and overseas
•D
emonstrate and publicise our
applied research
•E
ffectively manage opportunities
for collaboration in order to develop
strategic research partnerships with:
– overseas and UK based universities
– industrial partners
– the public and third sectors
With a focus on research facilities,
jointly funded PhD programmes
and research projects
•E
ffectively manage research data
through policy and Information
Communication Technology systems
development including Research
Information System and Award
Management System
Areas of Excellence:
Areas of Excellence:
Areas of Excellence:
Bridging the Gaps:
Cu@Swansea:
The Institute of International Shipping and Trade Law,
Supported by a £780,000 grant from the Engineering
A history and heritage regeneration project in
Established in 2000, is a specialist research and
and Physical Sciences Research Council, Bridging the
partnership with the City and County of Swansea and
professional training centre within the University’s School of
Gaps facilitates and supports creative thinking and
supported by CADW-Welsh Government. The project
Law. The Institute promotes research and teaching of the
novel, collaborative approaches to research questions
is exploring ways to regenerate the site of the former
highest standard in the fields of international shipping and
and ideas, through a diverse programme of funding
Hafod Copperworks, a rich source of internationally
trade law; and fosters co-operation with other academic
and activities with a particular emphasis on supporting
significant heritage placing Swansea at the heart of
institutions and professional, commercial, shipping,
early career researchers.
Britain’s Industrial Revolution.
insurance and business organisations.
31
Areas of Excellence:
Areas of Excellence:
Areas of Excellence:
The University’s outstanding College of Engineering:
The Centre for Innovative Ageing (CIA):
The Centre for Migration Policy Research (CMPR):
has doubled in size over the last five years and is
CIA is the only one of its kind in Wales. It provides the
CMPR is an inter-disciplinary Research Centre established
positioned amongst the UKs Russell Group Institutions
infrastructure, focus and leadership for interdisciplinary
for research performance:
ageing research and scholarship across the University’s
• 8th in the UK in the RAE 2008
• 9th in the UK in 2010/11 for research income
per academic member of staff
• 11th in the UK in 2010/11 for PhD students
per academic member of staff
• By 2010/11 Engineering’s annual research income
Colleges of Human and Health Sciences, Engineering
and Medicine. It hosts the Older People and Ageing
Research and Development Network, and the Wales
Stroke Research Interest Group and has strong links with
Wales Dementias and Neurodegenerative Diseases
in 2007. The Centre’s aim is to encourage the exchange of
ideas about asylum and migration and ensure that policy
making is underpinned by empirical evidence about the
nature and causes of migration, the impacts
on different countries and communities and the effects
– both intended and unintended – of policy responses.
The Centre has its own video channel on Human Rights TV.
Research Network. The research is highly acclaimed and
the standing and reputation of the Centre is well
was £16.2m with £12.9m coming from research
recognised in UK gerontology. Members of the Centre
Areas of Excellence:
grants and contracts
work collaboratively with other centres in the UK, Europe,
EPSRC Strategic Relationship:
the USA, Canada, South Asia and Australasia, and are
sought after frequently as collaborators, consultants or
advisors for international projects.
Swansea’s impressive track record in attracting funding
from the EPSRC – the UK’s largest Research Council
– has resulted in the University being designated in the
top-23 UK institutions to be awarded strategic partner
status by the EPSRC.
32
Areas of Excellence:
Areas of Excellence:
Doctoral Training:
High Performance Computing (HPC):
Swansea hosts two Doctoral Training Centres funded by the Economic & Social
Swansea and HPC Wales are in the vanguard of super-computing developments in the
Research Council and the Engineering & Physical Sciences Research Council.
UK, providing a high quality professional service to researchers and industry. The
A further European Knowledge Economy Skills Scholarship Project (KESS) supports
Research Masters and PhDs with external partners based in the Convergence region
of Wales. These three strategic initiatives provide opportunities for over 125 doctorate
engineers and social scientists.
University has the Blue-C IBM System, focused on Health Informatics and complex
atmospheric modelling; the Blue-ICE 2 System, a general purpose IBM iDataPlex
System; and is developing through Science and Technology Funding Council support
the next generation parallel computing IBM BlueGene-Q System utilised by physicists in
connection with the longstanding links between Swansea and CERN. Swansea also
hosts one of the major Fujitsu Hubs associated with HPC Wales.
Areas of Excellence:
The Centre for NanoHealth (CNH):
Located within the Institute of Life Sciences; Swansea’s Singleton
hospital site. The £21.6M project is funded by the European
Regional Development Fund through the Welsh European Funding
Office, Swansea University, NHS Trust, Welsh Government Health
Department and industry.
Delivered through a multidisciplinary partnership between the
University’s Colleges of Engineering, Medicine and Science and
the NHS, the Centre aims to use Nanotechnology to further our
ability to detect and treat disease.
Coupled with developments in biomarker discovery in Biomedical
research also based in the Institute of Life Science, the challenges
that can be overcome through Nanotechnology have the potential
to lead to novel devices, processes and sensors essential for the
earliest detection of disease onset, developed for point of care,
near-patient and in vivo application.
33
Strategic Themes
“
I am very excited by the new Swansea Employability Academy
in Swansea University, which reflects industry’s need for highly
employable and enterprising graduates. The Alacrity Foundation
is supporting the University by providing challenging start-up
opportunities for graduates within the telecoms industry. We hope
that other organisations will also participate in supporting this
initiative and contribute to developing our students’ potential.
”
Simon Gibson CEO
Venture capitalist firm Wesley Clover
Student Experience
Swansea University will deliver an
outstanding student experience, with
research-led and practice-driven
teaching of the highest quality that
produces global graduates educated
and equipped for distinguished personal
and professional achievement.
Outstanding Student Experience
The University is committed to providing an
outstanding student learning experience. We
will continuously review and adapt our high
quality programme offering in line with our
commitment to provide research-led and
practice-driven teaching informed by research
excellence in an industry-facing campus
environment. We work in partnership with
our student body to ensure the continual
improvement of every aspect of the Swansea
University student experience. We strive to
support and develop all our students along an
educational pathway that prepares them for the
modern global workplace, postgraduate study
and access to the professions.
34
Learning Environment and Curriculum
Inclusivity
The Swansea student experience is
characterised by the quality of the learning
opportunities provided within a supportive and
close-knit community of students and staff. The
University ensures social inclusivity by recruiting,
retaining and supporting students to fulfil their
potential, regardless of their social, cultural or
financial circumstances. The University provides
a wide range of challenging and rewarding
curricular and extra-curricular opportunities for
students to engage in life-changing activities
and to develop their potential as highly
employable global graduates and citizens.
These opportunities include work placements,
research projects, work/study placements
abroad, student societies and volunteering.
When established in 2012/13, Swansea’s
Academy of Inclusivity and Learner Support
(SAILS) will coordinate existing activity and
drive new efforts to reach out into the
community and engage non-traditional students
with the institution. SAILS will also work to
improve support to all students who attend
the University to maximise their potential,
increasing the proportions who achieve
a first or upper second class degree.
Learning and teaching underpins our work as
a university. Students come to Swansea to learn
and we want them to get the best from that
experience. The Swansea Academy of
Learning and Teaching (SALT) is dedicated
to improving learning and teaching at the
University. Improvements in assessment and
feedback, including the use of online
provision are a key priority for SALT.
Employability
At the heart of our curriculum and assessment
innovation programme will be actions to
improve the employability of our students. The
Swansea Employability Academy (SEA) will
lead and coordinate these developments,
through engagement with students, local
employers and entrepreneurs, the sector skills
councils and government. Champions of
employability, based in every College, will
lead staff efforts and embed changed working
practices that support students at all levels of
study to develop the employability, innovation
and entrepreneurial skills that will enable them
to reach their potential – whether that is through
a job, self employment or further study. All
our students will be supported to become
‘Swansea University Global Graduates’
so that over and above the core graduate
competencies they will develop a global
mindset and knowledge with cultural
understanding. The industry facing open
innovation enviroment created at both
campuses will better prepare students for
the world of work.
Welsh Medium Provision
Academi Hywel Teifi will develop further the
provision of Welsh-medium education across
the academic disciplines with an emphasis on
accessing the professions through the medium
of Welsh. It will fully engage with Coleg
Cymraeg Cenedlaethol.
Student Experience Targets for 2017:
93% of our students will
1. successfully
complete their course
2.
National Student Survey outcomes:
90% of our students satisfied
with the overall experience
3.
Over 70% of students getting a
first or upper second class degree
4.
5.
6.
Over 60% of students from
Community First areas of Wales areas
getting a first or upper second class degree
5.5% of students taking part of their
course through the medium of Welsh
500 students taking up a work
or study opportunity overseas
7.
75% of our graduates, who are
8.
Over 1,580 full time equivalent
9.
Overseas students – 17%
of overall student population,
in employment six months after leaving
university, will be in a graduate job
(full fee paying) postgraduate taught students
over 2,350 full time equivalent
(full fee paying) students
35
Areas of Excellence:
Areas of Excellence:
Swansea Academy of Learning and Teaching (SALT):
Higher Education Achievement Report:
Founded in 2008 to promote excellence in learning and
one of the first institutions to implement the Diploma
teaching, SALT provides leadership for enhancing
Supplement, this year we issued each of our final-year
SE1: Enhanced our student experience,
working in partnership with our students
assessment and feedback, research led teaching, online
undergraduate students with a Higher Education
course delivery and pedagogical research. SALT promotes
Achievement Report. This will enable them to evidence not
SE2: Reformed and developed our already
high quality research-led and practice-driven
teaching and curriculum
teaching excellence with numerous academics receiving
only their academic activity but also extra-curricular activities
national teaching recognition including a UK National
undertaken during study including our employability award.
By 2017
we will have:
Teaching Fellow in 2011.
SE3: Increased the proportion of our
graduates who get a first or upper
second class degree
SE4: Increased the proportion of our
graduates in graduate employment
SE5: Further enhanced participation and
outcomes for students from low participation
backgrounds
RE7: Extended a large and thriving
postgraduate community
SE6: Increased opportunities to study
through the medium of Welsh and improved
take up of this provision
I1: Grown and maintained international
partnerships that will enhance and support
our research, teaching and student
recruitment ambitions
I2: Provided more international opportunities
for our student body to improve their
university experience and employability
I3: Attracted more overseas students
to Swansea from more countries
36
Delivery of our Student Experience Targets
SMT-led strategic change initiatives to support delivery: the University will
• Deliver a sustained improvement in
student satisfaction through a managed
programme of quality enhancement
• Improve assessment and feedback
for our students through the refreshed
Assessment Policy and the widespread
adoption of online assessment
and feedback
• Enhance the employability of our
graduates through the work of the
Swansea Employability Academy
(SEA) in partnership with our
students and employers
• Deliver the Curriculum Review and
Innovation Project to make the
curriculum flexible in order to
facilitate student participation in
employability-supporting activities
that will support the development
of ‘Swansea Global Graduates’
• Establish the Swansea Academy for
Inclusivity and Learner Support (SAILS)
that will facilitate, through partnership
working (internally and externally) an
increased participation in higher
education that reduces inequalities,
improves student support, and increases
the proportion of students who get a
first or upper second class degree
and go on to graduate employment,
including those from Community
First areas of Wales or from
non-traditional backgrounds
• Review and reform our portfolio of
undergraduate and postgraduate taught
programmes according to home and
overseas market demand through the
creation of targeted, specifically
designed new programmes and the
enhancement of existing provision
• Actively monitor and manage externally
benchmarked performance against:
– Postgraduate taught students as a
proportion of all students
– Entry tariffs
– National Student Survey results
– Retention
– Proportion of students getting a
first or upper second class degree
– Proportion of students six months
after graduation, that are in
graduate employment
• Support and encourage improved
staff performance through performance
enabling and the modernised academic
career pathway supported internally
by the work of SALT, SAILS and
SEA and externally by the Higher
Education Academy
Areas of Excellence:
Areas of Excellence:
Areas of Excellence:
Outstanding Students’ Union:
Climbing the Green League:
Swansea Employability Academy (SEA): challenging
Our Students’ Union is consistently rated as one of
Swansea has demonstrated how universities can empower
our students to create future opportunities
the best in the UK. We have seen a significant
their staff and students to drive rapid change around the
The SEA was launched by Edwina Hart, MBE OStJ AM
growth in the number of societies supported by
green agenda. Through targeted initiatives and events the
in March 2012. It is an exciting partnership between the
the Union and now have well over 100.
University has significantly improved its environmental
University, its students, local employers and entrepreneurs,
performance, resulting in an EcoCampus Silver Award and
the sector skills councils and government established to
an impressive climb of 52 places up the Green League,
improve the employment prospects of Swansea graduates.
published in The Guardian in May 2012. The University
The Patron and Chair of the Academy is Simon Gibson,
was awarded a 2:1, and deemed to be one of the most
CEO of venture capitalist firm Wesley Clover.
Areas of Excellence:
Student Module Evaluation:
Swansea has revolutionised the way that we get
feedback from our students on their learning through the
introduction of a sector-leading system of online student
module evaluation. This feedback is embedded in our
improved universities in the UK. Further action will be
driven by the Carbon Management Plan and Sustainability
Strategy to be published later this year.
SEA will support the development of employability,
innovation and entrepreneurial skills amongst our student
body. The ‘Swansea University Global Graduates’
concept will further enhance their employability by
encouraging them to address global problems and
develop a global understanding.
staff performance review process, putting student
learning at the heart of our review and reward structure.
37
Strategic Themes
Knowledge-Led Economy and Society
Swansea University, using its research
strength, collaboration with industry and
global reach, will drive economic
growth, foster prosperity, enrich the
community and cultural life of Wales
and, contribute to the health, leisure and
wellbeing of its citizens.
Swansea University is committed to engaging
fully in the economic, social, political and
cultural development of the South West Wales
region. This role was embraced by our
industrial founders in 1920 and has been
sustained by the University’s long-standing
collaboration with industrial, public, and third
sector partners.
The University is a truly international institution.
Active educational and research partnerships
with universities across the world, collaboration
with multi-national companies, and an
internationally diverse staff and student
population ensures that Swansea impacts on a
global scale. We are dedicated to using this
global perspective; bringing the world to
Wales to support the transformation of our
region and nation.
38
Knowledge-Enriched Society
Inspiring Young People
Our aim is to help foster a knowledge-rich
society: widening opportunity, fostering civic
engagement, informing public policy,
broadening cultural and social horizons,
improving health services and outcomes,
promoting social equity, cohesion and
inclusion, enriching our sense of heritage and
identity, contributing to informed civic
participation, in addition to enhancing skills
and working with the wealth creators.
The University will continue to work with
schools and further education colleges to raise
the aspirations of the region’s young people to
engage in and benefit from higher education.
We will also work to up-skill and re-skill the
local population through the provision of
leadership, management and workforce
development services to local business and
public sector employers. These actions are vital
to increase participation in higher education,
raise workforce skills and aspirations and in
doing so reduce inequalities and promote
social cohesion.
The University’s Arts, Humanities and Social
Science communities have helped cultivate a
knowledge-rich society through research and
public engagement in the fields of history and
heritage, public policy and debate, language
and literature, and public health and wellbeing.
This enriches the quality of the cultural life of the
population of the region. It helps create a
sense of identity and pride; it makes for a
greater sense of social inclusion and cohesion;
it promotes civic engagement and, in widening
access to educational opportunities, it has a
transformative social impact, which is
central to the University’s mission.
Research with Industry
Swansea University was established by industry
to build competitive advantage within South
West Wales. This role is as critical today as
it was then, if we are to help place this
economically lagging region on a new
growth path that can lead to an innovative,
sustainable, and inclusive economy.
Building on the increasing scale of its
internationally excellent applied research and
its long term collaboration with multinational
companies, Swansea has developed a radical
and transformational Knowledge Economy
Strategy focused on creating high-technology
clusters for Digital Economy, Life Sciences,
and Advanced Engineering and
Manufacturing, with cross cutting themes
such as Low Carbon and Ageing.
Science and Innovation Campus
The University, working in partnership with
industry and government, will deliver a new
Science and Innovation Campus and a
renovated Singleton Park Campus. The strategic
development will create a transformational
asset for the Swansea Bay region. It will
enable the co-location of University research
and development with industry, not only on the
same site but with activities intermingled in the
same laboratories and facilities. This open
innovation environment will support the
knowledge transfer and skills development so
critical to improving the productivity and
performance of business and the development
of a successful knowledge economy. This
approach builds on the University’s earlier
success with the Institute of Life Science
Knowledge-Led Economy
and Society Targets for 2017:
1.
2.
based on the Singleton Campus, which
includes embedded incubation facilities
and shared laboratories.
The underlying concept of the Science and
Innovation Campus is based on evidence which
demonstrates that immediate proximity to the
best available academic research expertise and
postgraduate teaching is a major factor in
location decisions for knowledge-driven
companies. The need to increase higher level
skills is acknowledged internationally as a key
element in promoting bold innovation, which is
at the heart of a knowledge economy. This
approach is also recognised in the Science
Strategy for Wales.
The University’s strategy builds and promotes
Swansea’s position as an effective ‘anchor’
university driving transformational change within
Wales: attracting major company inward
investment; stimulating and supporting cluster
growth with the development of small and
medium sized company supply chains, and,
maintaining the talent flow of skilled graduates
and postgraduates necessary to sustain this type
of knowledge-led economic development.
Delivery of industry-focused collaboration at
The Science and Innovation Campus will be
underpinned by a number of research institutes.
A research institute combines fundamental
academic research in a particular area with
commercialisation of that research in a single
entity (the Institute).
Research Institute Model
The Research Institute Model is a mechanism for
shortening and strengthening the innovation
chain, with the University undertaking
collaborative research further down the
innovation pathway (which ranges from ‘blue
skies’ research to commercialisation and
production). By engaging with activity further
along the innovation pathway, the University will
be better placed to attract further industry
collaboration opportunities.
The University has already launched the Institute
of Life Science, the Institute of Structural Materials
(in partnership with Rolls Royce) and SPECIFIC (in
partnership with TATA). Enabled by the space
provided by The Science and Innovation
Campus and the redeveloped Singleton
Campus, the University is in discussions with
3.
4.
5.
6.
7.
8.
9.
To deliver an industry-facing environment conducive to
attracting inward investment via the Science and Innovation
Campus and redeveloped Singleton campus
Memoranda of understanding secured with six further
multinational enterprises
Three further Research Institutes established
Successful delivery of major European Union-funded ERDF
and ESF Convergence Projects
To increase funding secured from the new round of European
Regional Assistance by 25% to support regional economic
growth than we received from the current programme
To deliver the third phase of the Institute of Life Science
To improve the scale and quality of University support for
companies in the development and licensing of products,
services and technologies
To increase students’ exposure to industry via curriculum and
placements to create a more employable and skilled workforce
Three major projects using heritage and history as driver of
economic regeneration
39
The Innovation Pathway
➤
➤
Research
Uncertainty
➤
➤
aSSoCIaTed
RISk
Exposure
to Investors
Proof-ofconcept
Pre-seed Stage
Funding
Scientific
Risk
Technical
Risk
➤
Sample
Product
Scaleable
Product
Seeding
Funding
Venture
Capital
Engineering
Risk
Manufacturing
Risk
Limited
Production
➤
Research
Funding
Innovation
➤
FUndIng
MeChanISM
➤
Product
Sales
➤
Funding
Mechanism
Industry
Partner(s)
Identification
➤
PRodUCT
CyCLe
➤
➤
Market
Research
➤
Product
Refinement
➤
➤
➤
enabLIng
aCTIvITy
high Risk
40
Research &
Development
Firms and Users
➤
➤
Valley of Death
➤
The scale and scope of this ambition
is being recognised by the European
Commission as a European exemplar
of how higher education can support
innovation and the development of the
Knowledge Economy within their region.
Knowledge Creation
➤
Swansea will continue to identify major
transformational Knowledge Economy
related projects. Our academics will work
alongside their industrial partners to
advance and intensify the level and type
of engagement, increasing the chances
of market success for products and
technologies. To this end we will improve
the scale and quality of our support to
companies, enhancing their productivity
and strengthening their competitive
position. This will include engagement and
support for research and development and
the provision of professional support for:
proof of concept; customer and market
surveys; access to funding; management
support and the commercialisation of IP.
➤
companies regarding the establishment
of further institutes by 2017.
Mass
Production
Initial Public
Offering (IPO)
Market
Risk
Exongenous
Risk
➤
Low Risk
By 2017
we will have:
IE1:
Further developed Knowledge Economy
clusters with global outlook and reach
IE2:
Delivered an ‘open innovation’ environment
with academics and industry staff working
together to develop and deliver products
and services to the market
IE3:
Provided high-value professional services to
more companies to support their increased
productivity and growth: proof of concept;
customer and market surveys; access to
funding; management support and IP
commercialisation
IE4:
Ensured a pipeline of skills and talent to
support the growth of the Knowledge Economy
IE5:
Delivered our EU convergence projects and
attracted substantial new EU investment
IE6:
Worked collaboratively to improve living
standards and health, educational and
sporting facilities, and the region’s
internationally significant culture and heritage
I4:
Grown the quantity, quality and scale of our
partnerships with multinational companies
Delivery of our Targets for Knowledge-led
Economy and Knowledge-enriched Society
SMT-led strategic change initiatives to support delivery: the University will
•D
eliver the University’s Campus
development programme including
the Science and Innovation Campus
and the re-development of the Singleton
Park Campus
• Identify potential commercial
opportunities within the University
and provide professional support
in order to progress them through
licensing or spinout
•W
ork in partnership with the Welsh
Government and Local Authorities in the
region to develop our approach to
attracting multinational companies into
the region and develop high
technology clusters including SMEs
•S
uccessfully deliver existing EU
Convergence-funded Knowledge
Economy projects, ensuring their
sustainability, and use this as the
foundation to attract future investment
• F urther enhance the academic structures
and facilities that enable an ‘open
innovation’ environment: providing
shared space across both campuses
where academics and industry can
work together on research and
development improving the market
readiness of products and services
•D
evelop a University strategy for
the European Common Strategic
Framework 2014 to 2020 to maximise
the opportunities presented by a new
round of European Regional Assistance
through effective partnership working
with Welsh Government and Welsh
European Funding Office policy-makers
and industry. Focus strategy on major
transformational initiatives that
have sufficient scale and scope to
maximise their economic impact
• F urther develop our leadership role in
supporting the development of effective
public policy working collaboratively
with government, the NHS, and the
third sector to raise living standards
and health
•E
ffectively manage opportunities for
engagement with industry, the public
and the third sector
41
Areas of Excellence:
Areas of Excellence:
Areas of Excellence:
Swansea Materials Research and Testing (SMaRT):
Sustainable Product Engineering Centre
Advanced Sustainable Manufacturing
A company set up as a major collaboration between Rolls
for Innovative Functional Industrial Coatings (SPECIFIC)
Technologies (ASTUTE): A £27m European Union
Royce and Swansea University that will serve Rolls Royce’s
An Innovation and Knowledge Centre led by Swansea
ERDF funded pan-Wales project working with SMEs
and other clients’ needs for creep and fatigue testing of new
University and Tata Steel with a shared vision to develop
to upgrade their manufacturing capability; distributed
and existing materials that are used in the aerospace and
functional coated steel and glass products for roofs and walls
Centre for the design, optimisation and support of
aero engine industries. It will conduct a mixture of academic
that generate, store and release renewable energy, thereby
sustainable manufacturing technologies, targeted at
research and commercial industrial testing and analysis.
transforming buildings into power stations and delivering
the high added value components and systems within
£50m has been awarded in research and training funding
significant environmental and economic benefits.
the automotive, aerospace and high technology
by Rolls-Royce and the Engineering and Physical Science
industry sectors.
Research Council at a national level.
42
Areas of Excellence:
Areas of Excellence:
College of Business LEAD Project:
SAW: The six-year £13m pound Software Alliance Wales project will support the Software Industry in Wales by setting up a
A £7.6m European Union ESF funded initiative over six years;
network for Software Developers. The project consists of a central team based in Swansea with regional hubs in the universities in
addressing issues of leadership within the context of the SME
Aberystwyth, Glamorgan, UoW Trinity St David’s and Bangor. The project creates a CPD scheme for computing professionals
sector generally and in particular the owner managers of
sourcing and organising the delivery of high-level training, and establishes a Welsh Accreditation Centre in collaboration with
micro businesses, supporting economic development and
Accredit UK and the Welsh Assembly Government for the benchmarking and certification of computing and ICT companies.
raising regional productivity, competitiveness and skills.
SAW develops student development projects in collaboration with business and industry.
Areas of Excellence:
Institute of Life Science:
The Institute of Life Science (ILS) is Wales’ premier purpose-built medical research
facility. It is a collaboration between Swansea University and the Welsh
Government, together with Abertawe Bro Morgannwg University (ABMU)
Health Board, IBM and industry and business partners. Partly funded through
the European Union Convergence Funding Programme, it is the single largest
investment ever made by the Welsh Government on any university campus.
The vision for the ILS is to advance medical science through multi- and
interdisciplinary research and innovation for the benefit of human health,
and to link those benefits to the economy by encouraging interaction with
other organisations in a spirit of Open Innovation.
Valued at over £80m, the two ILS buildings provide a state-of-the-art medical
research facility located between the College of Medicine and Singleton
Hospital, part of the Abertawe Bro Morgannwg University Health Board.
Specialists in medical research, clinical research facilities, an imaging suite,
the Centre for Health Information, Research and Evaluation (CHIRAL), the
Centre for NanoHealth and business incubation and technology transfer
are housed within the buildings.
Areas of Excellence:
SEACAMS: The five-year £26m Sustainable Expansion of Applied
Coastal and Marine Sectors project is a collaborative venture of
Bangor University together with Swansea and Aberystwyth universities
which enhances capacity for applied research in marine sciences and
develops Wales’ technological capabilities for the exploitation of
marine systems. It creates an integrated network of Research and
Technological Development expertise that is provided to customers,
including SMEs and incoming international companies.
43
Strategic Enabler:
“
Without a doubt it truly was the best experience of my life
and was so valuable in terms of personal growth, building of
confidence and life skills, as well as an unremittingly fun year!
Jennifer
BA American Studies. [Was a student at
California State University, San Francisco]
Internationalisation
Swansea University will, through
maintaining its development as an
international institution with proven
world-class quality, expertise, capacity
and strength, continue to extend its
global reach as it moves towards its
centenary, reaching for a place amongst
the world’s top 200 universities
International University
Since its foundation in 1920, Swansea
University has embraced opportunities to think
globally and in doing so has brought together
the broadest possible knowledge base to help
Wales and the UK respond to contemporary
and future challenges. Our graduates contribute
to the economic, social, cultural and scientific
development of every continent in the world.
Likewise, our research outputs contribute
significantly to the emergence and delivery of
new technological achievements that act as a
catalyst for economic change and cultural
enrichment throughout the world. As an
internationalised university, Swansea is a driver
of economic growth.
Swansea is committed to infusing international
perspectives throughout the University’s teaching,
44
”
research, and knowledge transfer activity. This
comprehensive internationalisation not only
impacts all of campus life but the institution’s
external frames of reference, partnerships and
relations. While an overarching governance
structure is in place to lead the development of
the University’s strategy, it is important to
recognise that internationalisation, by definition,
involves major crosscutting themes that will be
addressed in all areas of the University.
International Students
Strong recruitment of international students
remains a cornerstone of our strategy, ensuring
that the University’s international character
continues into the future. We will continue to
foster a lively cosmopolitan campus environment,
where students, staff and visitors from all cultural
and linguistic backgrounds have the opportunity
to communicate openly. All our students will be
supported to become ‘Swansea University
Global Graduates’, so that, over and above the
core graduate competencies, they will develop
a global mindset and knowledge, with cultural
agility. Increased emphasis will be placed on
developing focused bilateral and multilateral
institutional links, global research networks,
transnational educational initiatives, more
opportunities for students to study and work
abroad, staff exchanges, commercialisation
opportunities with our IPR, knowledge
exchange, and being agents for change in
international development.
International Curriculum
The importance of further internationalising our
academic curricula, as part of developing the
globally recognised Swansea University brand,
is particularly significant. While Swansea took
the lead within the UK in respect of the Bologna
process, our aim is to go beyond this, to
develop joint degrees with countries outside of
Europe and compete effectively on the world
stage. Being able to offer joint degrees with
partner universities enhances our appeal to
students, whilst managing relationships with
collaborative institutions abroad for joint
research, teaching and knowledge transfer
activity will enable us to adopt best practice in
providing relevant support for UK, EU and
international students in Swansea.
The creation of sustainable and mutually
beneficial partnerships with key international
stakeholders is a central part of our strategy,
underpinning all our activities. We will continue
to develop this, particularly regarding
international trans-disciplinary and
interdisciplinary research consortia, and we will
continue to find new ways of working with
governments, industry and alumni. Within this,
consideration will also be given to maximising
opportunities presented by the new Erasmus for
All Programme which will provide funding
opportunities for engagement within and outside
of Europe.
International Knowledge Economy
We believe that in research and knowledge
transfer, international collaborations have
significant potential to benefit the University, and
thereby the cultural and economic life of Wales.
Research problems are now complex and are
best addressed by pooling intellectual and
infrastructural resources. There is a particular
productivity that comes from combining different
intellectual and disciplinary approaches. We
will continue to promote the University to
external partners, complementing our work to
support those research teams at Swansea
whose work is of world-leading or internationally
significant standard.
45
Areas of Excellence:
A portfolio of study abroad options has been developed
to enhance student choice and increase engagement.
This includes an innovative range of summer
programmes held around the world. Two programmes,
Study in India and Study in China, received funding
from the prestigious PMI2 government scheme in
2009/10 and 2010/11 and have been highlighted by
the British Council as examples of best practice.
By 2017 we
will have:
I1: Grown and maintained international
partnerships that will enhance and support
our research, teaching and student
recruitment ambitions
I2: Provided more international opportunities
for our student body through increased
work/study placements abroad, the
delivery of a multi-cultural campus
community and curriculum and promoting
an understanding of other cultures.
I3: Attracted more overseas students to
Swansea from more countries
I4: Grown the quantity, quality and scale of
our partnerships with multi-national companies
46
Delivery for Internationalisation:
SMT-led strategic change initiatives to support delivery: the University will
• Further develop effective international
teaching partnerships with institutions in
key countries with a focus on countries
identified as a priority to strengthen our
market position and increase
recruitment
• Radically review our course portfolio to
ensure course provision, particularly
postgraduate taught, meets overseas
market demand
• Review our overseas student bursary
provision to ensure it is effective in
supporting the University’s overseas
recruitment strategy
• Develop a strategy to improve
overseas student conversion rates
• Develop increased international
opportunities for our student body
including extensive work/study
opportunities abroad, an internationally
diverse campus community and study
options to promote the understanding
of other cultures and promote these to
students and parents
• Work in partnership with the
University’s partner International
College Wales Swansea in key
priority countries to ensure effective
provision of pipeline courses
• Ensure effective plans are in place
for international communication
and promotion including digital
communication campaigns
• Develop innovative opportunities such
as transnational education initially
focused on the development of joint
and collaborative degrees
• Increase the quality and scale of our
international research collaborations
with institutions in key countries,
significantly including the USA, China,
India and France covering joint
research grants, postgraduate research
students and publications
Areas of Excellence:
Example of Excellence: Collaboration with Texas
• Undergraduate exchange scheme in Medical Engineering:
Texas A&M
• Joint PhD scheme: the Methodist Hospital Research Institute
• Research collaboration and researcher exchange
programmes: Rice University, the Methodist Hospital,
Baylor College of Medicine and Texas A&M
• Innovation collaboration: Rice University (Entrepreneurship
Programme) and Texas A&M (Therapeutics Centre)
Areas of Excellence:
The University is a participant in the Brazilian
“Science without Borders” scheme which aims to
bring 10,000 undergraduate and postgraduate
Brazilian students to the UK as visiting scholars, thus
providing opportunities for the further development of
academic links with their home institutions.
Areas of Excellence:
In the i-graduate International Student Barometer
(Autumn 2011), our international students rated us
3rd out of 55 UK higher education institutions for
visa advice, 5th for our welcome, 7th for our
advisory service and 7th for faith provision.
47
Strategic Enabler:
“
Swansea University is delighted with its improved position in
this year’s Green League. This was a result of key work undertaken
during the year including a new Sustainability Policy, the
introduction of initiatives such as a student allotment, the Brighter
Futures Fund, and staff and student competitions and awareness
campaigns on campus
”
Dr Heidi Smith
Sustainability Manager
Estate and Facilities
The University will deliver a high quality,
fit-for-purpose, dual sea-front campus
estate to support Swansea’s strategic
objectives and the knowledge economy
in Wales.
Transformation of University Estate
Swansea University will transform its Estate
by delivering a new, high quality, industryorientated campus accompanied by a
programme of complementary transformation of
the built environment at Singleton. The central
purpose of the Estates Strategy over the coming
years is to address the constraints that the
existing estate imposes on the realisation of the
University’s vision and mission by providing a
fit-for-purpose and sustainable estate based on
the ‘two campus one University’ principle. The
development of the new Science and
Innovation Campus and the parallel opportunity
of upgrading the Singleton estate will support
the University’s vision to be a research-led
university of international quality.
48
The Science and Innovation Campus will
enable the University to break out of its current
estate constraints. It will provide space for
growth and facilitate increasing collaboration
with industry, placing Swansea in a position to
fully embrace the opportunities for building up a
university-led R&D base within the Swansea
Bay Region, linked with the implementation of
the European Commission Common Strategic
Framework 2014 to 2020. It will enhance
industry engagement, which will feed directly
into academic programme design and the
mentoring of students. At the same time it will
enable the University to redevelop Singleton by
releasing space to further augment and support
a Life Science cluster whilst improving the
overall Swansea University student experience
with the minimum amount of disruption possible.
The development of Singleton and the Science
and Innovation Campus will be on a phased
basis. Phase I of the Science and Innovation
Campus will comprise Engineering, Business
and Economics, linked business activities and
ancillary retail provision. Teaching and student
support facilities, including a Great Hall, will
be located on the new campus. The new
student residences have been designed to
meet the needs and aspirations of our students.
This will enable a phased disposal of
Hendrefoilan Student Village, creating a
capital receipt for the University which
can be reinvested in the Estate.
Improvements to the estate, accommodation,
learning and teaching facilities and business
interaction will promote the overall student
experience at Swansea. At the same time the
improved facilities will support a research
infrastructure for staff. The need to capitalise on
the University’s growing research expertise
and interaction with major international
knowledge-based companies is specifically
addressed in our estates planning. The dual
sea-front campus estate will have world-wide
visibility as a next generation Science Park,
co-locating university researchers and industry,
a model which has already been operating
successfully at Singleton through the Institute
of Life Science.
Enviromental Performace
We fully acknowledge our responsibility to the
environment and recognise that there is still
much we can do to improve the University’s
environmental performance. As a research
intensive university, reducing our use of natural
resources is going to be difficult. However,
we are determined through staff and student
engagement, and our research to become
as efficient as we possibly can.
2017
At the end of the period, the University will
have a dual, sea-front campus estate with
capacity to support its future growth and
development as a research intensive University
of top 200 world standing. The construction
of the Science and Innovation Campus and
upgrading of the Singleton Park Campus
through the targeted demolition of poor
performing buildings will contribute to achieving
parity of experience and quality of environment
across the University. Implementation of the
strategy will lead to more than a doubling of
the proportion of space classified as being in
good or as new condition, and a significant
proportion of the estate will be excellent or good
in terms of functional suitability. Longer term,
Phase II of our campus development will present
the opportunity to build on the transformational
changes arising from Phase I and to continue
with the principles of demolishing poor
performing buildings and providing replacement
new and versatile facilities. Through this strategy,
the University will have capacity and flexibility
for future expansion on both campuses to
accommodate a post-2020 vision and to
increase its role as a key driver for growth in the
regional and national economy of Wales.
49
By academic year
2017 we will have:
EF1: Delivered a fit-for-purpose dual campus estate
EF2: Fostered a high quality learning and support
environment that will enhance the student experience
EF3: Created outstanding facilities for research and
University-industry collaboration
EF4: Considerably improved the environmental
performance of the estate
Delivery for Estate and Facilities
Areas of Excellence:
SMT-led strategic change initiatives to support delivery: the University will
Multi-faith Provision
• Deliver an Estates Strategy that will
enable the University to achieve its
research, student experience and
knowledge-economy ambitions over
the next five years
• Build and occupy phase one of the
new Science and Innovation Campus
by 2015: to improve facilities for our
students and research and to provide
the additional space required to
build on existing University/industry
collaboration
• Upgrade buildings on the
Singleton Park Campus
50
• Implement a programme of
consolidation and relocations at the
Singleton Park Campus following
relocation to the new campus, thereby
releasing vacant and poor performing
buildings for demolition and creating
longer term capacity for future
expansion and development
• Reduce backlog maintenance and
operating costs at the Singleton Park
Campus through the demolition of
poor performing buildings
• Add to the stock of high quality
facilities at the Singleton Park Campus,
creating zones within the campus to
deliver co-location of academic
Colleges, where possible, and to
support the continued development
of the Institute of Life Science
• Increase the University’s stock of high
quality student residences through the
construction of residences at the
Science and Innovation Campus to
accommodate 900 students in Phase 1
and dispose of Hendrefoilan Student
Village in a phased manner
• Continue to focus on effective space
planning and management across the
dual campus estate to deliver good fit,
the flexibility to respond to academic
and business developments, and
efficiency in space use in support of
the financial and environmental
sustainability of the estate
The campus-based Chaplaincy Centre is
provided by a team of six chaplains from the
Anglican, Baptist, Greek Orthodox, Methodist,
Roman Catholic, and United Reformed Church.
They work together to support the spiritual life
of the University community regardless of race,
status or faith. We are one of the few universities
in the UK to have a mosque on campus.
Areas of Excellence:
Swansea’s sporting facilities supporting
the London 2012 Olympics
The University is building a reputation as a natural
centre for sporting excellence. Our UK leading sports
facilities, with a £20m sports village, including
the £50m Wales National Pool Swansea, was
instrumental in helping athletes achieve their dreams
at the London 2012 Olympics. Swansea hosted the
New Zealand and Mexican paralympic teams.
51
Strategic Enabler:
Working with Others
We will build strong strategic
partnerships that will support the
development of Swansea University as
a twenty-first century university that is
competitive within the UK and global
higher education marketplace and is
capable of fulfilling our mission as an
agent for change within Wales
Advanced Engineering and Manufacturing
– and will target European Regional
Development Funds and European Social Funds
to promote research and development,
innovation and, skills development in these
areas and to increase the University’s globally
competitive research base in order to secure
other sustainable sources of external funding.
The University strategy for the next five years is
to build on our strengths to become the prime
driver of Knowledge Economy growth and
make a major contribution to the educational,
economic and cultural life of Wales. The
challenge for the University in delivering for
Wales is full regional engagement whilst acting
globally at the same time.
Strategic implementation will be a major
challenge for the University that cannot be
delivered in isolation. Central to the University
strategy is the groundbreaking vision to create
a new world-leading Science and Innovation
Campus and to redevelop the Singleton Park
Campus. This vision has emerged from a
partnership between BP, Swansea University,
the Welsh Government, Neath Port Talbot
County Borough Council and the City and
County of Swansea. This dynamic, regional
public-private partnership is central to the
objective of delivering knowledge economy
growth, high value jobs and prosperity in
the region.
The University’s ambitions are fully aligned with
the strategic agenda of the Welsh Government
and the priorities established by it for European
Union Structural Fund investments. The
University is already active in the cross-cutting
themes identified – Digital Economy, Low
Carbon Economy, Health and Biosciences and
52
The vision is supported by the University’s
strong track record in working with its partners
and will build upon existing collaborations
with major international Knowledge Economy
companies that include Rolls-Royce, BAE
Systems, Corus and IBM. We also have
a formal partnership with Abertawe Bro
Morgannwg University Health Board.
The driving force behind this Health and
Biosciences cluster is innovation, research
and development and an over-arching quest
for new and better treatments and care for
patients. These strategic collaborations
span research, curriculum development and
skills training.
As the pace of change accelerates, so the
importance of managing and marketing a
distinctive globally recognised Swansea
University brand increases. The University has a
positive and progressive image deriving from its
history its unique location its sustained
relationship with industry and its well-deserved
reputation for research and learning excellence.
We will build on this to differentiate ourselves
in an increasingly competitive international
higher education environment evolving the
globally recognised Swansea University brand
in the period leading to 2020, to support the
University’s Centenary Campaign and
fundraising activities.
53
By academic year
2017 we will have:
Areas of Excellence:
Discovery Student Volunteering
A typical day the Discovery-Student Volunteering office is busy and varied! Students call into the
office constantly to ask about how they can volunteer. Project coordinators are planning activities
CP1: An internationally recognised Swansea University brand that
reflects our unique combination of characteristics and values
for young asylum seekers and refugees, or fortnightly youth clubs with local young people with
WO1: Effectively promoted University strengths and successes to key
external stakeholders through planned and pro-active communications
and marketing activity
their weekly stall, providing cheap fruit and vegetables to staff and students in partnership with a
WO2: Built and maintained key strategic alliances with industry,
government and other universities at home and abroad
coordinator for a local circus partner project will turn up to meet her volunteers for a weekly
speech and language difficulties. The Food Cooperative volunteers are in and out as they set up
local farmer from the Gower. As the day progresses, volunteers will return from the Mental Health
project where they help run a patients café at a local hospital, and later still, the project
evening session in a local school. It is the volunteers in Discovery who make each day in the
office diverse and rewarding, engaging with many sections of the local community.
Delivery for Working with Others:
SMT-led strategic change initiatives to support delivery:
the University will
• Develop, maintain and protect a strong
overarching University identity which
supports communication with all
stakeholders and audiences, whilst
evolving the globally recognised
Swansea University brand in the period
leading to 2020, to support the
University’s Centenary Campaign
and fundraising activities.
• Build and develop the fundraising
function for the University
• Establish effective client management
and a cross-university CRM system to
support University management of
key strategic partnerships
54
• Ensure that all aspects of excellence
and success at the University are
promoted internally and externally
across the world, particularly through
the use of electronic media.
• Set up systems to ensure and support
professional marketing and
communications activity throughout
the University
• Profile leading Swansea University
staff and alumni, linking international
research success stories directly to
the University
• Continue to play a leadership
role within the region
Areas of Excellence:
Areas of Excellence:
Building Global
Centre for Nursing Innovation
Engagements in Research
The Centre for Nursing Innovation is a unique
A global hub for NanoHealth
collaboration and coalition between the South West
and Medical technologies has
Wales region’s two major Health Boards and the College
been established through
of Human and Health Sciences at Swansea University.
collaboration with internationally
That collaboration underpins and enhances University
recognised partners in Texas,
status of Abertawe Bro Morgannwg University Health
Pennsylvania, Suzhou and
Board (ABMU) and has created an equally strong higher
Grenoble consolidating
education alliance with Hywel Dda Health Board (HD).
Swansea’s EPSRC-funded
It aims to overcome organisational constraints and
portfolio of activities in four key
communication challenges and maximise opportunities
areas: technology development,
and resources when innovating new areas of nursing
safety assessment, therapeutics,
practice. The Centre for Nursing Innovation facilitates
and human factors engineering.
governance, captures evidence and structures the
progression of work that seeks to improve nursing care.
Areas of Excellence:
Areas of Excellence:
Technocamps
The Dragon Innovation Partnership (DIP)
The three-year, £11m Technocamps project is an outreach
We continue our effective partnership working through
programme for schools and colleges led by Swansea
projects such as the DIP. Through the partnership we work
University in partnership with the Universities of Bangor,
with other universities in the region, Welsh Government,
Glamorgan, Aberystwyth and the University of Wales Trinity
HEFCW and Sector Skills Councils to increase and
St David’s. This programme is designed to inspire young
improve innovation and engagement activity. This includes
people to consider studying computing and its cognate STEM
sharing of good practice, open exchange of strategy and
subjects at higher education level. Technocamps is the biggest
policy developments and a mutual commitment to build
programme in Wales focusing on STEM skills and as such
delivery capacity in critical innovation and engagement
establishes Swansea as the leader in this area.
activities such as technology/knowledge transfer,
commercial training, consultancy, IP commercialisation
and community engagement.
Areas of Excellence:
EnAlgae:
The four-year £12m transnational Energetic Algae
project, led by Swansea University, is a strategic initiative
funded by the INTERREG IVB North West Europe
Programme via the European Regional Development
Fund, together with a range of co-sponsors. It involves
nineteen partners and fourteen observers across seven
EU member states; France, Belgium, UK, Germany,
Ireland, Netherlands and Luxembourg, plus Switzerland,
and aims to reduce CO2 emissions and dependency on
unsustainable energy sources, through the accelerated
development and deployment of algal-based biomass
and bioenergy technologies.
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Strategic Enabler:
Building Common Purpose
The contribution of our staff is critical to
our success. We will work together to
manage and implement our strategic
vision for the University
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The Strategic Plan describes our vision for
Swansea University. The challenge for the
University is to implement strategic change and
realise the benefits for all partners within a
complex and ever changing environment.
Successful implementation of this vision
demands continuous improvement in the quality
and capacity of leadership and management
at all levels in the University.
for their continuing professional development.
We are committed to recognising, incentivising
and rewarding excellence. We will promote
health, wellbeing and a positive working
environment supported by good management
practices and clearly defined roles and
responsibilities. The University will provide an
inclusive institutional culture through effective
equality and diversity policies and initiatives.
In addition we will increase the opportunities
for all members of the University who can
to use the Welsh language and so strengthen
the University’s image in Wales as a
bilingual institution.
The strength of Swansea University lies in its
staff. To achieve the University’s development
and the ambitious plans for the next phase, it is
essential that we take full advantage of the
extensive experience and expertise of staff at
all levels, develop leadership and management
skills, and nurture and support excellent
performance. We aim to retain and attract the
most talented individuals and assist them in
realising their full potential, offering staff support
We are well advanced in introducing a new
academic career pathway. This change has
two main drivers. Firstly, it makes explicit that
the individual strengths and contributions of our
academic staff are valued and will be
rewarded through career progression.
Secondly, there is recognition that
differentiation within the academic workforce
across the University’s integrated mission can
improve overall productivity.
In order to deliver our strategic objectives,
clear and consistent two-way communication
is essential if we are to achieve the necessary
level of commitment and buy-in from our
partners and our staff. We will improve our
internal communications and build a clear
sense of collegiality through the implementation
of our internal communications strategy.
The University Strategy Map has been
developed to support the communication of
our vision and objectives. Our Strategy informs
the development of plans by Colleges and
professional services within the central
administration. Objectives and targets included
in these are cascaded to staff through the
performance enabling process.
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By academic year
2017 we will have:
CP1: An internationally recognised Swansea University brand that reflects
our unique combination of characteristics and values
CP2: Developed a stronger sense of common purpose across the
University community
CP3: Developed a culture that better shares and celebrates in our
University community’s successes
CP4: Enhanced staff performance management processes
CP5: Ensured that the University career structure incentivises and
rewards the contribution of staff across the full range of strategic objectives
Delivery for Building
Common Purpose:
SMT-led strategic change initiatives to support delivery:
the University will
Areas of Excellence:
Performance Enabling Programme: winner of the Times Higher Leadership and
Management Awards 2012 ‘Outstanding Human Resources Team’
Swansea University has seen a high level of buy-in to its new Performance Enabling Programme
thanks to the unprecedented level of engagement with academics and unions.
• Improve internal communications
with staff
• Develop the Reward and
Recognition Strategy
The scheme seeks to link personal performance to corporate objectives via a series of individual
• Embed and improve the staff
performance enabling process
• Implement the modernised
academic career pathway to ensure
academic performance across the
University’s integrated mission is
recognised and rewarded
satisfaction, student outcomes and student retention.
• Ensure that leadership training and
support is available for a wider
range of staff with effective
succession planning in place
key performance indicators (KPIs) relating to publications, grant applications, PhD students, student
The University believes the programme will “challenge” staff performance over the next five years,
“better equipping them and the University to attain strategic objectives in a demanding educational
environment”. According to the judges in the Times Higher Leadership and Management Awards
2012, the programme has “gone somewhere others have not gone before”, and in doing so has
become a great example to the rest of the sector.
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Areas of Excellence:
Swansea: a Healthy University
Swansea has been designated one of the World Health Organisation’s
‘Healthy Cities’, joining an elite band of cities that are working together to
improve the health of local communities. The University, as a healthcare and
medicine research and practice innovation hub is a key partner in the
Swansea team. To bring these benefits to campus, the University has
worked to secure Healthy University status and has established a network on
campus that includes academic expertise, our GPs, catering, sport, Human
Resources and the Students’ Union, with a remit to enhance the health and
wellbeing of the university community.
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Strategic Enabler:
Effective and Efficient Use of Resources
The University will have fit for purpose
business processes that consistently
deliver value for money outcomes
The University will ensure that internal business
processes and systems are fit-for-purpose
– driving service improvement and
demonstrating value for money.
The University has an established structure of
six Colleges each led by a Head of College.
Heads of College and the Senior Management
Team meet collectively as the University
Management Board to ensure coherence and
consistency in strategic leadership. Similarly the
Directors of Professional Services from across
the university’s central administration are
actively engaged both in the Management
Board and, as part of the University’s
Professional Services Management Team under
the leadership of the Registrar.
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A culture of performance management has
been embedded across all Colleges. Each
College is fully engaged in target setting
through the annual resource allocation process.
This culture is now being communicated to
individual staff through the introduction of a
staff performance enabling system.
This approach has significantly improved
performance against key strategic targets
– publications, research income, postgraduate
recruitment and overseas recruitment – ensuring
the diversification of income.
College and subject area performance will
be actively monitored and reviewed. Decisive
corrective action will be taken to ensure our
trajectory remains in line with achieving a UK
top 30 position. We will continue to invest in
areas of strength as indicated by the 2014
Research Excellence Framework and other
University key performance indicators.
Professional services, at a central and a
College level, are focused on supporting
students and staff. It is essential that the
arrangements are both effective and efficient.
We will, therefore, keep business processes
under review to ensure that our services meet
user needs, ensuring the optimal distribution
of responsibilities, accountabilities, and
resources between Colleges and the University,
maximizing the opportunities from coherent
ICT systems.
By academic year
2017/18 we will have:
Delivery for Effective and
Efficient use of Resources:
ER1: Achieved a sustainable surplus sufficient to ensure adequate
investment in the estate, and diversified our income stream
SMT-led strategic change initiatives to support delivery: the University will
ER2: Aligned our resources with our strategic priorities
ER3: Improved our business processes
ER4: Effectively managed, incentivised and rewarded
organisational performance linked to achieving strategic objectives
•D
iversify our income sources making the University more resilient against the changing
HE financial landscape
• R eview the Business Planning Resource Allocation Process to ensure it is fit for purpose in
light of changes to the external funding environment and the refreshed University Strategy
•M
onitor performance using the University’s balanced scorecard and ensure appropriate
actions take place in order to achieve the necessary improvement
• R eview business processes and systems to deliver an improved service and value for
money through efficiency gain.
• Implement key ICT projects to support improved business efficiency
Swansea University, Singleton Park,
Swansea, SA2 8PP, UK
Tel: +44 (0)1792 205678
www.swansea.ac.uk