University College Birmingham Strategic Plan - 2021-2024

14 15 WWW.UCB.AC.UK 2021–2024 STRATEGIC PLAN WE WILL: HOW? MEASURE OF SUCCESS Maintain and develop a strong programme of investment in our staff, their development and progression Implement a schedule of subject-specific and industry updating for academic staff to ensure currency and relevance of the curriculum being delivered. Support completion of higher level degrees across all relevant disciplines. Nurture inspirational leadership, embracing change and promoting a culture of accountability and collaborative working. Relaunch and refocus the current Professional Development Review programme. Working in partnership with senior managers, we will establish a clear leadership and talent identification programme. • An inviting and inclusive diverse academic and support services community for the benefit of all, a view which is regularly reflected in staff feedback. Invest in campus-wide improvements to our educational infrastructure to support the development of the curriculum of the University and enhance the student experience The development of a Digital Hub to support an innovative curriculum and improve business support. Transformation of the Summer Row building into a world class Further Education centre, with teaching and learning spaces and specialist practical vocational facilities. • Cutting-edge digital learning will be embedded into our course content in 2024, with students benefiting from flexibly delivered programmes and easy to use, centrally provided data and IT services. Continue to embed sustainability in our campus-wide developments By continuously striving to reduce CO2 emissions and waste across the campus. The implementation of carbon neutrality for all waste streams across campus. The transition of the remaining University vehicle fleet to low emission, hybrid or electric alternatives with further installations of electric vehicle charging points across campus. Student input and engagement will be prioritised and, through outreach work with local environmentally friendly companies and the community, our students will be encouraged to partake with sustainability drives and activities on and off campus. • To achieve the award of Silver Eco-campus status or above. • Environmentally friendly installations across the campus, e.g. photovoltaic solar panels, rain water harvesting systems, smart lighting and plumbing systems will show significant energy efficiency savings. • No waste produced on campus will go to landfill. Recycling will be used where possible or waste will be processed into electricity through a local energy plant. Food waste will be processed by anaerobic digestion into Bioenergy and fertiliser for local farms. • The University has initiated the process of moving towards a more sustainable vehicle fleet by gaining an all-electric multi use vehicle. This process will continue by procuring low emission, hybrid and electric substitutes in exchange for the existing fleet. Additional electric vehicle charging points have also been integrated into the wider campus expansion with the development of Moss House. INVESTMENT, TRANSFORMATION AND SUSTAINABILITY WE WILL: HOW? MEASURE OF SUCCESS Develop a competitive and attractive commercial offer for business to both the city and the wider region Rebrand our food and drink offer to the private sector to include opportunities for private dining, events, pop-ups and chef experience days. Establishing a new pricing and promotion strategy for the next five years on our gym and sports facilities, based on competitor analysis and local opportunities. Develop a USP for our accommodation that is community and experience based, following a full competitor analysis of halls of residence in Birmingham. Establish independent booking websites for our food, accommodation and gym/ aesthetics facilities. In all respects, develop meaningful commercial partnerships with local businesses that allow us to effectively promote our offer to clients. • An established conference and events department, with motivated staff throughout the University committed to improving our external customer service. Lasting and loyal customer relationships will be well established and repeat business will be the norm. Annual, monthly and weekly revenue targets will be set and, where possible, exceeded.