Building Momentum: University's Strategic Vision for Success

As we look towards the year ahead, the university's strategy emphasizes quality, sustainability, internationalization, and collegiality. Your role in our success involves enhancing the student experience, managing costs efficiently, attracting high-quality students, and building the university's reputation. Milestones achieved from 2016-2018 set the platform for further progress, such as financial stability and restructuring. The impact of our strategy so far includes improvements in reputation and rankings. Looking ahead to 2018-2021, the focus is on enhancing the university's reputation through various rankings and achievements, showcasing real impact from improving entry tariffs and receiving accolades like the Silver TEF and Queen's Anniversary Prize.

• University strategy
• Success
• Quality
• Sustainability
• Internationalization

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1. The year ahead priorities, challenges and your role in our success Autumn 2018

2. OUR STRATEGY A crucial year ahead - drive forward with our strategy. Quality Sustainability Internationalisa tion Internationalisation Collegiality 2

3. OUR ROLE All of us can contribute to supporting the University in the year ahead through: Improving the student experience (and as a result, the National Student Survey) we can all show our students that we care Tight cost management taking care with every pound we spend of the University s money Attracting as many high quality students as possible and we want to be their first choice. Building the University s reputation telling our networks about the work we do 3

4. 2016-2018 Creating the platform for change MILESTONES WE VE ACHIEVED Ready to invest for our future We secured a 300m bond to invest in infrastructure that will transform our staff and student experience We have improved our financial stability through prudent management A simpler structure We changed to our new five faculty structure on 1 August 2018 We will embed consistent ways of working across the new faculties to make it easy for everyone to get things done. 4

5. THE IMPACT OF OUR STRATEGY SO FAR Improving quality (entry tariff) and some areas of student satisfaction has led to improvements in our reputation Entry Quality Overall Reputation NSS Cutting the tail Upturn on key league table Increases to NSS Assessment & Feedback in 2017 Guardian 16 23 35 2017 2018 2019 5

6. 2018-2021 Building momentum IMPROVING REPUTATION Improvements in every UK and international ranking this year KPI achieved by re-entering the Top 100 in the QS world rankings Up to 23rd from 35th in the 2019 Guardian University Guide 12 place increase in The Times and Sunday Times Good University Guide Overall gain of 1% overall satisfaction in the NSS, while the sector in general saw decline in satisfaction Improving entry tariff has delivered real impact to our rankings Silver TEF Queen s Anniversary Prize for Higher Education 6

7. 2018-2021 Building momentum IMPROVING QUALITY Re-positioning ourselves as a high quality, first choice option More capable students who will benefit even more from our teaching and have a better experience Improved career prospects More capable students Better degree outcomes More life-changing impact 7

8. 2016-2018 Creating the platform for change 2018-2021 Building momentum NSS Extensive additional work has been done to understand the student experience including: The introduction of Southampton Student Survey (in-house survey for 2nd years & 1st years) - includes NSS questions plus targeted additions to identify areas of concern earlier in the student lifecycle Focus groups Interviews and workshops with second and final year students, and with staff focused on low performing areas In-depth analysis to understand underlying issues and under-performance to inform faculty & institutional planning and actions The institutional focus on Assessment & Feedback in 2015-2018 has been reflected in improvement ahead of sector to the related NSS questions. 8

9. THE CHALLENGE AHEAD: NSS Our improvement in entry tariff since 2016 has had the biggest impact on our rankings and reputation Further improvement in entry tariff, whilst maintaining student numbers, requires better league table rankings, NSS & TEF we need to become a university of first choice Student experience (and therefore NSS) becomes critically important for us to continue the positive progress we are making with our strategy A step-change in the NSS is vital to us this year So our students/graduates feel proud of their University To help improve recruitment To position us for subject-level TEF (3 year rolling average). 9

10. THE CHALLENGE AHEAD: RECRUITMENT Lower level of applications and acceptances in 2017/18 This was in response to previous drops in league tables rankings, NSS and our pilot year TEF result Excellent performance in Confirmation and Clearing this year, but we need stronger recruitment earlier in the cycle We are still in the process of re-positioning ourselves to improve our attractiveness to high quality students We hope to have a better recruitment round in 2019-20 on the basis of: Better league table rankings in 2018, improving NSS & TEF Silver Campus improvements Much improved Open Days Moving towards a better student experience. 10

11. THE CHALLENGE AHEAD: FINANCE Our income will reduce this year due to factors including: Fewer students due to graduation of the large 2015 intake and lower recruitment due to previous rankings and 2017 TEF. Fees not increasing in line with inflation Our expenditure continues to grow, driven by inflation, staff costs and the challenge of reducing costs when income reduces We were successful in delivering savings in 2017/18, and we need to build on that platform for the coming year We can do that through managing our recruitment decisions, spending wisely and by all leaders and managers reviewing their budgets and spending plans We are in a challenging external environment which means we need to work together to support the route to financial sustainability. 11

12. VOLATILITY IN THE SECTOR Increased political uncertainty e.g. fees review, Brexit Increased public focus on the sector Increased costs of pension provision Increased regulation with focus on students not on universities Fixed funding per FTE for UK/EU students 12

13. BUILDING ON THE NEW STRUCTURE Five Faculties, with Schools, Departments and Institutes working together One University Embedding the new structure ensuring that we successfully finish the job Aligning Professional Services - determining the best way to deliver student and academic support, in an equitable way Ensuring that we progress and deliver strategic projects 13

14. CREATING PARTNERSHIPS ONE UNIVERSITY Maximising our value and effectiveness requires us to work across the Faculties, Schools and Departments We need to understand our strengths internally and present them externally Softer, permeable Faculty/School walls Better ways of working together 14

15. RESEARCH AND ENTERPRISE Research and Enterprise is consistently strong at Southampton: REF performance, funding, bibliometrics, reputation Need to deliver as strong a REF 2021 outcome as possible Optimise REF Power maximising FTE returned at 3.1-3.3 GPA Bias towards maximising overall University strength Process in place, good engagement from across University 15

16. RESEARCH AND ENTERPRISE Maintain focus on long term research performance which will be measured in future REFs and reputation indicators Recruiting high quality students and staff and developing them to realise their potential Funding, papers, esteem indicators, impact, external engagement Need to improve performance on research funding Increase number of funding applications, while maintaining quality Continue to improve overhead and Full Economic Cost recovery Ensure alignment of professional services, academic staff, funders. We are implementing a new enterprise strategy Clear distinction between commercial enterprise, ecosystem development and educational enterprise Creation of Southampton enterprise board as champion and governance for University-wide enterprise Consistent application of principles for investment and KPI s for performance monitoring 16

17. TRANSFORMING OUR DIGITAL EXPERIENCE Our vision - to positively transform the digital experience for students, staff and visitors required some vital early steps 2016-2018 Creating the platform for change Understanding our current IT and digital capability Articulating a digital strategy Business-as-usual resilience 2018-2021 Building momentum Creating a more tangible, actionable plan Communicating the plan and the benefits Get the foundations right address our information architecture and management 17

18. ONEWEB Crucial to the delivery of our Strategy, OneWeb is an ambitious web transformation project, which: Will be a significant step-change in addressing all our communities Will ensure the University s websites our window to the world and critical to student recruitment provide a dynamic, sector-leading experience Will be focused on the needs of the user Will offer substantial benefits in how we work together including maximising revenue opportunities and process improvements Be a website that we can all be proud to be associated with 18

19. 2018-2021 Building momentum TRANSFORMING OUR CAMPUSES - PROGRESS Cancer Immunology Centre Centenary Building (to mark 100 years of Highfield) opening in summer 2019 Boldrewood Block D/G opening in spring 2019 Chamberlain Halls Refurbishments to buildings 1,16, 67 over the summer (Computer Science, Health Sciences) Chemistry buildings 29/30 refurbishment project progressing, lab upgrade summer 2019 19

20. 2016-2018 Creating the platform for change TRANSFORMING OUR CAMPUSES Context is key: A large, distributed, university with a suburban landscape. We need to do this carefully Complexities of planning, significant enabling works and community engagement Our public exhibition in the summer was a turning point good engagement from our local and internal community Investigative and engagement work to inform our next steps is underway 20

21. 2018-2021 Building momentum PROFESSIONAL SERVICES FOR THE FUTURE Professional Services exists to help deliver the academic strategy of the University in the best possible way: Alignment of our Professional Services to the strategy and the new structure Consistency and equity in service provision across the University where possible, differentiated service where needed and justified A phased approach over next 12-18 months Prioritisation of areas that improve our student experience and support our financial sustainability. 21

22. NEXT STEPS: OUR PRIORITIES AHEAD Student experience Quality/Internationalisation Managing our costs Sustainability Preparing for REF 2021 Quality/Sustainability Embedding our new structure Sustainability/Collegiality Greater emphasis on staff development Collegiality/Quality Delivering 21st century infrastructure Quality/Sustainability 22