1. Professor Robert Allison Vice-Chancellor and President ILM Presentation Delivering the University’s Strategy

2. Personal Experience of strategy and strategic plans: Lecturer at University College London Lecturer, Reader, Professor, Head of Department, Executive Dean at Durham University Pro-Vice-Chancellor (Research), Deputy Vice-Chancellor at Sussex University Vice-Chancellor and President, Loughborough University

3. How is a strategy helpful?  Strategy development helps us think about the future, strengths and weaknesses, where we want to be  Generates a shared view of what we are aiming for  Tells the outside world what we are about / what we do (and what we don’t do)  Assists with aligning resource (people, assets and money) with what we want to achieve  Sets the context for annual planning round  Provides a focus for Council

4. When is the right time? Consultative and collaborative process:  Understand the external environment  Review current strategy and what’s been achieved  Think about where we want to be: 10 year vision  Generate evidence base internally (strengths and weaknesses) and externally (competitor analysis)  Wide ranging consultation, including joint Senate / Council Away Day  Preparation of draft led by Vice-Chancellor  Further consultation and revision  Approval by Council  Implementation – the hard bit *current strategy runs to 2016 Developing our next strategy*

5. Some early thoughts from a new Vice-Chancellor Strengths  ‘Brand’ to die for  Collegiality and committed University community  Research led  Outstanding teaching, learning and student experience  Strong Enterprise agenda  Other assets: campus, alumni, Charnwood Challenges  International reach  Funding environment: teaching and learning and research  My leadership and management – never done this job before

6. And I’ve said nothing about….  Delivery of strategy through operational planning  Developing Key Performance Indicators (KPIs) and monitoring progress  Links to finance and budgeting  Managing the associated risks  Engaging the community and getting people to take responsibility  Maintaining flexibility (a strategy shouldn’t be a stone edifice)

7. Questions and discussion Thank you for the role you play in delivering excellence at Loughborough University