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AMBITION DELIVERED TODAY
TEESSIDE
2025
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Focused on making a real difference to the lives of people and the success of businesses and the economy, we challenge expectations and push the boundaries of what is possible. We approach challenges at pace and with purpose. We do not stand still.
We are an ambitious and enterprising university for a focused and pragmatic global new generation. We provide real opportunities and support to realise potential on a campus fit for the future and around the world.
From developing outstanding degree apprenticeships tailored to industry to addressing societal challenges on a global scale, our work is always relevant and purpose-driven. We value education and research which is innovative, creative and supports the development of solutions to real world challenges.
We work with individuals and businesses to develop solutions that deliver ambition today.
AMBITION DELIVERED TODAY
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This strategy builds upon the University’s many achievements over recent years and sets out an ambitious future as a central hub of activity and aspiration in the Tees Valley, inspiring our students, staff and communities across the world.
Our previous strategy celebrated great success, positioning the institution as an international university at the heart of the Tees Valley with a reputation for academic excellence. Over the last five years we have led the sector in developing blended and experiential learning, through the award-winning Future Facing Learning model; established key partnerships with regional stakeholders creating a united voice to shape and influence national
agendas; developed bespoke research
centres to align our activity to global priorities;
and doubled the number of international students
at our Tees Valley campus, enriching the student and
learning experience for all.
The last 12 months have been the most challenging yet for
the University, but thanks to the dedication and commitment of
Team Teesside, we have been able to maintain a robust position. The
coronavirus pandemic continues to present considerable challenges for global education, but our ambition to be a high-performing, international university has not diminished. Indeed, it is more important now than ever.
National priorities focus on enhancing productivity through place and, as an anchor institution working in partnership with local organisations and businesses, we are ideally positioned to respond to this. Building upon institutional areas of excellence and expertise, we continue to contribute to our region in a way many universities aspire to.
But our ambition is global. Through Ambition Delivered Today, we will become a force for positive change. We will respond to global priorities through innovation and partnerships. Through digitisation, international mobility and teaching excellence, our students will continue to make a real difference, challenge the impossible and break through barriers.
Our students are at the heart of everything we do. Teesside University students are determined and entrepreneurial; focused and pragmatic. They are global citizens, driven by a social conscience and prepared to make a difference. Over the next five years, we will build on our bold Future Facing Learning framework to deliver an outstanding student and learning experience, through a data-driven and digital approach, helping to shape the leaders of tomorrow.
Ambition Delivered Today will build upon our previous success, to consolidate our position in the global higher education market. This strategy demonstrates our commitment to our students, staff and the communities we serve. Through this vision, we will achieve excellence across all areas, further transforming lives and economies.
Professor Paul CroneyVice-Chancellor and Chief Executive
It is my privilege as Vice-Chancellor of Teesside University to share with you our new corporate strategy: Ambition Delivered Today.
Vice-Chancellor
FOREWORD Chairman and Pro-Chancellor
FOREWORD
The recent Coronavirus outbreak has challenged global education and the way in which we operate as an institution. Thanks to the hard work and dedication of the students and staff at Teesside University, we have risen to this challenge and will continue to do so in the years ahead. The preservation of the student and learning experience has been our main priority and through demonstrating flexibility in our offer, we have approached these turbulent times with the grit and determination I have come to expect from the University.
As an anchor institution, the university has secured key strategic partnerships to deliver on the region’s priorities, working collaboratively across the north east and beyond to benefit the communities it serves. Throughout the crisis, our teams have worked tirelessly to support the Tees Valley and these networks will prove critical to the economic recovery of the region.
Against a backdrop of political uncertainty, the fourth industrial revolution and globalisation, this strategy demonstrates the ambition and determination of the university to challenge what is possible, developing expertise and capability to respond to priorities of the future; and to thrive in a global market.
Looking ahead I am confident that, through this strategy, the University has what it takes to address key global challenges, through its impactful research, 21st century learning and developing global citizens of the future. I look forward to the exciting times ahead for Teesside University.
Alastair MacCollChairman and Pro-Chancellor
Over the last five years, Teesside University has undergone a transformational journey to consolidate its position as a high-performing global institution, committed to delivering an outstanding student and learning experience.
I look forward to the exciting times ahead for Teesside University
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VISION, MISSION AND VALUES
VISION
MISSION
Teesside University generates and applies knowledge that contributes to the economic, social and cultural success of
students, partners and the communities we serve. Through education enriched by research, innovation, and engagement with
business and the professions, we transform lives and economies.
Teesside will be a leading University with an international reputation for academic excellence that provides an
outstanding student and learning experience underpinned by research, enterprise and the professions.
Embracing Diversity
Communicating Openly
Committing to Sustainability
Taking Responsibility
Delivering Excellence
Empowering Individuals
Fostering Creativity
THE UNIVERSITY HAS SEVEN CORE VALUES
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VALUES
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EDUCATION 4.0
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Teesside University has scooped a prestigious award for its ambitious initiative to digitally empower students and staff
The University won the Student Experience category at the annual Educate North Awards.
It was in recognition of the Future Facing Learning initiative, which has seen Teesside embed a bold and ambitious approach to digital learning across the University.
Future Facing Learning provides students with the knowledge, skills and tools to thrive and succeed in a complex and ever-changing world. The University has embraced cutting-edge digital technology to completely change the way that students learn across the whole portfolio of academic courses.
The initiative also involves the Teesside Advance scheme, which sees all new eligible full-time undergraduate students receive an Apple iPad and a specially selected toolkit of apps which will enable them to excel at university and beyond.
Future Facing LearningStudent experience accolade for Teesside University
In addition, the University has partnered with Microsoft to digitally upskill and empower staff and further enhance the teaching and learning experience for students.
Hundreds of academic staff have enrolled on the Digital Development Programme which, in partnership with Microsoft, enables them to access a wealth of development opportunities, as well as the chance to achieve Microsoft Innovative Educator Expert (MIEE) certification upon completion of the programme.
The Educate North Awards celebrate, recognise and share best practice and excellence in the education sector in the North and Teesside University received its award during a ceremony in Manchester.
Professor Mark Simpson, the University’s Pro Vice-Chancellor (Learning and Teaching), said: ‘Future Facing Learning is an extremely ambitious scheme, designed to ensure that all of our students are future-ready and are equipped with the skills and attributes which employers are looking for.
We are delighted to receive this award – it is fantastic recognition of our commitment to putting students at the heart of everything we do.
CASE STUDY
Professor Mark Simpson and Academic Registrar Dr Jonathan Eaton (Centre), with event host and former BBC Political Editor Jim Hancock (left) and Mark Lee, CEO of category sponsors Communicorp (right).
STRATEGIC AIM
To be the University of the Fourth Industrial Revolution, delivering innovative and impactful provision through Education 4.0.
STRATEGIC OBJECTIVES
> To empower connectivity in educational design, drawing upon the knowledge and skills of partners to drive the evolution of Future Facing Learning.
> To embed a sector leading institutional approach to student wellbeing, ensuring that every student is enabled to meet their potential.
> To deliver an outstanding personalised learning experience, underpinned by a data-driven approach to enhancing student performance.
> To design a high performing curriculum portfolio aligned with the emerging trends of the Fourth Industrial Revolution.
> To develop a best in class workforce equipped with the capabilities to deliver cutting-edge Education 4.0 learning experiences.
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The National Horizons Centre (NHC) is a £22m state-of-the art, purpose built bioscience facility offering research, education and collaboration for the bioscience industry.
Opened in Spring 2019, the NHC is designed to provide the full range of skills for the biosciences and foster breakthrough ideas through collaborative research and innovation, including the application of digital technologies to
improve performance and productivity. Located in Central Park in Darlington
it sits at the heart of an ecosystem of life sciences excellence.
Biosciences form the heart of the UK bioeconomy which supports
5.2m jobs across the UK while generating £220bn*.
National Horizons CentreA UK centre of excellence for the bioscience industry
The current UK market for industrial biotechnology alone is £34bn with the European bioeconomy estimated to have an annual turnover of £1.7tn. Northern England has a firm and growing commitment to biological sciences with over £4bn of inward investment in the last five years. The region hosts two of the country’s four large-scale chemical clusters, almost all of the UK’s biofuel and bioenergy production capacity, strong food and drink and biologics manufacturing industries, two deep water ports and a diverse agricultural base.
In the Tees Valley, a highly proactive Local Enterprise Partnership and Combined Authority led by a metropolitan mayor has made it an economic priority to invest and attract investment in the sector. Innovation-led development and new tools and technologies are crucial if the UK is to capitalise on this growth potential – and so are the knowledge and skills to deploy them.
*Estimate gross value-added figure, Biotechnology and Biological Sciences Research Council.
CASE STUDY
The NHC and its pivotal role in tackling bioscience industry challenges have been made possible with financial support from the Tees Valley Combined Authority and the European Regional Development Fund.
RESEARCH
STRATEGIC AIM
To be an engaged university delivering excellent research that enhances wellbeing, productivity and prosperity and shapes the research challenges of tomorrow.
STRATEGIC OBJECTIVES
> To build excellence in research and deliver innovation – generating and applying knowledge in disciplines and areas of distinction.
> To grow a sustainable research base through generation and strategic investment of resources.
> To engage and collaborate with stakeholders in the creation, delivery, communication and impact of our research as a civic university.
> To integrate our research and innovation with our learning, teaching, international, business engagement and knowledge exchange activities.
> To create a vibrant and diverse research culture where talent is nurtured and success rewarded and celebrated.
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STRATEGIC AIM
To be an internationally recognised engaged University delivering enterprise, innovation and impact.
ENTERPRISE AND BUSINESS ENGAGEMENT
CASE STUDY
Teesside University is setting the quality benchmark for apprenticeships having been among the first higher education institutions in the country to have its provision subject to a full inspection by Ofsted.
The education watchdog examined the University’s Higher Apprenticeship provision across five categories, rating every area as outstanding, from leadership and management, to learner outcomes.
Teesside is one of the first universities to receive a full Ofsted inspection for
its level 5 apprenticeships under the revised inspection framework and was rated as outstanding across
the board.
Inspectors praised the University’s ‘senior leaders’ strategic vision
for apprenticeships’ ‘a culture of high expectations’ and a
curriculum that ‘meets the needs of employers and regional economic priorities.’
Ofsted categorised Teesside as outstanding in all five areas:
> Effectiveness of leadership and management
> Quality of teaching, learning and assessment
> Personal development, behaviour and welfare
> Outcomes for learners Apprenticeships.
Professor Paul Croney, Vice-Chancellor and Chief Executive of Teesside University, said: ‘We are delighted with this outcome and are pleased that, as one of the first higher education institutions to undergo a full Ofsted inspection of its apprenticeship provision, the University has received outstanding feedback in every area.
‘Our vision is to position Teesside as an international university with a reputation for academic excellence. Higher and Degree Apprenticeships are designed and flourish because of our exceptional work with business and our commitment to providing the very best student and learning experience.’
Professor Jane Turner OBE DL, Pro Vice-Chancellor (Enterprise and Business Engagement), leads the University’s apprenticeship provision.
She said: ‘We are absolutely delighted to receive such fantastic feedback across all areas of our Higher Apprenticeship provision. The University is passionate about ensuring that what we deliver is relevant and of an extremely high quality.’
‘We are committed to helping businesses in the Tees Valley and beyond thrive and prosper and that can only happen with people learning the right skills to enable them to perform to the highest standard in their job roles. I would like to acknowledge the staff who have played such a fundamental role in this outstanding outcome.’
‘Outstanding’ apprenticeshipsTeesside University hailed for apprenticeship provision
Find out more are tees.ac.uk/source
We are absolutely delighted to receive such fantastic feedback across all areas of our Higher Apprenticeship provision
STRATEGIC OBJECTIVES
> To be a catalyst for business productivity and growth, engaging nationally and globally in sectors aligned to our academic strengths.
> As a civic university, to play a leading role in the regeneration of the local economy, enhanced and supported by widespread public engagement.
> To strengthen graduate employability through enterprise and business engagement.
> To drive the development of our region’s entrepreneurial ecosystem through a step-change in graduate start-up and scale-ups.
> To build staff capacity and capability, ensuring a high-performing business-engaged culture.
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TEESSIDE UNIVERSITY GLOBAL
*International Student Barometer 2018. Based on the views of 410 students.
For more information including participating institutions: bit.ly/info-i-graduate-ISB2018. Full verification data available on request: Email [email protected]
STRATEGIC AIM
To be a global institution that provides an excellent international experience through partnerships and networks across the world.
STRATEGIC OBJECTIVES
> To diversify and enrich the University by recruiting students and staff from across the world.
> To develop mutually beneficial strategic transnational education partnerships.
> To encourage our students to become global citizens by creating international opportunities throughout their University experience.
> To support and enhance all aspects of student life, maintaining consistently high levels of international student satisfaction and achievement.
> To facilitate international research and knowledge exchange.
RANKED NUMBER ONE OF 199 WORLD UNIVERSITIES FOR OVERALL AVERAGE
SATISFACTION IN THE INTERNATIONAL STUDENT BAROMETER 2018*
TOP 25 ANIMATION SCHOOLS AND COLLEGES IN THE WORLD
(ANIMATION CAREER REVIEW 2019 INTERNATIONAL RANKINGS. (167 COLLEGES CONSIDERED).
Find out more at tees.ac.uk/source
OVER
25 NEW COURSES
DEVELOPED FOR THE GLOBAL
MARKET
REGIONAL OFFICES IN
INDIA, CHINA AND MALAYSIA
LAUNCH OF NEW VICE-CHANCELLOR
SCHOLARSHIPS FOR OUTSTANDING
STUDENTS
10 NEW STRATEGIC PARTNERS
IN KEY MARKETS
DOUBLED THE NUMBER OF INTERNATIONAL STUDENTS OVER LAST 5 YEARS
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WHO WE WORK WITH
In line with our 2020 Vision strategy, we have consolidated key markets across the world, developing strategic partnerships to enhance our global presence. Over the next five years, we will build on this success to develop these markets and secure new partnerships through student recruitment, Transnational Education and Continuing Professional Development provision, and research collaborations.
Current partners
2025 ambition
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STRATEGIC AIM
RESOURCES AND BUSINESS MANAGEMENT
In July 2017, the Board of Governors approved the implementation of a ten year £300m campus masterplan. The vision of the masterplan is to deliver a step-change in the quality of the campus to provide an outstanding student experience and fully enable and support academic and service excellence.
Progress on implementation has been rapid and a number of key strategic developments have already been delivered:
> National Horizons Centre – a new state of the art bioscience, research, education and teaching facility
> New home for Teesside University Business School > Library refurbishment
> The Printworks – creation of a new professional services hub> King Edward’s Square –
student accommodation refurbishment.
Two further exciting and significant projects will complete in the 2019-20 financial year – Student Life building – a new bold and exciting state-of-the-art facility and a single location for all student services, advice and information – followed by Cornell Quarter, our new 300 bed purpose built student residential accommodation development.
These developments are producing a step change in the quality of the University campus and are focused on providing the very best facilities and an outstanding student and learning experience for our students.
We will continue to work in partnership with our students and staff to ensure Teesside University has a campus to rival any in the sector, ensuring it is high quality, smart and sustainable.
Campus masterplanTo continue to transform the University campus, ensuring it is high quality, smart and sustainable.
Find out more are tees.ac.uk/source
The transformation of our campus is well underway and the significant progress made in implementation of our masterplan is clear to see.
STRATEGIC OBJECTIVES
> To ensure the financial resilience, sustainability and investment capability of the University.
> To deliver and sustain a future facing workforce.
> To grow student numbers and revenue and enhance the Teesside University brand.
> To continue to transform the University campus, ensuring it is high quality, smart and sustainable.
> To continue to drive the University Strategic Transformation and Change programme including delivery of best in class Strategic and Professional Services.
> To ensure IT and Digital activities are at the heart of University development, innovation and change.
> To deliver excellent University and Group Governance and Compliance.
STRATEGIC AIM
To ensure University resilience, investment andgrowth, drive strategic transformation and change, support academic excellence, and maximise the student experience.
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CASE STUDY
The values and behaviours establish the identity by which Team Teesside would like to be recognised. They provide a benchmark to evaluate and improve all aspects of engagement across the University.
Awards and Achievements
Initial and Continuing Development
Recruitment and Selection
Branding and Marketing
Leadership and Management Development
Succession and Talent Management
Central and Local Induction
Policies and Procedures
Team Development
Engagement and Recognition
Professional Development, Planning
and Review (PDPR)
University Planning and Performance
This list is not exhaustive and staff are actively encouraged to find creative and innovative ways to use the values and apply the behaviours in their working practice.
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TEAM TEESSIDE
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CASE STUDY
The annual Star awards, in collaboration with the Students’ Union, bring together the presentations for long service, with a series of special awards that recognise the contributions made by colleagues from across the University.
This year over 500 nominations were received across 11 categories and the winners were announced at a special ceremony in the Students’ Union hosted by the Vice-Chancellor, Professor Paul Croney.
Staff were recognised in categories including Outstanding Teaching, Team of the Year and Unsung Hero. In addition, a number of long service awards were presented to staff who have completed 25 years of service.
Professor Croney said: ‘The Star awards are one of the highlights of the year and it is always an honour to recognise the exceptional contribution our staff continue to make to the University’s success.
‘There is some truly exceptional work being carried out across Team Teesside and I would like to thank staff for all their hard work and professionalism.
‘It is fantastic to see so many staff recognised for both long service and Star awards and the whole University community offers its congratulations to all the winners and everybody who was nominated.’
Your Star award winnersUniversity staff have been honoured for their dedication, achievements and long service.
The Star awards are one of the highlights of the year and it is always an honour to recognise the exceptional contribution our staff continue to make to the University’s success
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STRATEGIC KEY PERFORMANCE INDICATORS
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Learning and Teaching> Student progression and achievement
> Student satisfaction level
Research and Innovation> Annual research income
> Research active staff
Enterprise and Business Engagement> Annual enterprise and business
engagement income
> Graduate outcomes indicator
The strategic Key Performance Indicators outlined below will assist Teesside University in achieving its overarching mission to become a high performing institution with global impact. In light of the ongoing pandemic and turbulent strategic context in which we operate, these indicators of successful performance will remain under review.
International> International students on campus
(full-time equivalent)
> International student satisfaction level
Resources and Business Management> Total student enrolments (full-time equivalent)
> Retain a cash positive surplus
> Positive cash balance
> No (additional) debt
> Maintain Investors in People Gold
> Staff satisfaction level
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There is no doubt that the Tees Valley will be faced with major challenges, but as a region we will apply our trademark determination and collaborative spirit to emerge even stronger than before.
Teesside University’s commitment to our communities is absolute. Plugged into civic society and driving positive social impact, our local footprint – extending from the Business School in the campus heart to MIMA in Middlesbrough town centre and the National Horizons Centre in Darlington – provides a vital network of facilities, experience and expertise, all of which will play an important part in the regeneration of our local ecosystem.
Key institutional strengths in research, innovative pedagogy and regional engagement can deliver support structures, short-term solutions and long-term planning assistance to the business community and key organisations. Our global networks can open up new opportunities that will breathe new life into the region through innovation, access to markets and inbound investment.
PLACE
The role of Teesside University as an anchor institution has never been so important. As the region begins to come to terms with the effects of recent events such as Brexit and the Covid-19 pandemic, the University’s role in supporting the swift recovery of the local economy is imperative.
The University’s position as a member of national mission groups allows us to act as a political voice for the region, providing key policy advice and evidence to support regional priorities, and to lobby government to assist in addressing these priorities. Our global standing will allow us to develop important relationships with key markets, exercising our international soft power and positioning ourselves as the gateway for regional economic success.
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