Limitless - a new University strategy

Friday, 29 November 2013

Vice-Chancellor, Sir David Bell

I was delighted to speak to so many of you at the four ‘all staff talks' that were held over the past month. Talking about the future of the University is really important, even if all the details about what we do next are not entirely clear.

As I argued at our sessions, a ‘safety first' approach isn't good enough for the world in which we live. That is why I feel so strongly about using the word LIMITLESS as a means of capturing our ambition. Of course, I am not naïve as I fully recognise that our money is not limitless and, almost certainly, we will be required to make some tough choices.

But more than anything, LIMITLESS is intended to capture a mind-set that is optimistic, forward-looking and open to new possibilities and opportunities for the University.

A number of colleagues have commented that we need to build stronger and better engagement with the Strategy so that contributions are encouraged from across the University. I agree. So an important task for us in 2014 is to involve more people in bringing the Strategy to life.

A few pointers to the future:

We now have seven work-streams in place to develop the three key pillars of the strategy - Securing and Sustaining Societies, Educating for 21st Century Lives and Advancing Policy and Practice - as well as the underpinning principles around our academic excellence, global engagement, financial strength and thriving community. Those who are leading the work will make it a priority to involve more colleagues from across the University as we take forward some specific work projects in 2014;
An early focus we hope will be to invest more in the IT ‘backbone' of the University. This is really important if we are going to improve everything we do, a point that many of you have made forcibly to me;
In addition, over the coming months, we will be restructuring the way we procure goods and services and making major investments in the systems and processes underpinning how we attract and support students. Like other institutions, universities need efficient and effective systems, networks and equipment to thrive;

In all of the above, and indeed across all of our work, we want colleagues to be involved. As I have said on many occasions, the University of Reading is a great community and we are so much the better when everyone feels that they are involved and making a powerful contribution to our success.

One area where that is true is mentoring which has become a focus of attention across many universities, for both staff and students. At Reading, the University Mentoring Project is aiming to identify the characteristics of the many schemes we deliver and establish more support for those running or looking to create new schemes. A staff survey is being circulated this month so if you are running a mentoring scheme, look out for it and please try to respond.

Finally, let me mention the very wide range of public engagement events that have taken place over the past few weeks. From the history of the internet to the value of dairy fats, with Scottish independence and British politics along the way, we have welcomed literally hundreds of outsiders onto campus to hear members of our own staff, as well as distinguished outsiders, share their expertise. There's more to come between now and Christmas so have a look at the Events Diary which is available here >>>

Sir David Bell KCB
Vice-Chancellor