01

Excellence in Research and EducationOur five year university strategy 2005–10 has served us well.We are now building on this foundation, and Durham’s rankingby the 2010 Good University Guide as the third best broadsubject university in the UK, with a strategy for the next decadeand beyond.

The world is changing. There are now 138 universities in the UKand education and research are increasingly global. Our strategyrecognises this, setting out the type of university we intend tobe – defining the ‘Durham Difference’ – and building on whatis uniquely special about Durham University. Our priorities aresimple – the highest levels of excellence in education andresearch, learning from and exemplifying the best in the worldin research-led education for the most able students with thegreatest potential, taught and mentored by some of the world’sleading researchers at the forefront of their field.

All institutions in the UK are expecting a rocky ride, given thestate of public finances, but as I have said before, Durhamoutlasts not only governments but political parties. Our currentstrengths, and a focus on excellence in everything we do, willserve us in good stead in weathering the downturn and emerginga stronger university, recognised world-wide as a university‘shaped by the past – creating the future’.

Professor Christopher Higgins, Vice-Chancellor

Contents

01 Foreword

03 Section One: Background04 Shaped by the past05 Creating the future

07 Section Two: Values08 Core Values

11 Section Three: Durham UniversityStrategy 2010–2020

12 A. Context and Ambitions13 B. Summary14 C. Aims and Objectives

01

Excellence in Research and EducationOur five year university strategy 2005–10 has served us well.We are now building on this foundation, and Durham’s rankingby the 2010 Good University Guide as the third best broadsubject university in the UK, with a strategy for the next decadeand beyond.

The world is changing. There are now 138 universities in the UKand education and research are increasingly global. Our strategyrecognises this, setting out the type of university we intend tobe – defining the ‘Durham Difference’ – and building on whatis uniquely special about Durham University. Our priorities aresimple – the highest levels of excellence in education andresearch, learning from and exemplifying the best in the worldin research-led education for the most able students with thegreatest potential, taught and mentored by some of the world’sleading researchers at the forefront of their field.

All institutions in the UK are expecting a rocky ride, given thestate of public finances, but as I have said before, Durhamoutlasts not only governments but political parties. Our currentstrengths, and a focus on excellence in everything we do, willserve us in good stead in weathering the downturn and emerginga stronger university, recognised world-wide as a university‘shaped by the past – creating the future’.

Professor Christopher Higgins, Vice-Chancellor

Contents

01 Foreword

03 Section One: Background04 Shaped by the past05 Creating the future

07 Section Two: Values08 Core Values

11 Section Three: Durham UniversityStrategy 2010–2020

12 A. Context and Ambitions13 B. Summary14 C. Aims and Objectives

02

Section One:BackgroundShaped by the past –creating the future

03

02

Section One:BackgroundShaped by the past –creating the future

03

04 05

Creating the future.Across the University our researcherscontinue to extend the boundariesof knowledge. We aim to innovateand promote intellectual distinctionand challenge traditional disciplinaryboundaries. This ethos is exemplified byour Institute of Advanced Study whichbrings together leading scholars fromaround the world to think, discuss andwrite about big ideas which open upnew possibilities for today and, moreimportantly, for tomorrow.

What else makes Durham Universitydistinctive? While our university originatedin a small medieval city, its reach is nowglobal. As the University has grown, ourdepartments and colleges have remainedon a human scale – at a size in whichstaff and students can work togetherand support each other. This offersour students and staff exceptionalopportunities, both as individuals andas part of an interdisciplinary and multi-cultural community. Consequently, we arehome to many of the most able studentsand staff from around the world.

We are not a traditional campus university,but have evolved over time with ourdepartments and colleges embeddedwithin our local communities in Durhamand Stockton-on-Tees. At the heart of ourUniversity is the magnificent UNESCOWorld Heritage Site which we share withDurham Cathedral, complemented byscholarly collections and outstandingbuildings from every century from the11th to the 21st, brought to life bythe staff and students who live andwork in them.

Our 16 colleges enable students and stafffrom all disciplines to live, eat, study andrelax together. They provide support andopportunities to excel and develop qualitiessuch as leadership, open-mindedness,curiosity and social responsibility,preparing students to make a differencein whatever sphere of life they choose.Each college is distinctive, defined byits buildings, traditions and people.The oldest, University College, is basedin the 11th century Durham Castle, whilethe modern masterpiece, St Aidan’s, wasdesigned by Sir Basil Spence in 1966.St John’s is an independent Christianfoundation but welcomes studentsof all faiths or none.

But Durham is more than the sum ofits parts. A combination of tradition andmodernity, of people and community, andof social responsibility helps our graduatesto make a difference in whatever theydo and enables our research to makea contribution to people’s futuresaround the world.

Durham University is distinctive – acollegiate university with long traditionsand modern values. We seek the highestdistinction in research and scholarshipand are committed to excellence in allaspects of education and transmissionof knowledge.

Our research and scholarship affectsevery continent. We are proud to be acommunity of international scholars andhave staff and students who reflect thevalues and ambitions of many culturesaround the world. We promote individualparticipation in a scholarly community,providing a rounded education in whichstudents gain both the academic and thepersonal skills required to succeed in life.

Shaped by the past.Durham University’s traditions reflectcenturies of learning and scholarship inthe North East of England. Bede – poet,scientist, historian and generally thegreatest European scholar of the 8thcentury – is buried in Durham. From the12th century Durham was one of Europe’sleading centres of scholarship and bothHenry VIII and Oliver Cromwell proposedthe establishment of a ‘University for theNorth’ here. In 1832, Bishop van Mildertendowed Durham University with itsCastle, medieval buildings, libraries andestates, creating England’s third university.

Durham has long been an innovativeuniversity. In 1895, Durham was oneof the first universities to admit women.We were the first English university toestablish overseas campuses in Barbados,in 1875, and Sierra Leone, in 1876.Durham University was a pioneer insupporting regional economic needs,awarding the first Civil and MiningEngineering degrees and is now a corepartner in the North East’s most successfulscience park, NetPark. In 1992, theUniversity established a significantpresence at our Queen’s Campus in theheart of Teesside which is now breakingdisciplinary boundaries to enhance publichealth and social wellbeing.

Innovative research and breakingboundaries has permeated DurhamUniversity’s ethos from the start. ArthurHolmes made one of the greatest 20thcentury contributions to Geology, platetectonics, and George Rochester madethe greatest discovery in Physics ‘notto win a Nobel Prize’ (Kaons, the firstexample of strange particles). GordonManley, through the Durham seriesof temperature measurements in the1930s, laid the foundations of modernmeteorology and understanding of climatechange. Our Chancellor in the 1950s,G.M. Trevelyan, was an eminent historianand pioneer on environmental issues.This tradition of innovation continuesto the present day.

Durham, I have cometo realise, has a capacityto astound out of allproportion to its size.I don’t know any placethat manages to bemore intimate andinfinite at once.

Bill Bryson,World-renowned author andChancellor of Durham University

‘‘ ‘‘

Section One: BackgroundShaped by the past – creating the future

04 05

Creating the future.Across the University our researcherscontinue to extend the boundariesof knowledge. We aim to innovateand promote intellectual distinctionand challenge traditional disciplinaryboundaries. This ethos is exemplified byour Institute of Advanced Study whichbrings together leading scholars fromaround the world to think, discuss andwrite about big ideas which open upnew possibilities for today and, moreimportantly, for tomorrow.

What else makes Durham Universitydistinctive? While our university originatedin a small medieval city, its reach is nowglobal. As the University has grown, ourdepartments and colleges have remainedon a human scale – at a size in whichstaff and students can work togetherand support each other. This offersour students and staff exceptionalopportunities, both as individuals andas part of an interdisciplinary and multi-cultural community. Consequently, we arehome to many of the most able studentsand staff from around the world.

We are not a traditional campus university,but have evolved over time with ourdepartments and colleges embeddedwithin our local communities in Durhamand Stockton-on-Tees. At the heart of ourUniversity is the magnificent UNESCOWorld Heritage Site which we share withDurham Cathedral, complemented byscholarly collections and outstandingbuildings from every century from the11th to the 21st, brought to life bythe staff and students who live andwork in them.

Our 16 colleges enable students and stafffrom all disciplines to live, eat, study andrelax together. They provide support andopportunities to excel and develop qualitiessuch as leadership, open-mindedness,curiosity and social responsibility,preparing students to make a differencein whatever sphere of life they choose.Each college is distinctive, defined byits buildings, traditions and people.The oldest, University College, is basedin the 11th century Durham Castle, whilethe modern masterpiece, St Aidan’s, wasdesigned by Sir Basil Spence in 1966.St John’s is an independent Christianfoundation but welcomes studentsof all faiths or none.

But Durham is more than the sum ofits parts. A combination of tradition andmodernity, of people and community, andof social responsibility helps our graduatesto make a difference in whatever theydo and enables our research to makea contribution to people’s futuresaround the world.

Durham University is distinctive – acollegiate university with long traditionsand modern values. We seek the highestdistinction in research and scholarshipand are committed to excellence in allaspects of education and transmissionof knowledge.

Our research and scholarship affectsevery continent. We are proud to be acommunity of international scholars andhave staff and students who reflect thevalues and ambitions of many culturesaround the world. We promote individualparticipation in a scholarly community,providing a rounded education in whichstudents gain both the academic and thepersonal skills required to succeed in life.

Shaped by the past.Durham University’s traditions reflectcenturies of learning and scholarship inthe North East of England. Bede – poet,scientist, historian and generally thegreatest European scholar of the 8thcentury – is buried in Durham. From the12th century Durham was one of Europe’sleading centres of scholarship and bothHenry VIII and Oliver Cromwell proposedthe establishment of a ‘University for theNorth’ here. In 1832, Bishop van Mildertendowed Durham University with itsCastle, medieval buildings, libraries andestates, creating England’s third university.

Durham has long been an innovativeuniversity. In 1895, Durham was oneof the first universities to admit women.We were the first English university toestablish overseas campuses in Barbados,in 1875, and Sierra Leone, in 1876.Durham University was a pioneer insupporting regional economic needs,awarding the first Civil and MiningEngineering degrees and is now a corepartner in the North East’s most successfulscience park, NetPark. In 1992, theUniversity established a significantpresence at our Queen’s Campus in theheart of Teesside which is now breakingdisciplinary boundaries to enhance publichealth and social wellbeing.

Innovative research and breakingboundaries has permeated DurhamUniversity’s ethos from the start. ArthurHolmes made one of the greatest 20thcentury contributions to Geology, platetectonics, and George Rochester madethe greatest discovery in Physics ‘notto win a Nobel Prize’ (Kaons, the firstexample of strange particles). GordonManley, through the Durham seriesof temperature measurements in the1930s, laid the foundations of modernmeteorology and understanding of climatechange. Our Chancellor in the 1950s,G.M. Trevelyan, was an eminent historianand pioneer on environmental issues.This tradition of innovation continuesto the present day.

Durham, I have cometo realise, has a capacityto astound out of allproportion to its size.I don’t know any placethat manages to bemore intimate andinfinite at once.

Bill Bryson,World-renowned author andChancellor of Durham University

‘‘ ‘‘

Section One: BackgroundShaped by the past – creating the future

Section Two:Values

06 07

Section Two:Values

06 07

08 09

Durham University is committedto the following core values:

Section Two: Values

to create communities inwhich critical thinking andcreativity are combined withopportunities for personalgrowth and development,so that all can realise their

full potential{ }to defend freedom of thought

and to cherish intellectualdebate and new ideas{ }to value knowledge and

learning for their own sake,and for their ethical, cultural,social and economic benefits{ } to foster cross-disciplinary

and cross-cultural thinkingand working{ }

to communicate ourknowledge and learningfor the benefit of all{ } to strive for excellence in

everything we do, as a singleand purposeful organisation{ }

to promote diversity,respect for others andequality of opportunity{ } to measure all we do against

the standards of an ethicaland sustainable world{ }

08 09

Durham University is committedto the following core values:

Section Two: Values

to create communities inwhich critical thinking andcreativity are combined withopportunities for personalgrowth and development,so that all can realise their

full potential{ }to defend freedom of thought

and to cherish intellectualdebate and new ideas{ }to value knowledge and

learning for their own sake,and for their ethical, cultural,social and economic benefits{ } to foster cross-disciplinary

and cross-cultural thinkingand working{ }

to communicate ourknowledge and learningfor the benefit of all{ } to strive for excellence in

everything we do, as a singleand purposeful organisation{ }

to promote diversity,respect for others andequality of opportunity{ } to measure all we do against

the standards of an ethicaland sustainable world{ }

11

Section Three:Durham UniversityStrategy 2010–2020:Excellence in Researchand Education

10

11

Section Three:Durham UniversityStrategy 2010–2020:Excellence in Researchand Education

10

12 13

Durham University’s excellence in researchand education places it among the top full-subject universities in the UK (CompleteUniversity and Good University Guides,2010). However, Durham University hasyet to reach its full potential. We provideour students with a distinctive, collegiateand research-led education but needto ensure that this is better understoodby potential students. In several areasof research across the sciences, socialsciences and the humanities, Durhamis recognised as among the top handfulof institutions in the world; we now needto achieve similar recognition across allour disciplines. Perhaps because of ourrelative size and location we have not beenas visible internationally as some of ourpeers. While exceptionally well regardedin the UK, Durham University has yet toreach its full potential on the world stage.

The educational world has changed andexpanded rapidly over the past few years,and it will continue to do so, and we willsee increasing competition for students,staff and resources both within the UKand from overseas. In particular, HigherEducation in the United Kingdom isentering a time of political and financialuncertainty, with significant cuts inpublic spending likely, uncertainty aboutGovernment contributions to student feesand increasingly fierce competition forresearch funding. This poses a numberof significant challenges. Only throughexcellence in research and educationacross all its areas of activity willDurham University continue to competesuccessfully for the best staff and students,and provide the resources necessary forall to study and work effectively.

Our new strategy is therefore ambitious,aimed at ensuring that Durham Universityis recognised as an international exemplarof the best in research and research-lededucation. We aim to be widely recognisedas one of the top 5 universities in the UKand the top 50 in the world. To achievethis we will build on what already makesDurham University distinctive: the humanscale of our university communities – ourdepartments and colleges. It is not throughsize that we seek to make an impact, butrather by achieving the highest standardsof excellence in all we do.

A true world university is one whichis recognised as a place where leadingstudents and scholars both reside andwish to visit from around the globe,and one which educates and sendsleaders around the world. Our strategy‘2010–2020: Excellence in Research andEducation’ aims to deliver this ambition.

I. RESEARCHWe will be recognised internationallyfor creative thought and transformativeresearch of the highest calibre acrossa broad subject base of sciences, socialsciences and the humanities.

Our research and scholarship will benefitfrom and help to shape national andinternational agendas. We will foster newsubject-specific, interdisciplinary andmultidisciplinary ideas. Our researchwill generate outcomes which enhancesocial and human well-being, or havethe potential to do so through shapingacademic disciplines. We aim to bea place where the most motivatedpostgraduate students and leadingresearchers choose to work and visit.

II.EDUCATIONWe will achieve the highest standardsin research-led education for bothundergraduates and postgraduates, linkingresearch and education in creative ways.We will provide a stimulating environmentthat empowers all to learn and developto their full potential. We will fosterenjoyment and esteem of independentlearning, both formal and informal. Wewill welcome the most able and motivatedstudents, whatever their background.

A Durham University education will buildon our traditional and distinctive approachto academic and personal development.Students will engage directly with world-leading scholars in our academicdepartments, supported by exceptionalopportunities for personal developmentin our residential college communities.

Durham students will be challenged by thebiggest issues in their academic disciplinewhile at the same time developing andhoning skills such as teamwork, creativityand leadership. They will receiveopportunities to excel outside their formallearning environment, particularly throughsport, culture and community engagement,and will be exceptionally well preparedfor their future lives and employment.

Durham’s research andeducation are underpinnedby three ideals:

III. A WORLD UNIVERSITYInternationalisation at Durham meansrecognising the benefits of individualand cultural diversity in all our activities.We will learn from and embed bestinternational practice in everything wedo. We will work, wherever is appropriate,on major world issues and developinternational partnerships that benefitfrom, and contribute to, national andinternational agendas. We will bringleading students and scholars to DurhamUniversity from around the world, andeducate leaders for the world.

IV. COMMUNITY AND PLACEDurham University is its communities ofstaff, students and alumni, shaped by theplaces in which we live, study and work.We will work to maintain and enhancethe University, its local environmentsand its communities as places in whichall can realise their full potential, workingin partnership with others as appropriate.

V. SUSTAINABILITY – OURLONG-TERM FINANCIAL,SOCIAL AND ENVIRONMENTALRESPONSIBILITIESWe will use our strengths in scholarship,research and education to achieveprogressive social, environmental andeconomic benefits, locally and nationally.We will generate, invest and manageresources to deliver a sustainable and long-term future for the University community,and excellence in research and education.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

A. CONTEXT AND AMBITIONS B. SUMMARY

12 13

Durham University’s excellence in researchand education places it among the top full-subject universities in the UK (CompleteUniversity and Good University Guides,2010). However, Durham University hasyet to reach its full potential. We provideour students with a distinctive, collegiateand research-led education but needto ensure that this is better understoodby potential students. In several areasof research across the sciences, socialsciences and the humanities, Durhamis recognised as among the top handfulof institutions in the world; we now needto achieve similar recognition across allour disciplines. Perhaps because of ourrelative size and location we have not beenas visible internationally as some of ourpeers. While exceptionally well regardedin the UK, Durham University has yet toreach its full potential on the world stage.

The educational world has changed andexpanded rapidly over the past few years,and it will continue to do so, and we willsee increasing competition for students,staff and resources both within the UKand from overseas. In particular, HigherEducation in the United Kingdom isentering a time of political and financialuncertainty, with significant cuts inpublic spending likely, uncertainty aboutGovernment contributions to student feesand increasingly fierce competition forresearch funding. This poses a numberof significant challenges. Only throughexcellence in research and educationacross all its areas of activity willDurham University continue to competesuccessfully for the best staff and students,and provide the resources necessary forall to study and work effectively.

Our new strategy is therefore ambitious,aimed at ensuring that Durham Universityis recognised as an international exemplarof the best in research and research-lededucation. We aim to be widely recognisedas one of the top 5 universities in the UKand the top 50 in the world. To achievethis we will build on what already makesDurham University distinctive: the humanscale of our university communities – ourdepartments and colleges. It is not throughsize that we seek to make an impact, butrather by achieving the highest standardsof excellence in all we do.

A true world university is one whichis recognised as a place where leadingstudents and scholars both reside andwish to visit from around the globe,and one which educates and sendsleaders around the world. Our strategy‘2010–2020: Excellence in Research andEducation’ aims to deliver this ambition.

I. RESEARCHWe will be recognised internationallyfor creative thought and transformativeresearch of the highest calibre acrossa broad subject base of sciences, socialsciences and the humanities.

Our research and scholarship will benefitfrom and help to shape national andinternational agendas. We will foster newsubject-specific, interdisciplinary andmultidisciplinary ideas. Our researchwill generate outcomes which enhancesocial and human well-being, or havethe potential to do so through shapingacademic disciplines. We aim to bea place where the most motivatedpostgraduate students and leadingresearchers choose to work and visit.

II.EDUCATIONWe will achieve the highest standardsin research-led education for bothundergraduates and postgraduates, linkingresearch and education in creative ways.We will provide a stimulating environmentthat empowers all to learn and developto their full potential. We will fosterenjoyment and esteem of independentlearning, both formal and informal. Wewill welcome the most able and motivatedstudents, whatever their background.

A Durham University education will buildon our traditional and distinctive approachto academic and personal development.Students will engage directly with world-leading scholars in our academicdepartments, supported by exceptionalopportunities for personal developmentin our residential college communities.

Durham students will be challenged by thebiggest issues in their academic disciplinewhile at the same time developing andhoning skills such as teamwork, creativityand leadership. They will receiveopportunities to excel outside their formallearning environment, particularly throughsport, culture and community engagement,and will be exceptionally well preparedfor their future lives and employment.

Durham’s research andeducation are underpinnedby three ideals:

III. A WORLD UNIVERSITYInternationalisation at Durham meansrecognising the benefits of individualand cultural diversity in all our activities.We will learn from and embed bestinternational practice in everything wedo. We will work, wherever is appropriate,on major world issues and developinternational partnerships that benefitfrom, and contribute to, national andinternational agendas. We will bringleading students and scholars to DurhamUniversity from around the world, andeducate leaders for the world.

IV. COMMUNITY AND PLACEDurham University is its communities ofstaff, students and alumni, shaped by theplaces in which we live, study and work.We will work to maintain and enhancethe University, its local environmentsand its communities as places in whichall can realise their full potential, workingin partnership with others as appropriate.

V. SUSTAINABILITY – OURLONG-TERM FINANCIAL,SOCIAL AND ENVIRONMENTALRESPONSIBILITIESWe will use our strengths in scholarship,research and education to achieveprogressive social, environmental andeconomic benefits, locally and nationally.We will generate, invest and manageresources to deliver a sustainable and long-term future for the University community,and excellence in research and education.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

A. CONTEXT AND AMBITIONS B. SUMMARY

14 15

I. RESEARCHWe will be recognised internationallyfor creative thought and transformativeresearch of the highest calibre acrossa broad subject base of sciences, socialsciences and the humanities.

Our research and scholarship will benefitfrom and help to shape national andinternational agendas. We will fosternew subject-specific, interdisciplinaryand multidisciplinary ideas. Our researchwill generate outcomes which enhancesocial and human well-being, or havethe potential to do so through shapingacademic disciplines. We aim to bea place where the most motivatedpostgraduate students and leadingresearchers choose to work and visit.

Aim 1: To demonstrate internationalresearch excellence across our entireacademic base and take a leading partin developing the academic agendain each of our disciplines.

Objective (i) To ensure that every memberof academic staff (except those designatedteaching-only) is publishing research whichis internationally excellent or leading interms of originality, significance and rigour(equivalent to 3* and 4* in the 2008Research Assessment Exercise). We willemphasise ambition of research questionsand quality and impact of output.

Objective (ii) To recruit academic staffat the forefront of their discipline, fromaround the world, who enhance theresearch profile of their discipline andare producing internationally-leadingoutputs (lecturers must be judged to havethe potential to achieve this within threeyears). We will significantly increase thenumbers of independently-funded early-career Fellows – the eminent researchersof the future.

Objective (iii) To deliver research inevery discipline that addresses questionsand issues with the potential to makesignificant impact on knowledge, peopleor the economy, or to enhance or changesociety for the better.

Objective (iv) To develop a researchstrategy for each department whichfocuses research in areas in which we canexcel and have the greatest future impact.Every department will be recognised asbeing amongst the top 10% in the UKin the Research Excellence Framework,and at least three in each Faculty willbe in the top 3. Each discipline shouldhave, or expect to develop, at least onearea of activity in which it demonstratesgenuine international research leadership(i.e. be recognised as one of the tophandful of places in the world for thatarea of research). Institutes/centres mustbe judged as international leaders.

Objective (v) To develop newinterdisciplinary and multidisciplinaryresearch programmes involving teams ofacademic staff. Our research will remainfirmly grounded in strong discipline-specific departments/schools which linkresearch and teaching. However, theDurham model for institutes and centres,with staff based in departments workingtogether to develop new research areas,will be used to create new interdisciplinaryand multidisciplinary teams, and tostimulate new ideas. The IAS will playa key role in generating new ideas andbringing together leading academicsboth from within Durham and fromaround the world.

Aim 2: To increase significantly the numberand proportion of both postgraduate Mastersand PhD students, and postdoctoralresearchers, providing each with thebest possible quality of experience.

Objective (i) To develop a comprehensiveDoctoral Training Centre structure acrossour Graduate School to be innovativein postgraduate (Masters and PhD)recruitment, support, educationand development.

Objective (ii) To develop the GraduateSchool to embed opportunities forcontinuing professional developmentfor postdoctoral researchers equivalentto those for postgraduate research students.

Objective (iii) To ensure facilities, financialsupport, training and mentorship for allour postgraduate students are amongstthe best in the UK.

Aim 3: To shape and respondto international, national andlocal research agendas.

Objective (i) To create and lead futureresearch programmes that break newground. These may be discipline-specificthrough our departments/schools ormultidisciplinary through researchinstitutes and centres.

Objective (ii) To increase significantlyour influence on high-level policy throughrepresentation on key decision-makingand grant-awarding bodies.

Objective (iii) To develop creative researchpartnerships with influential nationaland international businesses, researchcouncils, spin-out companies, non-governmental organisations and public-sector bodies with mutually beneficialresearch agendas.

Aim 4: To raise Durham University’sresearch profile nationally andinternationally by effectively disseminatingour research successes and outcomes.

Objective (i) To promote individual researchsuccess internally and externally.

Objective (ii) To communicate researchoutcomes through the appropriate externalmedia and a leading website.

Aim 5: To establish a culture of prioritisingsupport for research by all communitiesacross the University, enhancing externalresearch funding and embedding policieswhich protect research time.

Objective (i) To increase and diversifysources of research income, prioritisingsubstantial, multidisciplinary grantswhich support larger teams.

Objective (ii) To ensure that the policiesand practice of all our professional servicesand administration fully support researchneeds and maximise academic staff timefor research.

Objective (iii) To ensure that our libraries,collections and research equipment areappropriately prioritised to support ourresearch ambitions.

Objective (iv) To ensure that collegesplay an increasing role in the support ofresearch activities, in the developmentof the Graduate School and in linkingresearch and education.

Key Targets:

> To be in the top 10% in the UK in theResearch Excellence Framework forevery one of our disciplines, with atleast three disciplines in each facultyin the top 3 departments in the UK

> To ensure that all our researchinstitutes/centres produce researchwhich is internationally-leading

> To achieve a ratio of postgraduateresearch students per member ofacademic staff that places us withinthe top 5 for each of our disciplines

> To increase the ratio of postgraduatetaught students per member ofacademic staff to the mean valueof our traditional comparator group

> To increase research income permember of academic staff so thatwe are within the top 5 in each ofour disciplines.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

C. AIMS AND OBJECTIVES

14 15

I. RESEARCHWe will be recognised internationallyfor creative thought and transformativeresearch of the highest calibre acrossa broad subject base of sciences, socialsciences and the humanities.

Our research and scholarship will benefitfrom and help to shape national andinternational agendas. We will fosternew subject-specific, interdisciplinaryand multidisciplinary ideas. Our researchwill generate outcomes which enhancesocial and human well-being, or havethe potential to do so through shapingacademic disciplines. We aim to bea place where the most motivatedpostgraduate students and leadingresearchers choose to work and visit.

Aim 1: To demonstrate internationalresearch excellence across our entireacademic base and take a leading partin developing the academic agendain each of our disciplines.

Objective (i) To ensure that every memberof academic staff (except those designatedteaching-only) is publishing research whichis internationally excellent or leading interms of originality, significance and rigour(equivalent to 3* and 4* in the 2008Research Assessment Exercise). We willemphasise ambition of research questionsand quality and impact of output.

Objective (ii) To recruit academic staffat the forefront of their discipline, fromaround the world, who enhance theresearch profile of their discipline andare producing internationally-leadingoutputs (lecturers must be judged to havethe potential to achieve this within threeyears). We will significantly increase thenumbers of independently-funded early-career Fellows – the eminent researchersof the future.

Objective (iii) To deliver research inevery discipline that addresses questionsand issues with the potential to makesignificant impact on knowledge, peopleor the economy, or to enhance or changesociety for the better.

Objective (iv) To develop a researchstrategy for each department whichfocuses research in areas in which we canexcel and have the greatest future impact.Every department will be recognised asbeing amongst the top 10% in the UKin the Research Excellence Framework,and at least three in each Faculty willbe in the top 3. Each discipline shouldhave, or expect to develop, at least onearea of activity in which it demonstratesgenuine international research leadership(i.e. be recognised as one of the tophandful of places in the world for thatarea of research). Institutes/centres mustbe judged as international leaders.

Objective (v) To develop newinterdisciplinary and multidisciplinaryresearch programmes involving teams ofacademic staff. Our research will remainfirmly grounded in strong discipline-specific departments/schools which linkresearch and teaching. However, theDurham model for institutes and centres,with staff based in departments workingtogether to develop new research areas,will be used to create new interdisciplinaryand multidisciplinary teams, and tostimulate new ideas. The IAS will playa key role in generating new ideas andbringing together leading academicsboth from within Durham and fromaround the world.

Aim 2: To increase significantly the numberand proportion of both postgraduate Mastersand PhD students, and postdoctoralresearchers, providing each with thebest possible quality of experience.

Objective (i) To develop a comprehensiveDoctoral Training Centre structure acrossour Graduate School to be innovativein postgraduate (Masters and PhD)recruitment, support, educationand development.

Objective (ii) To develop the GraduateSchool to embed opportunities forcontinuing professional developmentfor postdoctoral researchers equivalentto those for postgraduate research students.

Objective (iii) To ensure facilities, financialsupport, training and mentorship for allour postgraduate students are amongstthe best in the UK.

Aim 3: To shape and respondto international, national andlocal research agendas.

Objective (i) To create and lead futureresearch programmes that break newground. These may be discipline-specificthrough our departments/schools ormultidisciplinary through researchinstitutes and centres.

Objective (ii) To increase significantlyour influence on high-level policy throughrepresentation on key decision-makingand grant-awarding bodies.

Objective (iii) To develop creative researchpartnerships with influential nationaland international businesses, researchcouncils, spin-out companies, non-governmental organisations and public-sector bodies with mutually beneficialresearch agendas.

Aim 4: To raise Durham University’sresearch profile nationally andinternationally by effectively disseminatingour research successes and outcomes.

Objective (i) To promote individual researchsuccess internally and externally.

Objective (ii) To communicate researchoutcomes through the appropriate externalmedia and a leading website.

Aim 5: To establish a culture of prioritisingsupport for research by all communitiesacross the University, enhancing externalresearch funding and embedding policieswhich protect research time.

Objective (i) To increase and diversifysources of research income, prioritisingsubstantial, multidisciplinary grantswhich support larger teams.

Objective (ii) To ensure that the policiesand practice of all our professional servicesand administration fully support researchneeds and maximise academic staff timefor research.

Objective (iii) To ensure that our libraries,collections and research equipment areappropriately prioritised to support ourresearch ambitions.

Objective (iv) To ensure that collegesplay an increasing role in the support ofresearch activities, in the developmentof the Graduate School and in linkingresearch and education.

Key Targets:

> To be in the top 10% in the UK in theResearch Excellence Framework forevery one of our disciplines, with atleast three disciplines in each facultyin the top 3 departments in the UK

> To ensure that all our researchinstitutes/centres produce researchwhich is internationally-leading

> To achieve a ratio of postgraduateresearch students per member ofacademic staff that places us withinthe top 5 for each of our disciplines

> To increase the ratio of postgraduatetaught students per member ofacademic staff to the mean valueof our traditional comparator group

> To increase research income permember of academic staff so thatwe are within the top 5 in each ofour disciplines.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

C. AIMS AND OBJECTIVES

16 17

II. EDUCATIONWe will achieve the highest standardsin research-led education for bothundergraduates and postgraduates, linkingresearch and education in creative ways.We will provide a stimulating environmentthat empowers all to learn and developto their full potential. We will fosterenjoyment and esteem of independentlearning, both formal and informal. Wewill welcome the most able and motivatedstudents, whatever their background.

A Durham University education will buildon our traditional and distinctive approachto academic and personal development.Students will engage directly withworld-leading scholars in our academicdepartments, supported by exceptionalopportunities for personal developmentin our residential college communities.Durham students will be challenged bythe biggest issues in their academicdiscipline while at the same timedeveloping and honing skills such asteamwork, creativity and leadership.They will receive opportunities to exceloutside their formal learning environment,particularly through sport, culture andcommunity engagement and they willbe exceptionally well prepared for theirfuture lives and employment.

Aim 1: To provide an academic educationthat is research-led and transformative,a curriculum underpinned by excellencein teaching facilities and a culture ofreflective practice.

Objective (i) To link learning and teachingto our research at all levels, providingan educational environment which isresearch-led, research-oriented andresearch-based, and our students withthe opportunity to engage actively inproblem solving, question forming, criticalanalysis and debate. This requires personalinteraction of our students with world-classresearchers in the forefront of theirdisciplines and time spent as residentswithin our communities.

Objective (ii) To innovate and to enhanceour learning and teaching by bringingtogether the professional expertise ofthose delivering and supporting learningand teaching with the views expressedby our students.

Objective (iii) To invest in world-classlearning and teaching facilities.

Objective (iv) To attract and admit themost able and motivated students withthe greatest potential to contribute to,and to benefit from, the education weprovide, irrespective of their background.

Aim 2: To provide our students withoutstanding and distinctive opportunitiesfor personal development, ensuring futuresuccess and employability.

Objective (i) To develop in all our studentsa range of personal skills that will placethem in high demand for future employmentor study. These include questioning andinfluencing, communication, motivation,leadership and planning, enterprise andcreativity and a sense of citizenship andsocial responsibility. Strong links betweenour colleges and academic departmentswill enable Durham to offer an integratedapproach to the intellectual and personaldevelopment of our students.

Objective (ii) To promote excellencein sport, culture and voluntary activities,and the opportunities they provide forstimulating personal development andthe well-being of the community. We willestablish mechanisms for co-ordinatingsporting, cultural and outreach activitiesacross the University.

Objective (iii) To provide exceptionalpastoral care for all our studentsthrough their college communitiesand best practice from professionalsupport services.

Aim 3: To ensure a diverse andinternational student experience.

Objective (i) To recruit the most able andmotivated students from around the world,enabling us to benefit from global talentand the diversity this brings.

Objective (ii) To learn from bestinternational practice in our undergraduateand postgraduate education, to incorporateit into our learning and teaching and toensure that our programmes and teachingmethods recognise global diversity.

Objective (iii) To increase inward andoutward exchanges, placements andoverseas volunteering amongst students.

Key Targets:

> To be ranked in the top 5 universitiesin the UK in major league tables

> To be in the top 5 UK multi-subjectuniversities for student satisfaction,undergraduate qualifications on entryand undergraduate completion rates

> Each subject taught to be in thetop 5 UK multi-subject universitiesfor proportion of leavers in graduate-level jobs or further study

> To increase the proportionof international studentsto at least 20% of the total.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

16 17

II. EDUCATIONWe will achieve the highest standardsin research-led education for bothundergraduates and postgraduates, linkingresearch and education in creative ways.We will provide a stimulating environmentthat empowers all to learn and developto their full potential. We will fosterenjoyment and esteem of independentlearning, both formal and informal. Wewill welcome the most able and motivatedstudents, whatever their background.

A Durham University education will buildon our traditional and distinctive approachto academic and personal development.Students will engage directly withworld-leading scholars in our academicdepartments, supported by exceptionalopportunities for personal developmentin our residential college communities.Durham students will be challenged bythe biggest issues in their academicdiscipline while at the same timedeveloping and honing skills such asteamwork, creativity and leadership.They will receive opportunities to exceloutside their formal learning environment,particularly through sport, culture andcommunity engagement and they willbe exceptionally well prepared for theirfuture lives and employment.

Aim 1: To provide an academic educationthat is research-led and transformative,a curriculum underpinned by excellencein teaching facilities and a culture ofreflective practice.

Objective (i) To link learning and teachingto our research at all levels, providingan educational environment which isresearch-led, research-oriented andresearch-based, and our students withthe opportunity to engage actively inproblem solving, question forming, criticalanalysis and debate. This requires personalinteraction of our students with world-classresearchers in the forefront of theirdisciplines and time spent as residentswithin our communities.

Objective (ii) To innovate and to enhanceour learning and teaching by bringingtogether the professional expertise ofthose delivering and supporting learningand teaching with the views expressedby our students.

Objective (iii) To invest in world-classlearning and teaching facilities.

Objective (iv) To attract and admit themost able and motivated students withthe greatest potential to contribute to,and to benefit from, the education weprovide, irrespective of their background.

Aim 2: To provide our students withoutstanding and distinctive opportunitiesfor personal development, ensuring futuresuccess and employability.

Objective (i) To develop in all our studentsa range of personal skills that will placethem in high demand for future employmentor study. These include questioning andinfluencing, communication, motivation,leadership and planning, enterprise andcreativity and a sense of citizenship andsocial responsibility. Strong links betweenour colleges and academic departmentswill enable Durham to offer an integratedapproach to the intellectual and personaldevelopment of our students.

Objective (ii) To promote excellencein sport, culture and voluntary activities,and the opportunities they provide forstimulating personal development andthe well-being of the community. We willestablish mechanisms for co-ordinatingsporting, cultural and outreach activitiesacross the University.

Objective (iii) To provide exceptionalpastoral care for all our studentsthrough their college communitiesand best practice from professionalsupport services.

Aim 3: To ensure a diverse andinternational student experience.

Objective (i) To recruit the most able andmotivated students from around the world,enabling us to benefit from global talentand the diversity this brings.

Objective (ii) To learn from bestinternational practice in our undergraduateand postgraduate education, to incorporateit into our learning and teaching and toensure that our programmes and teachingmethods recognise global diversity.

Objective (iii) To increase inward andoutward exchanges, placements andoverseas volunteering amongst students.

Key Targets:

> To be ranked in the top 5 universitiesin the UK in major league tables

> To be in the top 5 UK multi-subjectuniversities for student satisfaction,undergraduate qualifications on entryand undergraduate completion rates

> Each subject taught to be in thetop 5 UK multi-subject universitiesfor proportion of leavers in graduate-level jobs or further study

> To increase the proportionof international studentsto at least 20% of the total.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

18 19

III. A WORLD UNIVERSITYInternationalisation at Durham meansrecognising the benefits of individualand cultural diversity in all our activities.We will learn from and embed bestinternational practice in everything wedo. We will work, wherever is appropriate,on major world issues and developinternational partnerships that benefitfrom, and contribute to, national andinternational agendas. We will bringleading students and scholars to DurhamUniversity from around the world andeducate leaders for the world.

Aim 1: To provide a welcoming andsupportive environment for people ofall creeds, cultures and nationalities,recognising the importance of diversityin ideas and education while respectingour traditional strengths.

Aim 2: To develop high-quality internationalpartnerships, networks and collaborationsin all our areas of activity.

Objective (i) To align research, educationaland humanitarian projects for both staffand students towards common goalsand with specific institutions/regions.

Objective (ii) To engage our alumnicommunities around the worldas international ambassadorsfor the University.

Objective (iii) To take a strategic andproactive approach to the developmentof high-quality collaborative programmeprovision at all levels of study.

Key Targets:

> To be in the top 50 universitiesin the Times Higher EducationWorld Rankings by 2020.

IV. COMMUNITY AND PLACEDurham University is its communities ofstaff, students and alumni, shaped by theplaces in which we live, study and work.We will work to maintain and enhance theUniversity, its local environments and itscommunities as places in which all canrealise their full potential, working inpartnership with others as appropriate.

Aim 1: To provide an equitable andsupportive working environment whichensures that all our staff and studentscontribute effectively to our communities,that excellence is valued and in whicha collegial ethos enables everyone torealise their full potential.

Objective (i) To be recognised as anexcellent employer through enablingeach individual to reach their full potentialas part of a flexible, high-performing andmotivated workforce. We will ensure thatthe working environment enables andencourages all staff to pursue opportunitiesfor career progression and provide high-quality induction, leadership and staffdevelopment programmes.

Objective (ii) To align reward andrecognition with excellence, leadershipand the achievement of more efficientand effective working practices.

Objective (iii) To facilitate communication,sharing and partnership between ourdepartments, colleges and professionalservices, ensuring that the Universityis greater than the sum of its parts.

Objective (iv) To ensure a strong studentvoice as part of our university community,through a distinctive and active studentunion (including Durham Students’ Union,the Junior Common Rooms and otherstudent-led organisations).

Aim 2: To provide leadership, in partnershipwith local and regional bodies, in orderto ensure that Durham University and itsenvirons continue to develop as placeswhere the best staff and students wantto come to live, work and study.

Objective (i) To be seen as an organisationwhich plays a significant leadership rolelocally and regionally. We will effectivelyengage with and partner key localpoliticians and regional bodies (such aslocal councillors, the Regional DevelopmentAgency, Chamber of Commerce, charities,community and residents groups) in orderto share insights, professional expertiseand values.

Objective (ii) To ensure the World HeritageSite and surrounding peninsula ismaintained and enhanced as a placeto live and work, for staff, studentsand visitors alike.

Objective (iii) To develop our Universityestate in a way which is sensitive to thelocal environment and community, whileproviding exemplars of high-quality designand architecture in terms of the buildingsthemselves and their surrounding areas.

Objective (iv) To increase opportunitiesfor staff, students, individuals andorganisations from outside the Universityto have access to our University estate,attractions and cultural events.

Objective (v) To purchase from localproducers, services and businesseswherever possible and where it providesvalue for money.

Aim 3: To ensure that each of our sitesis fully integrated and part of the whole,equivalent in excellence and ethos andfit for its particular purpose.

Objective (i) To develop our multiplesites in Durham and Stockton-on-Teesso they provide distinctive opportunitiesfor research, education and communityengagement.

V. SUSTAINABILITY –OUR LONG-TERM SOCIAL,ENVIRONMENTAL ANDFINANCIAL RESPONSIBILITIESWe will use our strengths in scholarship,research and education to achieveprogressive social, environmental andeconomic benefits, locally and nationally.We will generate, invest and manageresources to deliver a sustainable and long-term future for the University communityand excellence in research and education.

Aim 1: To be a socially-responsibleinstitution, working with partners toenhance economic and social developmentinternationally, nationally and locally.

Objective (i) To contribute effectivelyto economic and social developmentthrough knowledge exchange, enterpriseand entrepreneurship.

Objective (ii) To establish partnershipswith local, national and internationalbusinesses, social enterprises and publicsector organisations which facilitatetranslation of our knowledge andunderstanding to wider benefit.

Objective (iii) To raise educationalaspirations through our work and leadershipin schools and academies, with an emphasison our locality and region.

Objective (iv) To promote volunteeringand community engagement as a meansof using our expertise to contribute tosocial well-being, locally, nationallyand internationally.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

Durham’s research and education are underpinned by three ideals, a World University, Communityand Place and Sustainability – Financial, Social and Environmental Responsibilities

18 19

III. A WORLD UNIVERSITYInternationalisation at Durham meansrecognising the benefits of individualand cultural diversity in all our activities.We will learn from and embed bestinternational practice in everything wedo. We will work, wherever is appropriate,on major world issues and developinternational partnerships that benefitfrom, and contribute to, national andinternational agendas. We will bringleading students and scholars to DurhamUniversity from around the world andeducate leaders for the world.

Aim 1: To provide a welcoming andsupportive environment for people ofall creeds, cultures and nationalities,recognising the importance of diversityin ideas and education while respectingour traditional strengths.

Aim 2: To develop high-quality internationalpartnerships, networks and collaborationsin all our areas of activity.

Objective (i) To align research, educationaland humanitarian projects for both staffand students towards common goalsand with specific institutions/regions.

Objective (ii) To engage our alumnicommunities around the worldas international ambassadorsfor the University.

Objective (iii) To take a strategic andproactive approach to the developmentof high-quality collaborative programmeprovision at all levels of study.

Key Targets:

> To be in the top 50 universitiesin the Times Higher EducationWorld Rankings by 2020.

IV. COMMUNITY AND PLACEDurham University is its communities ofstaff, students and alumni, shaped by theplaces in which we live, study and work.We will work to maintain and enhance theUniversity, its local environments and itscommunities as places in which all canrealise their full potential, working inpartnership with others as appropriate.

Aim 1: To provide an equitable andsupportive working environment whichensures that all our staff and studentscontribute effectively to our communities,that excellence is valued and in whicha collegial ethos enables everyone torealise their full potential.

Objective (i) To be recognised as anexcellent employer through enablingeach individual to reach their full potentialas part of a flexible, high-performing andmotivated workforce. We will ensure thatthe working environment enables andencourages all staff to pursue opportunitiesfor career progression and provide high-quality induction, leadership and staffdevelopment programmes.

Objective (ii) To align reward andrecognition with excellence, leadershipand the achievement of more efficientand effective working practices.

Objective (iii) To facilitate communication,sharing and partnership between ourdepartments, colleges and professionalservices, ensuring that the Universityis greater than the sum of its parts.

Objective (iv) To ensure a strong studentvoice as part of our university community,through a distinctive and active studentunion (including Durham Students’ Union,the Junior Common Rooms and otherstudent-led organisations).

Aim 2: To provide leadership, in partnershipwith local and regional bodies, in orderto ensure that Durham University and itsenvirons continue to develop as placeswhere the best staff and students wantto come to live, work and study.

Objective (i) To be seen as an organisationwhich plays a significant leadership rolelocally and regionally. We will effectivelyengage with and partner key localpoliticians and regional bodies (such aslocal councillors, the Regional DevelopmentAgency, Chamber of Commerce, charities,community and residents groups) in orderto share insights, professional expertiseand values.

Objective (ii) To ensure the World HeritageSite and surrounding peninsula ismaintained and enhanced as a placeto live and work, for staff, studentsand visitors alike.

Objective (iii) To develop our Universityestate in a way which is sensitive to thelocal environment and community, whileproviding exemplars of high-quality designand architecture in terms of the buildingsthemselves and their surrounding areas.

Objective (iv) To increase opportunitiesfor staff, students, individuals andorganisations from outside the Universityto have access to our University estate,attractions and cultural events.

Objective (v) To purchase from localproducers, services and businesseswherever possible and where it providesvalue for money.

Aim 3: To ensure that each of our sitesis fully integrated and part of the whole,equivalent in excellence and ethos andfit for its particular purpose.

Objective (i) To develop our multiplesites in Durham and Stockton-on-Teesso they provide distinctive opportunitiesfor research, education and communityengagement.

V. SUSTAINABILITY –OUR LONG-TERM SOCIAL,ENVIRONMENTAL ANDFINANCIAL RESPONSIBILITIESWe will use our strengths in scholarship,research and education to achieveprogressive social, environmental andeconomic benefits, locally and nationally.We will generate, invest and manageresources to deliver a sustainable and long-term future for the University communityand excellence in research and education.

Aim 1: To be a socially-responsibleinstitution, working with partners toenhance economic and social developmentinternationally, nationally and locally.

Objective (i) To contribute effectivelyto economic and social developmentthrough knowledge exchange, enterpriseand entrepreneurship.

Objective (ii) To establish partnershipswith local, national and internationalbusinesses, social enterprises and publicsector organisations which facilitatetranslation of our knowledge andunderstanding to wider benefit.

Objective (iii) To raise educationalaspirations through our work and leadershipin schools and academies, with an emphasison our locality and region.

Objective (iv) To promote volunteeringand community engagement as a meansof using our expertise to contribute tosocial well-being, locally, nationallyand internationally.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

Durham’s research and education are underpinned by three ideals, a World University, Communityand Place and Sustainability – Financial, Social and Environmental Responsibilities

20

Aim 2: To be an environmentallyresponsible organisation, minimisingour environmental impact and promotingenvironmental sustainability throughoutthe University.

Objective (i) To quantify and reduce theenvironmental impact of all our activities.

Objective (ii) To ensure that our buildingsare constructed and maintained to highenvironmental standards and thatrenewable energy is used wherever possible.

Objective (iii) To reduce our environmentalfootprint through responsible utilities andwaste management and by developingand implementing a green communicationand travel policy.

Aim 3: To ensure the long-term financialsustainability of the University.

Objective (i) To diversify our sources ofincome, gaining greater freedom frompublic funding and enhancing the unitof resource per student and memberof academic staff. To maximise theUniversity’s income by aligning strengthsto funding opportunities, based onmarket/competitor analysis and informedby an understanding of risk.

Objective (ii) To embed transparentfinancial and budgetary practices whichpromote and reward success and whichfocus resources to our core academicactivities and front-line services.

Objective (iii) To manage costs so that theUniversity remains financially strong in anuncertain financial climate. To evaluate allinvestment decisions on a value-for-moneybasis and to include post-implementationassessment of major investment decisions.

Objective (iv) To improve informationsystems in order to facilitate streamlinedworking practices across functions whichare supported by a resilient and cohesiveinformation-technology infrastructure.

Objective (v) To continue to achieve anoperating surplus allowing us to reinvestin a financially-sustainable estate andin facilities aligned with the long-termstrategic priorities of the Universityand with stakeholder expectations.

Objective (vi) To take a balanced approachto risk and not be too risk-averse, andto ensure swift decision-making at anappropriate level in the organisation.

Objective (vii) To ensure that capacityin departments, colleges and professionalsupport services not required for academicand academic-related activities is usedto maximise net income throughcommercial activities.

Key Targets:

> To be widely regarded as a universityat the forefront of environmentalsustainability

> To significantly improve the unit ofresource per academic staff memberand per student

> To achieve an annual operating surplusfor reinvestment at the level determinedby the University’s Council.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

20

Aim 2: To be an environmentallyresponsible organisation, minimisingour environmental impact and promotingenvironmental sustainability throughoutthe University.

Objective (i) To quantify and reduce theenvironmental impact of all our activities.

Objective (ii) To ensure that our buildingsare constructed and maintained to highenvironmental standards and thatrenewable energy is used wherever possible.

Objective (iii) To reduce our environmentalfootprint through responsible utilities andwaste management and by developingand implementing a green communicationand travel policy.

Aim 3: To ensure the long-term financialsustainability of the University.

Objective (i) To diversify our sources ofincome, gaining greater freedom frompublic funding and enhancing the unitof resource per student and memberof academic staff. To maximise theUniversity’s income by aligning strengthsto funding opportunities, based onmarket/competitor analysis and informedby an understanding of risk.

Objective (ii) To embed transparentfinancial and budgetary practices whichpromote and reward success and whichfocus resources to our core academicactivities and front-line services.

Objective (iii) To manage costs so that theUniversity remains financially strong in anuncertain financial climate. To evaluate allinvestment decisions on a value-for-moneybasis and to include post-implementationassessment of major investment decisions.

Objective (iv) To improve informationsystems in order to facilitate streamlinedworking practices across functions whichare supported by a resilient and cohesiveinformation-technology infrastructure.

Objective (v) To continue to achieve anoperating surplus allowing us to reinvestin a financially-sustainable estate andin facilities aligned with the long-termstrategic priorities of the Universityand with stakeholder expectations.

Objective (vi) To take a balanced approachto risk and not be too risk-averse, andto ensure swift decision-making at anappropriate level in the organisation.

Objective (vii) To ensure that capacityin departments, colleges and professionalsupport services not required for academicand academic-related activities is usedto maximise net income throughcommercial activities.

Key Targets:

> To be widely regarded as a universityat the forefront of environmentalsustainability

> To significantly improve the unit ofresource per academic staff memberand per student

> To achieve an annual operating surplusfor reinvestment at the level determinedby the University’s Council.

Section Three: Durham University Strategy 2010–2020:Excellence in Research and Education

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