Statement of Accounts 2020 / 21
STRATEGIC PLAN – OUR FUTURE
Strategic performance
The University ’ s previous strategic plan Our Vision 2020 , was replaced by the new university strategic vision “ Our Future ” in July 2019 following approval from the University Council .
The creation of Our Future was intentionally designed to provide the University with a vision by which it would make decisions and pursue its ambitions , in what was set to be uncertain times . The vision is centred around five key tenets of a successful university , Purpose , People , Place , Partnerships and Performance . In the context of the emerging challenges that 2020-21 has presented the world , these five , core visions of our strategic priorities , has helped to inform and shape strategic decision making , through the most unprecedented of times .
Purpose
Keele ’ s founding missions was to be “ making a difference in society by providing innovative , high-quality education for students from all backgrounds and by undertaking world-leading research that transforms understanding and brings benefit to society , communities and individuals .”
In the last 18 months , the Covid-19 pandemic has highlighted more than ever the important role that Universities play in our communities and specifically , in response to the Covid-19 pandemic . Keele was proud to be a part of the national response ; our scientists were working hard to develop treatments / vaccines ; our healthcare practitioners were coordinating the regional and national response to the health care crisis , as well as working directly on the front line ; and our social scientists were modelling the social impacts of the pandemic and their effects and contributing to national government advice on the topic .
Our commitment to high-quality education meant that we were able to adapt to hybrid delivery from the start of the academic year , later moving to online delivery for most students , with the exception of the Health and Medical Science students for the majority of the academic year . Prior to the pandemic , we were in the early stages of implementing an ambitious digital transformation across the University , and this ground-work , and the dedication and determination of our academic and support staff in schools who have worked to ensure the quality of education is still met via virtual means , has positioned us well to respond to the national crisis .
As we look ahead to the next 12 months , we have challenged ourselves to continue be at the heart of the local and regional recovery from the impact of the pandemic .
People
Keele ’ s community is founded on its people ; staff , students and partners . Our principles of collegiality , ambition , accountability , respect , fairness and consistency inform all that we do .
Our people had to adapt to a pandemic operating model which has been primarily working from home throughout the year . This has led to a development of an agile working framework , which post-pandemic we are introducing to realise the benefits resulting from the pandemic . Of course students were particularly affected by the lockdown , many having to return home at Christmas and did not return to campus after that , due to government restrictions on which programmes could deliver in-situ activity .
The university provided support to all students through a number of mechanisms , including a ‘ safety net ’ policy on educational attainment , which meant that no student would be disadvantaged by the impact of the pandemic on their ability to study ; enhanced hardship funding allocations using the monies provided by the Office for Students ; online delivery of student social and support services throughout the year and a commitment to high-quality online educational delivery .
Staff went above and beyond during this period to ensure that students received their full tuition and support and to keep in touch with colleagues to provide a vital support structure for staff during this time . Staff also significantly contributed to our financial performance this year , with a pause on senior promotions and pay awards and a significant number of staff answering the call to purchase 5 additional days leave during the year . Although we have had to furlough a proportion of staff , others were purposefully redeployed to support covid-initiatives , the most significant of which being the on-site lateral flow testing centre , established for staff and students , which operated for the majority of the financial year .
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