Delivering our Academic Vision - People and Processes

Academic Vision  
Academic Vision

Strategic objective: To have in place support and infrastructure that will promote the achievement of our academic aspirations.

Without a solid infrastructure support framework none of what we have described here would be possible. All aspirations, however lofty, need infrastructure.

Our success as a university depends, above all, on the talent, expertise and commitment of our staff, students, and alumni. We are committed to providing all members of the University community with every opportunity to develop and enhance their careers and we will celebrate achievements across our entire spectrum of activities.

We are entering a period where public funding for higher education will be constrained severely and we will need to address the challenges of reduced core income. However, our financial position is sound and the tradition of giving remains as strong as it has always been at Aberdeen. We will continue to manage our finances prudently and within our current borrowing provisions. Having set out to raise £150 million, our hugely successful Sixth Century campaign fund currently stands at £196 million, and we will expand our development activities over the next few years. Our widening participation aim will be assisted through increases in studentships support.

Our estate is invaluable. It includes new, historic, converted and listed buildings, each of which plays an important part in defining the character of our university. Recent developments, such as the Suttie Centre, have enhanced our Foresterhill Campus. The ancient campus in Old Aberdeen is a major part of the City’s cultural heritage, and we own many of its most beautiful and historic buildings. Over the last decade we have spent £270 million developing and modernising our infrastructure and facilities, and this work continues as we plan for an expanding student population. Our plans also include IT developments which will help create value, reduce costs and streamline procedures.

We will seek to reduce bureaucracy throughout the University and will search for efficiencies in all we do while maintaining our total commitment to excellence.

We aim to:

  • develop and support a diverse population of high-calibre staff
  • ensure that the key principles of equality and diversity are embedded in all our activities
  • encourage and recognise the contribution of our staff across all activities
  • manage our resources in a way that supports our strategic priorities, maximises value and satisfies our stakeholders
  • identify additional sources of income
  • develop processes and structures which make best use of resources
  • maintain an estate and infrastructure which support world-class academic activity and public engagement in the most efficient and sustainable way possible

Case Studies

Creating clinicians for today and tomorrow

Aberdeen’s role at the forefront of training clinical professionals for the 21st century has been confirmed by a centre of excellence created by a unique collaboration. The Suttie Centre for Teaching and Learning in Healthcare on the Foresterhill health campus enables the University and our partner NHS Grampian to push the boundaries of innovation, exploit advances in technology and teaching, and provide doctors and other healthcare professionals with a learning experience unrivalled across the UK. This has been made possible by the enthusiasm and commitment of the healthcare community and the outstanding buy-in and generosity of friends, alumni, businesses, charities, communities, patients and families throughout northern Scotland and beyond.

Staff Wellbeing

Building on our Investors in People and Healthy Working Lives awards, Aberdeen is one of only two Scottish institutions chosen to lead on the Universities UK wellbeing project (http://www.wellbeing.ac.uk/) which comes with a responsibility to provide leadership and cascade good practice. We aim to provide a good working environment  by supporting wellbeing areas of physical exercise, mental health and lifestyle choices; and will establish a reputation for excellence within the HE and public sectors. We will achieve our aims by maintaining  continuous improvement through a number of metrics including; our wellbeing.ac.uk objectives, the award programmes, our annual staff survey and a commitment to reduce sickness absence.