Documents/CU

Strategic Plan 2011 - 2015

Strategic_Plan

Start: 2011-01-01, End: 2015-12-30, Publication: 2012-12-01

Source: http://www.cranfield.ac.uk/about/overview/cranfield_strategy_doc2.pdf

In order to deliver against our mission we have established strategic themes, identified key enablers and formulated a set of performance indicators with which to measure success. Strategic Themes: * Enhance our research and innovation profile * Increase our impact globally * Inspire our people to achieve their full potential Key Enablers: Success in pursuing our strategic themes depends on having the right support and resources in place. Delivering against our mission requires Cranfield to be an effective, efficient and sustainable organisation, able to draw together strengths from across the whole University. We will ensure this through consistent and responsible financial, social and environmental policies and practices. * Excellent people and organisation * Financial sustainability * A collaborative and supportive environment

The Strategic Plan for 2011-2015 builds on the strength of our heritage, past actions and successes. It sets the context and broad direction of travel for the University over the coming five years. This document is the top-level plan, complemented by more detailed strategic and operational plans for the Schools and the supporting shared services. To fully realise our potential we must harness knowledge, skills and abilities from across the whole University. This plan provides the framework to ensure that is achieved. We are passionate for success and confident in the capabilities and commitment of staff and student members of the University. We believe in achieving excellence in everything we do, enabling us to deliver real value for our stakeholders and making a difference to the world in which we live. We wish to proceed with boldness and pace, but it is appropriate to acknowledge that this plan has been developed at a time of unusually high uncertainty: for the economy in general and UK higher education in particular. Accordingly it will be especially important that we commit ourselves to regularly reviewing progress and making corrective adjustments as needed in the light of changes in the external environment.

Submitter:

Name:Owen Ambur

Email:Owen.Ambur@verizon.net

Organization:

Name:Cranfield University

Acronym:CU

Description:
Cranfield is distinctive, occupying a special position as a wholly postgraduate institution focused on science, technology, engineering and management. Working with Cranfield brings particular benefits for our partners because of the way in which we bridge the gap between traditional academia and the world of business... Cranfield is a globally significant centre of expertise and enterprise in science, technology, engineering and management; an exceptional environment for strongly business-engaged research and innovation and for postgraduate and post-experience education and training. We are renowned for outstanding people and programmes and for the impact of our work.

Stakeholder(s):

  • Gordon Page CBEPro-Chancellor, Chair of Council

  • Professor Sir John O'Reilly FREngVice-Chancellor, Chair of Senate

  • Cranfield University PartnersEverything we do is in partnership. Our sponsors, partners, students, alumni and staff all have a major stake in what we do and how we do it. They expect us to: • generate world-class knowledge and innovation in our chosen sectors • deliver sustainable solutions that meet current and future needs • provide an excellent, internationally-recognised, learning environment • produce exceptional professionals ready to contribute to society • foster personal professional development in a stimulating and supportive workplace. Working with Cranfield brings for our partners distinctive benefits because of the way in which we bridge the gap between traditional academia and the world of business.