Annual Review 2021: Strategy

University 2030: A Future of Excellence charts the institution’s development over the next decade to deliver on its mission of advancing knowledge and transforming lives. It builds upon the University’s pre-eminence in marine and maritime research and education; and its admired, holistic approach to environmental sustainability across research, education and practice. The strategy sets two ambitious institutional goals to be realised by 2030: to be a top 30 university in the UK, and top 250 in the world. 

During 2020–21 the University has underpinned University 2030 with a Strategic Implementation Plan. This details the key activities that will make this vision a reality, and articulates the investment in staff, estate, emerging technologies and digital trends that it will require. It integrates the activity of our key underpinning strategies (international, research and innovation, education and student experience) and our Digital Strategic Plan.

Our strategic priorities - priority one

Deliver excellent education and research 

Key activities delivered in implementing this priority during 2020–21 include: 

  • executing widespread curriculum reform across our arts, humanities and business portfolio
  • refreshing our international strategy and delivery plan to ensure alignment with our aspiration to be a comprehensive international university
  • expanding the disciplinary scope of our transnational education provision with our main strategic partners
  • developing our capacity for delivering high quality market insight data
  • launching with key city partners the Marine Research Plymouth consortium.

<p>Student Ben Davis,&nbsp;&nbsp;assessing coastal vulnerability of Drakes Island.&nbsp;&nbsp;3rd year student (2020-21) on BSc (Hons) Oceanography and Coastal Processes course.


Our strategic priorities - priority two


Students pictured are attending a family law clinic


Nuture outstanding students and staff

Key activities delivered in implementing this priority during 2020–21 include: 

  • developing a distinctive and comprehensive model of interprofessional learning across our healthcare disciplines
  • delivery of externally funded student and knowledge exchange projects and the successful relaunch of our student business incubator ‘The Formation Zone’ as ‘The Cube
  • proactive strategic recruitment of researchers and teams to enhance critical mass in our leading research areas.

Our strategic priorities - priority three

Drive global connectivity that makes a difference

Key activities delivered in implementing this priority during 2020–21 include: 

  • the continued drawdown of external funding to support research impact and knowledge exchange across a range of disciplines from e-health to the creative industries to marine tech
  • the launch in the city of The Box, an already-internationally recognised museum and gallery in which the University is a founding strategic partner
  • launch of a postgraduate research programme with Ocean University China
  • a wider mapping of current collaborative activity in the marine and maritime fields internationally to support strategic partnership development.

<p>3rd year students (2020-21) from the BSc (Hons) Oceanography and Coastal Processes course.<br>Assessing coastal vulnerability of Drakes Island. Pictured onboard University Polar Cirkel work boat.


Our strategic priorities - enabling priority


</p><div><div><div><div><div>University of Plymouth Business School students outside The Box Plymouth</div></div></div></div></div><p></p>

Invest to ensure a leading-edge, sustainable university

Key activities delivered in implementing this priority during 2020–21 include a refresh of our Campus Masterplan, the formulation of a Digital Strategic Plan, progress on three large-scale capital projects within these plans, and the launch of a program to replace our Student Record System.