The Leading Locally and Engaging Globally update from the July 2017 Leadership Bulletin
Leading Locally and Engaging Globally – Professor Chris Husbands
The Leading Locally and Engaging Globally strand of the University’s Transforming Lives strategy is intended to do two things: to embed the University in the economic and social life of the region and to produce a step-change in our global engagement as a university with impacts on our ability to drive success for our students. It’s overseen by the LLEG Board, which I am chairing.
There are two broad types of work under the aegis of the Board. The first involves work which is genuinely new for the University; the second involves looking hard at our internal workings and making the internal changes which are needed to drive success. Characteristic of the first is a major strand of work under the title South Yorkshire Futures. We were challenged by the Permanent Secretary for the Department for Education to think harder about how we can exercise a leadership role in improving routes through and beyond compulsory education in the region. This matters for the region – there is a gap of seven percentage points between the likelihood of an eighteen year old in South Yorkshire going to university and the national average – but it also matters for us as a strong regional recruiter. We have begun a major programme of work across the Institute of Education and Student Recruitment to support improved attainment across the region and are delighted that the DfE have seconded Greg Burke, a senior civil servant to lead the work.
The second strand involves reviewing and reframing our internal systems and structures to enhance our strong regional position, looking, for example at improving our services to business and our relationships with further education. An early priority involves reshaping our infrastructure for the development of degree apprenticeships, where we envisage growth over the next few years. In one sense, degree apprenticeships simply constitute a new route to qualification, but they are also a fundamentally different way for the University to undertake its work – through partner businesses rather than through direct recruitment.
At the same time, a revamp of our thinking about our international positioning, including a clearer focus on strong institutional partnerships with like-minded universities is being set in place. An early success has been the publication for the first time of a global engagement plan with clear activity strands.