[et_pb_section bb_built=”1″ fullwidth=”off” specialty=”on” _builder_version=”3.17.6″][et_pb_column type=”2_3″ specialty_columns=”4″][et_pb_row_inner admin_label=”Row”][et_pb_column_inner type=”4_4″ saved_specialty_column_type=”2_3″][et_pb_post_title _builder_version=”3.17.6″ featured_placement=”above” locked=”on” \/][et_pb_text _builder_version=”3.17.6″]<\/p>\n
The University of Manchester is already recognised as a world-leading university<\/a> through our research, teaching, partnerships, impact and reputation. But we know being international is not only about rankings or where we are seen in the world. It is about how we work, who we work with, and the difference we make together.\u00a0<\/p>\n The title of our strategy matters. From Manchester, For the World<\/i> reflects something fundamental about us: international engagement is built into our DNA. It shapes the students we teach, the colleagues we work alongside, the research questions we ask, the partnerships we build and the impact we want to have.\u00a0<\/p>\n Alongside our UK campus, our International Centres<\/a> in Dubai, Hong Kong, Shanghai and Singapore, as well as our international teaching and learning and research partnerships play a vital role in connecting the University of Manchester with students, alumni, partners and opportunities across the globe. They help us understand local higher education ecosystems, support our students in country, engage alumni and strengthen teaching, business engagement, research and innovation links.\u00a0<\/p>\n This plan is not a detailed operational manual. It is a shared roadmap for the first phase of the strategy. It focuses our collective effort on the areas where we can make the biggest difference internationally over the next three years.\u00a0<\/p>\n The International Delivery Plan<\/a> is organised around five priorities. The first is to develop three distinctive University of Manchester Global Initiatives<\/b>. The next three connect international activity with Research, Teaching & Learning, and Innovation. The final priority focuses on improving the systems, processes and shared ways of working that will help us act as one university.\u00a0<\/p>\n Together, these priorities are designed to help us do three things: build international research collaborations that turn excellence into impact; grow flexible and transnational education opportunities; and strengthen an inclusive innovation ecosystem that gets our knowledge, ideas and teaching out into the world faster, with our partners.\u00a0<\/p>\n This plan has been developed collaboratively with colleagues from across Research, Teaching & Learning, Innovation, Social Responsibility, our Directorate of Development and Alumni Relations, and Communications, Marketing and Student Recruitment.\u00a0\u00a0<\/p>\n The conversations behind the plan asked simple but important questions: what does \u2018International\u2019 mean for The University of Manchester, and what do we want to be known for globally?\u00a0\u00a0<\/p>\n Three clear drivers emerged: Recruitment, Research and Reputation<\/b>. These are memorable because they are also practical. They remind us that international engagement is about attracting talented students, building excellent and impactful research collaborations, and strengthening Manchester\u2019s reputation through the quality and reach of what we do.\u00a0<\/p>\n The message we heard strongly is that international cannot sit in one part of the University. It must be connected to our teaching, our research, our innovation activity, our alumni relationships, our student experience and our ways of working. That is why this plan belongs to all of us.\u00a0<\/p>\n Over the coming weeks, we will be launching the University of Manchester Global Fund, a new approach to international research collaboration seed funding. The fund will support priority research themes with matching funding from an evolving group of global university partners. Our aim is to help colleagues develop collaborations that lead to high-quality publications, stronger external funding proposals, impactful research and enhanced global reputation. The Global Fund will run twice a year, offering a more agile and efficient route to supporting international collaborative research.\u00a0\u00a0<\/p>\n In early 2027, colleagues can also expect the launch of MMT 2.0, expanding collaboration between us, Melbourne and Toronto University. We also look forward to growing our engagement in India, potentially through a new in-country International Office, to strengthen recruitment, alumni engagement, research and innovation links.\u00a0<\/p>\n Whether you’re directly involved in international activity or not, our success depends on collaboration across the University. If you want to know more about research or teaching and learning opportunities, or have expert knowledge of a particular region, you could help us. Please get in touch with \u202fAVP-International@manchester.ac.uk<\/a>\u00a0 for more information or share your questions and ideas in the comments below.\u00a0<\/p>\n International is the first of our Delivery Plans to be published. In the coming weeks, you will also see plans for Research, Innovation and Teaching and Learning. Together, they will show how we will deliver From Manchester, For the World<\/i> in a connected, practical and ambitious way.\u00a0<\/p>\n [\/et_pb_text][et_pb_post_nav _builder_version=”3.17.6″ prev_text=”Previous” next_text=”Next” in_same_term=”off” locked=”on” \/][et_pb_comments _builder_version=”3.17.6″ custom_button=”on” button_text_color=”#ffffff” locked=”on” \/][et_pb_text admin_label=”Related posts” _builder_version=”3.17.6″ locked=”on”]<\/p>\n [\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=”1_3″][et_pb_sidebar admin_label=”Subscribe” _builder_version=”3.17.6″ area=”et_pb_widget_area_3″ locked=”on” \/][et_pb_sidebar _builder_version=”3.17.6″ area=”sidebar-1″ show_border=”off” locked=”on” \/][\/et_pb_column][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" The University of Manchester is already recognised as a world-leading university through our research, teaching, partnerships, impact and reputation. But we know being international is not only about rankings or where we are seen in the world. It is about how we work, who we work with, and the difference we make together.\u00a0The title of […]<\/p>\n","protected":false},"author":521,"featured_media":4237,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":" [et_pb_section bb_built=\"1\" fullwidth=\"off\" specialty=\"on\" _builder_version=\"3.17.6\"][et_pb_column type=\"2_3\" specialty_columns=\"4\"][et_pb_row_inner admin_label=\"Row\"][et_pb_column_inner type=\"4_4\" saved_specialty_column_type=\"2_3\"][et_pb_post_title _builder_version=\"3.17.6\" featured_placement=\"above\" locked=\"on\" \/][et_pb_text _builder_version=\"3.17.6\"]<\/p> When I\u2019m out and about meeting staff I hear much debate about the why, what, when and how of change in our University. I wanted to share my thoughts on this often contentious topic \u2013 and hear your views too.<\/p> Early in 2020 we will launch our University\u2019s new vision and strategic plan \u2013 Our future. In order to fulfil Our future we need to ensure that we are in a financially sustainable position so that we have the funds to invest in the new staff, facilities and infrastructure which will be needed to bring our plans to life.<\/p> Our Financial Statements<\/a> for 2018\/19, which have been published following approval by the Board of Governors, confirm that more than 95% of our \u00a31.1bn income is spent on our core goals - on our staff and our students - to deliver research, education and social responsibility; with the remainder invested in the long term sustainability of our University. You can find a summary<\/a> of the Financial Statements on StaffNet.<\/p> However, this is a testing time for UK universities, due to the many external factors that have an impact on us - current home tuition fees are falling in real terms, whilst our costs (not just pay but non-pay too) are increasing. There are further and even greater tuition fee funding risks outlined in General Election manifestos as well as a range of Brexit-related risks that could affect our operations. The Office for Students (OfS) demands that we demonstrate both value for money for our students and our financial sustainability (in the sense of being able to invest to deliver our ambitious strategy, rather than survival). There are, of course, also ongoing unresolved national issues around pay and the continuing challenges around funding pensions in the higher education sector.<\/p> Our Financial Statements show an improved operating surplus (3.7% of income compared to \u00a324.7m (2.3%) in 2017\/18), with a rise in income from tuition fees, education contracts and research. As I mentioned earlier, we re-invest the surplus we achieve each year in activity in line with our strategy. Recently our funds have been used to create some new academic and Professional Services posts; to invest in key infrastructure including IT; to invest in some new buildings like our student accommodation at Unsworth Park; to improve the student experience by funding more full-time Residential Life staff and to upgrade a range of buildings and research and teaching spaces and resources. Increasingly it is also invested in environmental sustainability and meeting our ambitious carbon targets. So even when we are making difficult decisions in some parts of the University we continue to invest our surplus.<\/p> Whilst we have reported an operating surplus, our Board of Governors expects us to deliver a much larger surplus than this (at least 5%) if we are to be sustainable in the long-term. Our strategic change programme (including IT Modernisation<\/a>, the Student Experience Programme<\/a>, and the Research Lifecycle Programme<\/a>), alongside our continuous improvement plans, will ensure that we create the financial headroom to invest in people and facilities. The strategic change programme will also enable us to embrace new technologies and new ways of doing things that better support all our staff and students to be the best that they can be.<\/p> Yes, this means that some individual roles will change. New roles (some that we haven\u2019t yet identified) will be created and some roles will no longer be required. I appreciate that this will cause some uncertainty and where that is the case we will do everything we can to support staff, but the alternative is that we never change anything. If we fail to take advantage of advances in technology and develop more joined-up ways of working we will ultimately find ourselves outdated in the eyes of future students, funders and other stakeholders. Staff want to work for a progressive and successful institution, of which they can be proud. This means we cannot stand still.<\/p> When I talk to staff and students I often hear their frustrations about how difficult it be can be to get some straightforward things done, grappling with paper-based, manual and repetitive processes, on outdated systems and infrastructure, all of which serves to increase staff workloads. Everyone wants to do a good job, but regularly feel that our world-class status is earned in spite of our internal systems and processes, not because of them.<\/p> To deliver our new vision and strategic plan we will need to embrace new opportunities and face challenges with courage and determination. That will sometimes mean we have to make tough decisions and no-one is claiming it will be easy or that mistakes will not be made along the way. But where we do have tough choices to make we will commit to implementing changes fairly and with compassion to support the wellbeing of all our colleagues.<\/p> [\/et_pb_text][et_pb_post_nav _builder_version=\"3.17.6\" prev_text=\"Previous\" next_text=\"Next\" in_same_term=\"off\" locked=\"on\" \/][et_pb_comments _builder_version=\"3.17.6\" custom_button=\"on\" button_text_color=\"#ffffff\" locked=\"on\" \/][et_pb_text admin_label=\"Related posts\" _builder_version=\"3.17.6\" locked=\"on\"]<\/p> [related-posts-thumbnails]<\/p> [\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=\"1_3\"][et_pb_sidebar admin_label=\"Subscribe\" _builder_version=\"3.17.6\" area=\"et_pb_widget_area_3\" locked=\"on\" \/][et_pb_sidebar _builder_version=\"3.17.6\" area=\"sidebar-1\" show_border=\"off\" locked=\"on\" \/][\/et_pb_column][\/et_pb_section]<\/p>","_et_gb_content_width":"","_exactmetrics_skip_tracking":false,"footnotes":""},"categories":[39],"tags":[],"class_list":["post-4001","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manchester-2035"],"_links":{"self":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4001","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/users\/521"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/comments?post=4001"}],"version-history":[{"count":5,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4001\/revisions"}],"predecessor-version":[{"id":4238,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4001\/revisions\/4238"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media\/4237"}],"wp:attachment":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media?parent=4001"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/categories?post=4001"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/tags?post=4001"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}What the plan is\u00a0<\/h2>\n
Our three Global Initiatives are:\u00a0<\/h2>\n
\n
What we\u2019ve heard\u00a0<\/h2>\n
Three things to remember\u00a0<\/h2>\n
\n
What you\u2019ll see happening next\u00a0<\/h2>\n
Ways to get involved\u00a0<\/h2>\n
More to come\u2026\u00a0<\/h2>\n
Related<\/h1>\n
Related posts:<\/h3>
Jenn Hallam and Ashley Blom: Making the Leap: Flexible, Personalised and Digitally Enabled Learning<\/h2><\/div><\/div><\/a>
Making the leap: Digital Inside and Out<\/h2><\/div><\/div><\/a>
From Manchester, for the World: turning our innovation ambition into action<\/h2><\/div><\/div><\/a><\/div>
Improving our financial performance will help to deliver our ambitious future plans, but we must also increase our capacity to create the funds and time to invest in our core goals. One of the ways we can do this is by changing what we do and how we do things.<\/p>Related<\/h1>