Strategic Aims & Objectives 2015-2018 Futures in the Making


Aim 1 – To deliver academic excellence in the learning, teaching, research and knowledge exchange of design, media, communication and technology through the development of new educational models for HE and industry.


1 – To secure Taught Degree Awarding Powers and University Title.

2 – To develop innovative approaches to learning and teaching for our vocational and industry-relevant courses in the creative disciplines, including work-based learning and apprenticeships.

3 – To continue to assure and enhance the standards and quality of our provision to achieve academic excellence in delivery.

4 – To ensure we have enhanced and efficient learning support services, to support all our students and maintain our strong social mobility profile.

5 – To extend opportunities to an increased number of students, supporting the learning journey of between 2,500 to 2,700 students by 2018.

6 – To build an applied research and knowledge exchange culture that drives change, prioritises industry collaboration and underpins learning and teaching.

7 – To create a world-leading environment that allows us and our partners to exploit interconnectivity and collaboration between industry and practice-based research and teaching and business.

8 – To remain at the forefront of the creative exploitation of digital technology.

Measures and indicators of progress will include:

  • Progress towards Taught Degree Awarding Powers
  • Size and diversity of student population
  • Range and industry-relevance of courses
  • Number of industry co-designed curricula
  • Student satisfaction
  • Graduates’ employment in creative professions
  • Student retention and achievement
  • Research-active staff numbers
  • Volume and funding for applied research and scholarship
  • Affordability and scale of resources that facilitate digital and technological innovation


Aim 2 – To invest in and value our staff, and ensure the development of our organisational capability.


1 – To ensure that Ravensbourne’s reward and recognition structure is competitive within the higher education sector and that our offer to students is supported with appropriate staffing capability.

2 – To ensure HR processes support the effective recruitment, growth, well-being and leadership-development for our staff in academic, practitioner and professional fields.

3 – To review academic planning and resource allocation systems so that we make best use of our financial and staffing assets.

4 – To continue working towards the achievement of a diverse workforce so that it mirrors the diversity of our student community.

5 – To continue to be an attractive employer for well-established as well as emerging practitioners and professionals who areleaders in their fields, whether they come from the UK, or abroad.

6 – To ensure Ravensbourne is an ethical organisation, enabling us to go beyond compliance by 2018.

7 – To ensure that the staff voice continues to play an active part in the implementation of our strategy and the evolution of our institution

8 – To ensure that the Strategy is fully embedded in operational, business and academic planning

9 – To respond with agility and inventiveness to policy and funding changes and opportunities in our specialist industries, and ensure our innovation work is sustainable, affordable and realisable.


Aim 3 – To enable access to a distinctive and inclusive ‘Ravensbourne’ student environment and experience.


1 – To ensure we have the resources, space and teaching model to deliver our distinctive portfolio of courses and teaching styles.

2 – To continue to enable our students to participate in a professional practice and industry environment, and ensure they are equipped with cutting-edge skills to succeed in a professional creative working life.

3 – To ensure our students are partners and co-creators in Ravensbourne’s academic activity and governance and to continue to develop and enhance mechanisms that enable effective response to student feedback.

4 – To expand our current model of student peer-to-peer mentoring and collaboration.

5 – To enhance the student experience by creating a sense of belonging; developing an environment that allows the opportunity for both collaborative and independent study, innovative development and social interaction.

6 – To enable Ravensbourne’s graduates to become tomorrow’s entrepreneurs, working with our local community to identify opportunities in Greenwich

7 – To develop our post-digital/hybrid cross-disciplinary portfolio, enabling connection to and cultivation of emerging job markets.

8 – To enhance a culture of progression – from FE to UG and on to PG and incubation for graduate start-ups and alumni.

Measures and indicators of progress will include:

  • Student satisfaction
  • Student representation on internal committees
  • Use of space and resources
  • Graduates’ employment in creative professions
  • Student retention and achievement
  • Volume and take-up of our employability and entrepreneurship enhancement offer: placement-based learning, live briefs, mentoring, Rave Agency, Rave Lates, graduate incubation
  • Number of graduates progressing internally to higher levels of study
  • Range and coverage of student support services
  • Responsiveness of academic portfolio to emerging industry trends and STEM needs


Aim 4 – To forge and maintain dynamic relationships with our UK and International partners in industry, Higher Education, and the cultural sector and with the locality and our alumni


1 – To undertake, in conjunction with our staff and our existing and potential partners, a fundamental and cross-departmental review of all our partnerships, the objective of which is to develop a more strategic, professional and pro-active approach to the development, due diligence and management of our partnerships.

2 – To strengthen our external facing functions, enabling us to maximise opportunities around partnerships, commercial activity, marketing, public relations, fundraising and alumni, careers and industry liaison.

3 - To be recognised as a national and international leader in creative industries education and training, strengthening our reputation for short courses and consultancy, and delivering new generations of highly-skilled employees for our specialist industry sectors.

4 – To work with our locality and local authorities, securing effective partnerships with corporations, SMEs, Greenwich Borough Council, and the London LEP.

5 – To connect our staff and students to innovators, professionals and practitioners at the cutting edge.

Measures and indicators of progress will include:

  • National and international profile
  • Number and quality of national strategic partnerships
  • Number and quality of international strategic partnerships
  • Volume of activity to assist local authorities, businesses and schools in Greenwich and London
  • Enhancement and expansion of alumni relations
  • Range and volume of non-tuition-fee income, including: academic collaborations, commercial investment, development/sponsorship/fundraising