Group objectives for all UEB members
Financial Stability
Enable the long-term financial sustainability of the university by achieving the surplus targets agreed by Council in March 2026 (eg 5% by AY 2029-30), delivering a balanced budget in 2025/26 (excluding one off costs such as staff exit), whilst aligning expenditure with strategic priorities and maintaining investment in core academic functions.
Improve University Performance
Improve the University’s overall performance by achieving a top 20 ranking in at least two major UK league tables within the next three years (Complete University Guide, Times and Guardian) and top 90 in QS rankings within three years through targeted enhancements in student satisfaction, graduate outcomes, research intensity, and teaching quality, as measured by NSS scores, TEF outcomes, REF results, and graduate employability data.
Deliver Future Nottingham
Delivery of the Future Nottingham programme by ensuring all key milestones are met, including implementation of Phase 1 by December 2025, oversee the development and submission of the Strategic Case for Change to Council in November 2025 and business case in May 2026, undertake appropriate consultation with Trade Unions from May 2026 to July 2026, ensuring alignment with the university’s strategic goals, financial sustainability, and academic excellence. Begin implementation by end of AY 25/26.
Personal Objectives
Improve stakeholder engagementIncrease overall stakeholder engagement and trust with staff, students, Senate and Council, by September 2026 through townhalls and interactive meetings (students and staff), continued effective chairing of Senate with additional meeting where necessary (Senate) and continued encouragement of UEB openness and connection with Council
Key results: townhall sessions and blogs seen by > 25% staff
year on year improvement in ‘engagement’ in people survey
increased diversity of speakers at Senate
360 degree survey with Council to determine UEB openness and connection
Establish a strong and stable senior leadership team
Establish a strong and stable University Executive Board by recruiting and retaining key executive roles, reducing turnover of University Executive Board members to 10% in 2025/26, and implementing a structured leadership development and succession planning program by the end of the 2025/26 academic year to ensure long-term continuity and capacity.
UNNC and UNM
Support Provosts of international campuses to improve performance of campuses aligned to their strategy.
Key results: UNM reversal of budgetary deficit (by 2030)
UNNC this includes YOY increase in Gaokao ranking of students
maintaining and relationship with Wanli Education group (partner in UNNC)
resolving relationship with Boustead (partner in UMN)
Philanthropy
Supporting DARO to increase philanthropic pipeline and year on year income through personal engagement with individual alumni.
Key result: Move from a ‘defined’ to a ‘maturing’ institution (CASE definition) by AY 2078/28.
Details: Deliver and lead on 15 to (stretch) 25 meetings with top-tier philanthropic prospects and donors by 31 July 2026.
Support DARO and lead where appropriate on two to (stretch) four solicitations for gifts of £1m+ by July 2026.
Behaviours
Demonstrate university values of inclusivity, ambition, openness, fairness and respect, specifically:
- Modelling psychological safety
- Setting and reinforcing norms
- Practicing high-quality listening
- Staying emotionally regulated
- Providing transparent context
- Modelling grounded optimism
- Reinforcing positive behaviours
- Inviting joint problem-solving
- Maintaining consistency
- Looking after my own energy
Personal development
Participate in global network programme being run by FCDO (start November 2025)
Participate in Public Leaders Programme being run by the Cabinet Office (start Jan 2026)
Regular coaching (ongoing summer 2025 onwards)
(Page updated 26 May 2026)