Introducing our new strategy: World-Changing Glasgow: University for the World
I am delighted to launch the University’s new Strategy, ‘World Changing Glasgow: University for the World’, otherwise known as ‘Glasgow 2036’.
This marks an important moment for our University. As we look ahead, in our 575th year, we reflect not only on our heritage, but on the role the University of Glasgow will play in the future.
Our new strategy sets out a bold ambition: to transform lives through ideas and action, grounded in world-leading research, teaching and innovation.
Professor Andy Schofield
Principal and Vice-Chancellor, University of Glasgow
How our strategy was developed
The University’s 2036 Strategy was shaped through collaborative consultation to reflect shared priorities and address future challenges.
- The University’s 2036 Strategy has been shaped through a comprehensive and inclusive consultation over the past eighteen months, engaging staff, students and external stakeholders including members of Court.
- Input was gathered through surveys, workshops, engagement events and governance discussions, alongside targeted student engagement, providing a strong evidence base and support for the strategic direction.
- The process has been iterative and collaborative, with feedback directly shaping the final Strategy to ensure it reflects the priorities of our community and is ready to respond to future challenges.
Q: How was the University Strategy developed?
A: The Strategy was developed over an eighteen-month period through a structured and iterative process that combined internal consultation, external research and formal governance review. Insights were gathered at each stage and used to shape successive drafts, ensuring the final Strategy reflects both the University’s ambitions and the wider external context.
Q: Who was involved in shaping the Strategy?
A: A wide range of contributors were involved, including staff across academic and professional services, students, senior leaders and Court, alongside external stakeholders such as government, industry partners, funders and civic organisations. This breadth of engagement ensured a balanced view of internal priorities and external expectations.
Q: What consultation and engagement activity took place?
A: We used a mix of approaches, including staff surveys, workshops, engagement sessions and governance discussions, alongside external research such as stakeholder interviews, public consultation and national polling. Importantly, we also held ambition sessions with each School and College leadership team, providing detailed insight into priorities, opportunities and challenges across the institution.
Q: What did the College and School ambition sessions add?
A: These sessions enabled a deep, discipline-focused exploration of academic ambition, identifying shared priorities to advance research excellence, teaching quality, external engagement and financial sustainability. They also highlighted common enablers and challenges across Colleges, helping to build a coherent, institution-wide view of ambition and ensuring the Strategy reflects the realities of delivery at local level.
Q: How did consultation and research influence the final Strategy?
A: Feedback and evidence were systematically reviewed and incorporated into each iteration of the Strategy. This strengthened key themes such as student experience, sustainability, partnerships and delivery, and ensured alignment between University-level priorities and College and School ambitions, resulting in a Strategy that is both ambitious and grounded in robust evidence.