Core plans

The six strategic aims will be delivered through a series of integrated core institutional plans that will guide the University’s operations in the following areas:

The development of the plans will be phased. Work on the first – the International Engagement and Impact core plan – is already well underway, with the plan expected to be finalised by June 2022.

An indicative timeframe of the development of all the core plans is as follows:

Core Plan

Development starts

Expected completion

International Engagement and Impact

January 2022

June 2022 (Completed)

Education and Student Experience 

April 2022

March 2023

Sporting Excellence and Opportunity

October 2022

October / November 2023 (dependent on PVC appointment)


October 2022

June 2023

Equity, Diversity and Inclusion 

January 2023

June 2023

Research and Innovation 

January 2023

November 2023

Each plan will have a content lead, who will be responsible for overseeing the plan’s development, working in partnership with the University’s senior leaders and other key stakeholders within and, where appropriate, outside of the University.

Each core plan will be approved by the Academic Leadership Team (ALT) and the Professional Services Leadership Team (PSLT), who will also review progress against each of the plans. A report on each plan will be presented to Council annually.

Enabling projects

The core plans will be supported by a series of six Enabling Projects.

The projects consider and address the organisational changes that need to be made to make progress with our strategic aims. The six projects are interrelated and together seek to develop our processes, our digital capabilities, our profile, our approach to compliance and our ways of working.

Each project will have a Sponsor, drawn from the University’s senior management teams, and a Project Director, who together will be responsible for leading the development of the project, supported by a Project Manager and the Organisational Development and Change teams.

The development of the projects will be phased. Project Enable was the first to be launched, in February, and early-stage work has begun on Project Compliance. The scope of the other Projects is currently being drawn up.

Project Enable

Sponsor: Prof. Nick Jennings
Director: Richard Taylor
Manager: Dr Jenna Townend

Project Enable explores how to create capacity and thinking space for staff to enable the advancement of our strategic priorities, and other value-add activities, by identifying what we can do differently or stop doing and by addressing both processes and culture.

Project Expectations

Sponsor: Prof. Nick Jennings
Director: Ffyona Baker
Manager: Sandra Hill

Project Expectations seeks to make clear the new expectations required of leaders and colleagues in the context of the new Strategic Plan, aligning supporting systems, processes and culture. It will look to make the intangible, tangible by exploring what Loughborough needs from its colleagues, how their performance will be measured and how they can expect to be developed, recognised and valued for their contribution.

Project Compliance

Sponsor: Richard Taylor
Director: Sam McGinty
Manager: John Houghton

To protect the integrity of our University’s compliance obligations whilst skilling and empowering colleagues to take appropriate action at the appropriate time.

Project Digital

Sponsor: Richard Taylor
Director: Vipin Ahlawat
Manager: TBC

This project will ensure that the University has the digital capabilities required to achieve our strategic aims through each of the six Core Plans.

Project Reputation

Sponsor: Richard Taylor
Director: Martyn Edwards
Manager: Hannah Baldwin

This project will consider how we distil and project our distinctive strengths to enhance our reputation as a leading university.

Project Workspace

Sponsors: Richard Taylor and Professor Chris Linton
Directors: Ffyona Baker and Graham Howard
Manager: Meg Stafford

Project Workplace drives the transformation of our workplaces – as they relate to culture and physical space – to become engaging, modern offices suited to post-pandemic ways of working, where staff can thrive.