To learn is to change Our 10-year strategic plan BU 20 35
Future
Pillar 1: Learning
Pillar 2: Research and innovation
Pillar 3: People and culture
Pillar 4: Place and partnerships
Pillar 5: Financial sustainability
Strategy on a page
Collaborating for change
Working in partnership: SUBU
from Professor Alison Honour Vice-Chancellor and Chief Executive Officer of Bournemouth University
As we set out on our new strategy, we’ve been taking the time to discover what makes us distinctive. Through hundreds of interactions with staff, students, graduates and partners we’ve discovered an organisation that is:
— Naturally curious
— Naturally ambitious
— Naturally connected
We know who we are; we’re proud of our heritage, and we’re excited about what’s next. As our motto reminds us, to learn is to change – and at BU, change comes naturally. It’s no surprise, therefore, that transformation sits at the heart of our new strategic plan.
Through BU2035 we are reimagining what a university can be: a living laboratory for change, an enterprising institution, and a driver of research and innovation. We will deliver an industryconnected, future focused education that builds adaptability, creativity and self-leadership in our students. By learning alongside leading academics, industry partners and researchers, our graduates will gain the knowledge, skills, confidence and vision to shape industries, solve real-world challenges, and create a future that is still being written.
With so much change on the horizon, what remains central to our vision is that our place still matters. We are proud of our home – long recognised as a destination for health, wellbeing and leisure – and we will connect Bournemouth with the world in everything we do.
From restoring seagrass meadows to protect biodiversity, advancing offshore renewable energy and influencing global marine policy; driving breakthroughs in AI-powered cancer diagnostics, stroke rehabilitation and dementia care standards; and powering the UK’s cultural economy through award-winning film and immersive media, we are tackling the next wave of global challenges.
We are committed to supporting regional prosperity by working with civic and industry partners to create jobs, attract investment and build a culture of innovation that meets the needs of our coastal communities.
For our students, this means real-world experience, entrepreneurial opportunities and pathways into careers that shape the future and make a meaningful difference in society. Our strategy is built on five pillars that will drive change and realise our ambitions. Each comprises:
Priority activities that will build strength and resilience for the future
Transformations
Investments that will accelerate our progress and help us go further
We are proud to say that the development of our BU2035 strategy has been truly collaborative, and fulfilling its promise will require this same level of collaboration and commitment. We look forward to working with you to bring our plans to life.
Professor Alison Honour Vice-Chancellor and Chief Executive Officer
We will be a vibrant educational community, creating solutions to real-world challenges and shaping the future of our society and economy.
Together, our graduates and partners will turn ideas into impact, with a shared commitment to accelerate solutions that matter to the communities we serve locally and globally.
Our enduring purpose is to drive prosperity and improve lives through education, research and innovation that has impact.
Inspired by our motto Discere Mutari Est – to learn is to change – we will re-imagine what a university can be. We will evolve our ways of working, act decisively and innovate so that we can continue to lead change for our community and our region.
Our values unite us and guide how we work, learn and lead.
They will drive our actions and behaviours and ensure that we are known not just for what we do, but how we do it.
Together we are
We are stronger for working in partnership and celebrate differences to create a culture of belonging.
We inspire each other to push boundaries and solve big problems in unique ways.
We are aspirational in all our endeavours and empower and enable one another to achieve great things.
We are responsible and ethical in the ways we work and courageous and confident, bringing meaningful and positive impact locally and globally.
Future focus | Our strategic priorities
We will prioritise activities that enable us to achieve the following objectives.
UK institution for student experience
10
UK university for sustainability
UK institution as part of a research and education quality drive
for the use of AI in service delivery as part of a digital transformation
for innovation, incubation and industry partnerships FINANCIALLY SUSTAINABLE to enable large-scale investments in our future
A nationally recognised EMPLOYER OF
Our strategy is built on five pillars which define all activities.
Ambition
Provide inclusive, researchinformed and digitally immersive learning that inspires students and prepares them for the world ahead.
We will
— Offer a sector-leading educational experience that is digitally enhanced, inclusive and industry connected.
— Create an entrepreneurial, inclusive and active learning environment that uses real-world challenges to build confidence and capability.
— Work in genuine partnership with students to shape and improve their learning.
— Equip graduates with the future skills, attributes and credentials they need for their career and life.
— Create a new learning design and assessment framework with practical guidance and tools to support staff in designing inclusive and engaging learning, which embeds authentic real-world learning and assessment.
— Refresh our course offer so that it remains current, financially sustainable and attractive to future students.
— Create a student success framework that strengthens engagement, attendance and support so that more students progress and succeed.
Transformations
— Develop the BU learning model, a distinctive new curriculum model for our taught courses that embeds digital fluency, industry readiness and human skills to equip our graduates for their futures.
— Launch a suite of new digital tools and platforms to support how we deliver education, including a new curriculum management system, student app, timetabling and attendance management systems.
— Grow our portfolio in new areas to respond to industry, technological and future skills needs, including innovation in medical sciences and digital health to strengthen the pipeline of professionals our region needs.
Building on our strengths
Sector-leading apprenticeships
We’re proud of our Ofsted Outstanding-rated apprenticeships, strengthened by £465,000 of Office for Students’ funding to expand programmes in digital marketing, accounting and finance, biomedical science, social work and midwifery to build a strong foundation for future skills.
Building cyber skills
Our Office for Students’-funded Cyber Security Competence Centre, backed by nearly £2.3m, gives students hands-on experience with AI supported cyber security operations in partnership with BattleLab, JP Morgan and ESET – developing the digital capabilities needed in an evolving world.
Industry experience
We’re proud of our students’ work with industry partners such as AFC Bournemouth, University Hospitals Dorset, Dorset Police, JP Morgan and Siemens, which means they contribute meaningfully to real-world projects even before they graduate. As a result, 89% of our graduates are in work or further study within 15 months of graduating (HESA Graduate Outcomes 2022/23).
Advance knowledge through applied, high-quality research and innovation that brings real benefits to society and the economy.
— Strengthen our areas of research specialisation and quality, and align our work with major global and regional challenges.
— Work with communities and partners to ensure our research is responsible and relevant.
— Enable cross-disciplinary research that builds curiosity, integrity and resilience. Collaborate with businesses to improve products, and drive innovation and the commercialisation of knowledge.
— Implement effective research plans, improve researcher development and introduce effective systems and dashboards to help staff deliver excellent research, innovation and enterprise.
— Organise our strengths into cross-cutting, impact-led themes, through a renewed REF (Research Excellence Framework) and KEF (Knowledge Exchange Framework) strategy that addresses global challenges and improves our research and knowledge exchange performance.
— Develop new funder engagement, commercialisation and IP strategies to unlock value and provide better support for securing funding, developing IP and growing our research income.
— Develop an exciting new Innovation Hub; a shared space and programme of innovation activity that brings together students, researchers and industry as a catalyst for enterprise and incubation.
— Make strategic investment in our research, innovation and enterprise to prioritise and support growth and impact.
Building on our strengths
Improving health and wellbeing
We’re improving clinical pathways, from AIsupported breast cancer diagnostics to our pioneering research in robotic assisted surgery. Our leadership within the £16 million Wessex Health and Social Care innovation programme is enhancing health outcomes and our psychology research informs national policy on autism and suicide prevention.
Building environmental resilience
We’re proud of our applied ecology work, which includes saving the endangered humpback mahseer, and our contributions to biodiversity and conservation outcomes. Our Disaster Management Centre delivers globally impactful research and training, recognised by the UK Cabinet Office, while our maritime archaeology has preserved nationally important heritage along the Dorset coast.
Leading innovation in creative technologies
Our media and creative technology strengths include the world-leading National Centre for Computer Animation. Alumni have gone on to win multiple Oscars and BAFTAs, and its research encompasses immersive media, AIenhanced production, digital storytelling and media law.
Turning digital and AI research into industry impact
Our digital and AI expertise powers multiple Knowledge Transfer Partnerships with companies including Click a Servicing, The Crowd Group, Bluestar Software and Improve Well. These Innovate UK-funded collaborations are helping industry partners to accelerate innovation.
Ambition
Build a confident, values-led and future-ready workforce where everyone feels they belong, is supported to grow and can make a meaningful difference.
We will
— Create opportunities for learning, progression and leadership at every stage.
— Develop a workforce that is digitally confident, collaborative and adaptable.
— Support leaders to make good decisions, nurture talent and model our values.
— Build an inclusive community that prioritises wellbeing and enables everyone to thrive.
— Renew our academic career framework and workload model to define clear career pathways aligned to our strategy, underpinned by fair and transparent academic workloads.
— Grow our talent by providing stronger support to develop future leaders and planning for key roles.
— Achieve a stronger staff voice and alignment, by improving engagement and setting clearer goals through accountable decision making at the appropriate level of the organisation.
— Make better use of data by accessing and utilising more reliable information to guide decisions, improve processes and to support staff and students.
— Build a high-performance culture by adopting clear expectations of behaviours and performance, empowering staff to deliver their best work and recognising performance in staff contribution.
— Deliver practical, values-driven development that enhances our digital fluency, and supports confident and effective leadership.
— Develop and deliver a renewed wellbeing, rewards and benefits offer (Thrive at BU) that helps staff feel valued and supported.
— Grow and utilise a new community of practice to help us simplify processes, develop new ways of working and improve how we operate.
Building on our strengths
A community that prioritises wellbeing
The University Retreat is an awarding-winning collaboration with Arts University Bournemouth, Health Sciences University, Dorset HealthCare University NHS Foundation Trust, Dorset Mental Health Forum and Bournemouth Churches Housing Associationthat underpins our national Whatuni award for Mental Health & Wellbeing Support in 2025.
Commitment to equality, inclusion and fair practice
Our engagement with Athena Swan, the Race Equality Charter, University Mental Health Charter and Mindful Employer Charter reinforces our commitment to inclusive and supportive working and learning cultures.
A culture of environmental responsibility
We’re proud that BU is 6th of 147 UK universities in the People & Planet University League (2025), with joint first for water reduction and renewable energy generation on campus, and 100% performance in environmental auditing and sustainability staffing.
Ambition
Use our location and partnerships to strengthen communities, support regional and global prosperity, and create opportunities for our students.
We will
— Champion Bournemouth and the South Coast as a place for innovation, skills and growth.
— Work with employers to deliver the skills they need and create opportunities for our graduates.
— Use our research and expertise to help solve societal and business challenges.
— Grow our regional, national and international networks to widen opportunity and exchange.
— Create a partnerships framework to provide a clear and practical approach for working with partners, so that collaborations are high quality, sustainable and mutually beneficial.
— Strengthen our industry and community relationships across the region to support skills, innovation and civic priorities.
— Develop our brand to tell BU’s global and civic story, as we take Bournemouth to the world and bring the world to Bournemouth.
— Grow carefully chosen education partnerships, including with further education providers and international partners, to widen access, support local progression and extend our global reach.
— Scale high-impact partnerships by investing in the capacity and expertise needed to grow our most promising educational and industry collaborations.
Invest in place-based skills and civic initiatives to support our community and drive regional prosperity.
Building on our strengths
Partnerships that strengthen regional and global impact
Our collaborations with AFC Bournemouth, University Hospitals Dorset, JP Morgan, IBM and Dorset Council, together with small businesses, charities and the public sector, support regional innovation, community engagement and international reach.
Sport and health
Through our student and community sports facilities at Chapel Gate, the research and impact of our sports and exercise programmes and our Physiotherapy and Sports Injury Clinic, we contribute to health, rehabilitation and active lifestyles across our student, staff and wider community.
Expanding educational opportunity
Our longstanding further education partnerships in the region, and our growing portfolio of Transnational Education collaborations, including the launch of our first Joint Institute in China with Tianjin University of Technology in 2026, increase access to BU’s educational pathways and create a globally connected learning community.
Ambition
Secure long-term financial sustainability to enable growth, investment, and innovation –providing the foundation for everything we do.
We will
— Strengthen governance and financial resilience to ensure decisions position BU for a strong and secure future.
— Realise new opportunities for income diversification and growth to support our strategic ambitions.
— Deliver operational efficiency and value for money to maximise resources for investment.
— Redefine our approach to student recruitment, diversify markets and grow market share.
— Create a commercial strategy to enable diversified income and reduce reliance on tuition fees.
— Develop an investment plan to strengthen BU’s educational and regional impact.
— Develop an estates roadmap that consolidates the campus experience, improves utilisation and supports sustainability goals.
— Develop a digital foundations roadmap to advance staff digital skills, embed AI-enhanced service delivery and modernise infrastructure.
— Invest in an enhanced sports offer that attracts new students, enriches campus life and generates additional revenue through health, wellbeing and research opportunities.
We will be a vibrant educational community creating soutions to real-world challenges and shaping the future of our society and economy.
Our enduring purpose is to drive prosperity and improve lives through education, research and innovation that has impact.
— A top 10 UK institution for student experience
— A top 10 UK university recognised for sustainability
— A top 50 UK institution as part of a research and education quality drive
— An exemplar university for AI in service delivery as part of a digital transformation
— A recognised regional lead for innovation, incubation and industry partnership
— Financially sustainable to enable large-scale investments in our future
— A nationally recognised employer of choice
— Student satisfaction
— Student success
— Research quality & impact
— Knowledge Exchange Framework performance
— Sustainability ranking
— Financial performance
— Staff engagement
— Objectives and Key Results (OKR) framework and lead indicators
The creation of BU2035 has been a truly collaborative effort. In developing our plans we spoke – and more importantly listened –to our staff, students, graduates and partners. Our aim was to discover our innate strengths and to identify the challenges we need to meet in the coming decade.
More than 800 colleagues joined 14 workshop sessions to help shape our new organisational values, vision and mission, and to co-create the plan’s strategic pillars.
165 staff joined four task and finish groups, to take our ideas further and begin to craft measurable objectives.
Alongside the creation of BU2035, we led a review of our brand identity to uncover and celebrate the distinctiveness of the BU experience.
Following in-depth discussions with more than 30 staff and students, around 420 graduates and 80 students responded to an online survey to share their thoughts, feelings and connections.
Of course, the collaboration doesn’t stop here and the launch of our strategy is just the beginning. Our success will rely on how we work in partnership with our staff, students and partners to shape, test and build solutions together.
A huge thank you to everyone who has contributed so far in shaping our next 10 years.
A message from Andy Squire, Chief Executive Officer of SUBU, the Students’ Union at Bournemouth University
I’m delighted to see the launch of BU2035 and its clear ambition to place student experience at the centre of BU’s future.
The objective to be a top-10 UK institution for student experience strongly aligns with SUBU’s own strategy and our commitment to helping students not just succeed, but genuinely thrive during their time at BU.
We see BU2035 as an important opportunity to deepen our partnership between the university and students’ union, ensuring student voice, insight and lived experience continue to shape decision making. By working together closely, we can deliver an outstanding student experience and strengthen Bournemouth University as a place where students feel increasingly proud, empowered and happy to belong.
As SUBU celebrates its 50th year in 2026, the launch of our new Strategy for Happiness reflects both how far we have come and our ambition for the next 50 years of student life at BU.
We want BU students to be the happiest in the country, and that’s why our own strategy is built on a simple belief: Happier students get better results.
Research shows that happiness underpins academic success, resilience, belonging and long-term outcomes. That’s why our work focuses on four key drivers of happiness –togetherness, purpose, wellbeing and identity – ensuring every student can build meaningful connections, feel supported through challenges, develop confidence in their future, and feel able to be themselves at BU.
Everyone at SUBU looks forward to seeing how our two strategies come together to create the happiest students at a forward-thinking, sectorleading university for student experience.
Building on our strengths
Best in class
Our students’ union was voted ‘Best in the South West’ and among the ‘Top 25 Students’ Unions in the country’ in the latest Whatuni Student Choice Awards. The awards are based on reviews by current students, and recognise high levels of satisfaction with the student experience.
Media excellence
SUBU’s award-winning radio station, Nerve Radio, provides students with real-world skills in journalism and media production. In 2025, it brought home five Student Radio Association (SRA) Awards, including Gold for Best Event Programming and Silver for Best Technical Achievement for its live broadcast from the Summer Ball.
Sustainability matters
The National Union of Students (NUS) has recognised SUBU with an award of ‘Excellent’ for its green impact. SUBU’s sustainability strategy ensures that its actions and events have a positive impact on the environment and the future of our campuses, the local community and the global environment.
