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Warwick has made outstanding progress in a very short time. We’ve secured a unique reputation through our ability to combine excellence, creativity and intellectual rigour with agility, professionalism and sustainability. Of course, the next decade will present very different opportunities and challenges to those we’ve faced so far, but our commitment to securing Warwick’s position as a leading global higher education institution remains undimmed. We are proud to fulfil our social obligations to educate, work at the frontiers of knowledge and inculcate enlightenment values. Our university is also committed, in a way that few others are, to generating economic growth for our city, region and the broader national economy in ways that will create more employment, educational opportunities, and resources. It is clear, however, that the current UK university business model is under stress; it cannot continue in its current form. The state is no longer willing to fund higher education in the way it has before, meaning that most of the traditional activities in which universities have been involved are reaching their financial limits. So how will we address this issue? We will, of course, retain a strong core of traditional academic activities. But we will add to this core a number of new activities that can produce new financial possibilities and exciting new obligations, some of which in time may become more central. It is by no means an easy time in which to operate, never mind launch, an ambitious strategy, but we have a responsibility to lead by example. Therefore, this strategy builds upon our core strengths whilst recognising the significant challenges facing our sector. It outlines the steps we will take and the options we will explore to ensure that the ambitions and aspirations of students, staff, alumni and supporters of Warwick drive and guide our actions in the years ahead.
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