Strategy to 2020

Our strategy at a glance

Values

Academic Being practical Supportiveness Collaborative, Honesty, integrity,

flexible, innovative high professional
ambition and applied and inclusion thinking standards

Mission
We are academically strong and ambitious, with an
emphasis on being practical and applied. Our strong
connections to business and the professions directly
influence our courses and teaching, and help ensure the
impact of our research and innovation.
We deliver excellent outcomes for our students, enabling them
to succeed in a diverse and complex world characterised by
increasing change.
We expand the horizons of our students connecting them to wider
opportunities through partnerships.
We undertake high impact research with an applied emphasis which
secures significant economic and social benefits.

Vision
By 2020 we will be recognised as a leading UK university known for
the excellence of our teaching and student experience with highly satisfied students
the value that we add to the futures of our students, partners and staff
internationally recognised research with real world impact

Ambitions Ambitions Ambitions

Delivering an excellent Expanding horizons Building on our strengths in research
educational experience and innovation
The value that we add to the futures of
We aspire to be one of the best universities our students will be recognised as the Our research performance in our areas
for the quality of our teaching and distinguishing factor in the of strength will achieve the highest
learning, excelling in programmes that are Sheffield Hallam experience. international standing.
academically challenging with an emphasis
on professional practice. We will raise aspirations to participate in Through our research and innovation we
higher education and expand the horizons will address important social and economic
Our students will have an excellent challenges and make contributions that
of our students as they progress through
educational experience. Through our have benefits in regional, national and
their studies and into their chosen careers.
learning and teaching they will be international spheres. We will be sought
We will enable our graduates to realise their
stimulated, presented with new challenges after by partners in business, industry,
full potential and to be ready to make a
and perspectives and supported to the professions, government and charities
positive contribution to a global society and
succeed. Their student experience will be to create and transfer knowledge, develop
economy. This will be underpinned by our
underpinned by excellent support services practical solutions and add value to
strong national and global partnerships.
and facilities. Our students will experience their activities.
digital resources and technologies that
support their academic, professional and
social development.

Delivered by Delivered by Delivered by

high quality and popular raising aspirations and world-leading and
programmes supporting success internationally excellent
outstanding teaching opening up opportunities research
a culture of continuous partnerships engagement
improvement a culture of ambition
an excellent infrastructure to and excellence
support learning and teaching partnerships

Being a sustainable university

Infrastructure
Size and Finance People Infrastructure digital
Process Reputation
shape estate technology
improvement
Foreword
S heffield Hallam University is a great
university in a great city. This is
what appealed to me when I became
Vice-Chancellor in 2007 and what still
holds true for me today. I am continually
inspired by the talent and enthusiasm that
I see around our campuses.
We excel at expanding horizons and
this is at the heart of our University.
Our connections to business and the
professions directly influence our courses
and teaching, and enhance the impact of
our research and innovation.
We are proud of our learning environment,
and prouder still of our commitment to
bringing quality and inventiveness to our
teaching. We help students to develop
their abilities, enable them to realise their
potential and encourage them to seize
opportunities. Although we are a large
university we place great emphasis on
the individual, making us friendly and
exceptionally supportive.
We attach great value to the vibrant
university community we have developed.
We also pride ourselves in being engaged
with the world around us and being
collaborative, flexible and innovative in our
thinking.
We have developed our strategy in
consultation with our staff and partners.
Their feedback and an in-depth appraisal
of our strengths and opportunities has
informed our thinking.
This strategy reflects the achievements,
expectations and experiences of thousands
of staff, students and partners who all
contribute to our success. They will inspire
us to achieve the ambitions captured in our
strategy to 2020.
Professor Philip Jones
Vice-Chancellor
February 2015
Strategy 20152020 | 3
 Context
The environment
Our plans for the future recognise that we have
to respond to and deliver in a challenging and
invigorating environment where
students have increasing expectations
national and international higher education
environments are more competitive
research and innovation will be focussed on
selectivity and impact
a difficult economic environment makes it
challenging for new graduates to move into the
workplace
technological advances are bringing rapid
changes to society
increased international mobility emphasises
the importance of working across national
borders
partnering with other organisations to
improve effectiveness and impact is
increasingly important
4 | Strategy 20152020
Our focus
Our strategy places students and high-quality
teaching at the centre of what we do ensuring we
are responsive to student needs. It is focussed
on delivering an academically challenging and
stimulating experience that allows our students
to develop their full potential and become
sought- after graduates.
It is important to us that our community and
our partners benefit from our research and
innovation.
Throughout the strategy our commitment to
engagement and partnership with our students,
staff and other organisations is recognised as
central to delivering our vision.
The strategy also recognises that our activities
must be underpinned by being sustainable
academically, financially, socially and
environmentally and defines priorities that we
believe will enable us to flourish in a competitive
and globalised higher education market.
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6
Our university
Our mission
We are academically strong and ambitious, with
an emphasis on being practical and applied. Our
strong connections to business, the professions
and communities directly influence our courses
and teaching, and enhance the impact of our
research and innovation. Our mission is to
deliver excellent outcomes for our students,
enabling them to succeed in a diverse and
complex world characterised by increasing
change
expand the horizons of our students,
connecting them to wider opportunities
through partnerships
undertake high impact research with an
applied emphasis which secures significant
economic and social benefits
Our vision
By 2020 we will be recognised as a leading UK
university known for
the excellence of our teaching and student
experience with highly satisfied students
the value that we add to the futures of our
students, partners and staff
internationally recognised research with real
world impact
We will support the delivery of this vision by
continuing to
build a sustainable university where we have
the financial resources to develop and succeed
employ skilled, successful and committed
staff
establish an outstanding reputation for
engagement and partnership
make innovative use of our infrastructure to
deliver our academic activities
Our values
We acknowledge that students and staff achieve
their greatest potential in an environment that
is intellectually invigorating, open and fair,
which engages students, staff and partners and
engenders a sense of belonging.
Sheffield Hallam University is characterised by
a sense of ownership and pride in itself and we
value
academic ambition
being practical and applied
supportiveness and inclusion
being collaborative, flexible and innovative in
our thinking
honesty, integrity and high professional
standards
Strategy 20152020 | 7
 Case Study: Expanding Horizons
Where it all begins
I n 2014, we became the first university to
sponsor the Grand Dpart of the Tour de
France. It inspired a wide ranging programme
of events and activities, brought to life by our
outstanding students and talented staff. Hosting
the Tour de France was a once-in-a-generation
opportunity for our region, and we are proud to
have played a significant role in its success.
This project exemplified the University's
commitment to providing unique opportunities
for our students that not only expand their
horizons but provide them with experiences that
will help them to distinguish themselves in their
future careers.
Our partnership with the Tour provided an
opportunity to showcase excellence from across
the University's academic community from
sports engineering to events management and
the performing arts.
Our sports engineers explored the science of
cycling at public events, and our art and design
students created the unique wraps for the
vehicles that took part in the pre-race parade.
Stage and screen students performed Bespoke,
a specially commissioned theatre event which
drew on local people's stories of cycling. And our
cycling club rode the 200 kilometre route of stage
2 of the Grand Dpart with the Vice-Chancellor to
raise money to support students who come to the
University from the care system.
8 | Strategy 20152020
More than 200 students secured unique
placements and volunteering experiences
related to their area of academic study. They
are experiences that will not only live long in
the memory but also give them a competitive
advantage when they graduate.
This has been a brilliant project where I've
learnt so much. I even met someone at the
Grand Dpart exhibition who has put me in
touch with another company, and I've got an
internship out of it. Eddie, Graphic Design
student
The value we place on our links with the
community was also reflected in the range and
scale of the activities we provided for local people
and school children throughout the duration of
the Tour de France.
We ensured our activities were enjoyed by an
incredible number of people across the region
more than 3,500 pupils in their schools and
colleges, thousands of members of the public
at our Tour-themed events, and millions of
spectators cheering our caravan vehicles along
the route of the Grand Dpart.
We achieved a global profile for the University,
securing media coverage worth more than
250,000 and exposure to more than six million
spectators.
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Stakeholder
expectations
T he nature of a university's business means
that we have a wide range of stakeholders,
all of whom have different expectations
of their interactions with us. Our mission and
vision puts relationships at the heart of what
we do. Therefore our new strategy sets out what
our different stakeholders can expect from their
interactions with the University.
Students can expect
an intellectually stimulating and challenging
environment where subject knowledge and
its application in practice will equip them
with the academic knowledge and expertise
to increase their future opportunities and
choices
inspiration from the quality of teaching,
the use of technology and the global and
professional perspectives in our courses
support throughout their time as a student
and as part of our alumni community,
providing increased opportunities to help
them achieve their potential
Members of staff can expect
an environment that supports their personal
and professional development, where they
feel a sense of belonging and community,
and can take pride in their contribution to the
University's achievements and the success of
students
encouragement to excel in their area of work
in the context of clear expectations and
high performance to produce results that
contribute to our goals
Partners can expect
graduates with ambition and enterprise
underpinned by subject knowledge and a
range of skills that will enhance their business
or organisation
research and leading edge practice that is
useful to, and has an impact on, their business,
industry and profession
help with realising their ambitions through
the expertise we can provide to their business,
industry and profession
opportunities to enrich the economic, social
and cultural life of the city region
Strategy 20152020 | 11
 Case study: facts and figures
Sheffield Hallam
in numbers
We are the best modern university in the
north of England moving up 15 places from
77 to 62 in the 2015 Times & Sunday Times
Good University Guide.
In the 2014 National Student Survey our
overall student satisfaction score rose from
83% to 86% with many courses scoring
above this and several achieving 100% student
satisfaction.
We are the fourth largest university
in the UK with a student population
of 34,000.
Widening participation comes naturally
to us with 97% of our student population
drawn from state schools 25% from low
income households and 17% from areas where
participation in higher education is very low.
We have one of the strongest track records
on work placements of any university with
close to 19,000 placement experiences each year
in business, industry, nursing, healthcare
and schools.
12 | Strategy 20152020
We are also a leading provider of highly
qualified graduates for the professions each
year more than 700 newly qualified teachers
enter the classroom and 600 new nurses start on
the ward.
The 2014 Research Excellence Framework
ranks us in the top five of all UK modern
universities. Over 65% of the research
submitted by Sheffield Hallam received the
prestigious 4* and 3* rating as world leading and
internationally excellent, moving the University
up 25 places in the national research league
tables.
We have created more than 140 Knowledge
Transfer Partnerships enabling companies
to employ a graduate to help tackle a business
challenge in a three-way partnership between
companies, the graduate and their supervising
academic.
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Delivering an excellent
educational experience
We aspire to be one of the best universities
for the quality of our teaching and learning,
excelling in programmes that are academically
challenging with an emphasis on professional
practice.
Our students will have an excellent educational
experience. Through our learning and teaching
they will be stimulated, presented with new
challenges and perspectives and supported
to succeed. Their student experience will be
underpinned by excellent support services and
facilities. Our students will experience digital
resources and technologies that support their
academic, professional and social development.
How we will achieve this
1
High-quality and popular programmes
We will offer programmes that are informed
by research and scholarship and which meet
the demands of professional practice. They will
challenge students to meet the highest academic
standards and will enable them to develop a full
range of work-related, personal and professional
skills. There will be a strong focus on relevant,
up-to-date and applicable curriculum that is
informed by and addresses current issues and
anticipates the challenges of the future. We will
be a sector leader in programmes designed with
and for employers and the professions.
2
Outstanding teaching
Our teaching will be inspiring and
challenging, delivered by professionally
recognised, well-qualified and experienced
academic staff. Staff will have enthusiasm and
passion for their subject and a commitment to
their professional development. We will continue
to work with students to identify inspirational
teachers, and we will develop career paths based
on recognition of teaching excellence, academic
leadership and leading pedagogic practice. We
will strengthen the links between research and
teaching, thus contributing to a high-quality
academic environment and student experience.
3 A culture of continuous improvement
All academic and professional service
departments will be engaged in continuous
improvement and the sharing of good
practice to ensure high-quality performance
and innovation. We will build a culture of
connectedness that promotes positive staff-
student feedback. Our services to support
learning and teaching will be reliable, responsive
and enabling. We will work with our students
and the Students' Union to understand students'
needs, encourage contributions and learn from
experiences, using feedback to inform our
priorities for the future.
4 An excellent infrastructure to support
learning and teaching
We will provide excellent learning and
information resources, specialist laboratory
and practice space and flexible learning spaces.
We will develop our digital resources to pursue
new developments in learning and teaching. We
will advance our virtual learning environment,
e-learning tools and mobile learning
technologies to provide a modern, efficient,
flexible and engaging learning environment
for our students. Our estate will be developed
to reflect shifts in patterns of learning and will
be designed to provide students with a sense of
identity, belonging and engagement.
Strategy 20152020 | 15
 Case study: inspiration
Inspirational teaching
T he Universitys Inspirational Teaching
Awards have been running since 2010.
Each year more than 1,000 of our
teaching, research and student support staff
are nominated by our students for having
had a transformative impact on their student
experience and for having inspired their
learning.
In 2014 more than 3,500 students took the time
and trouble to nominate their tutors and other
staff who they felt had had a significant impact.
This process is a great source of pride, as the
appreciation that our students have for the
creativity, academic challenge, collaboration
and dedication of colleagues is expressed in
their own words.
2014 award winners
Inspirational Teaching Awards: David Smith
David has won an Inspirational Teaching
Award three times. He was very pleased to be
nominated again by the students he says its
always nice to know someone somewhere can be
excited by enzymes and DNA.
David is currently researching Parkinsons
disease, linking together a range of biochemical
and analytical methods to find out how and
why cells die in the brain. He tries to use this
background to give context to his teaching and
show how the content of the lectures is really
used. The award is a reflection of the high quality
of teaching and commitment of his peers who
give him space to try out new ideas.
David makes lectures fun. He doesnt just
lecture you for two hours he interacts with
his students and is always prepared to offer
that extra bit of help if you are struggling.
He has inspired me to do more work outside
of my course and to be more interested in
science.
16 | Strategy 20152020
Inspirational Research Supervisor Awards:
Professor Nick Hodge
Nick is a reader in education, childhood and
inclusion, principal lecturer in autism, leader
of the Equality, Diversity and Social Justice
Research Group and research lead for the
Department of Education, Childhood and
Inclusion. He was a teacher supporting disabled
children and their families in schools. During
this time Nick became a lecturer in autism for
the University of Birmingham and Sheffield
Hallam University.
Nick was a member of the first cohort of
students to study for a Professional Doctorate
in Education at Sheffield Hallam, graduating in
2006. Inspired by the quality and commitment
of his colleagues who taught and supported
him throughout the doctorate, Nick has tried to
emulate this with his own support for research
students.
Nick is able to sense when I need critical
feedback and when I need a boost. This is a
rare quality that has kept me motivated and
shows he understands my thinking. He is
patient, motivational and reliable the best
type of supervisor I could wish for.
Outstanding Student Support Awards:
International Student Support Team, QESS
The team provides specialist services to ensure
all international students have the best possible
experience while studying at Sheffield Hallam.
Our international students receive a warm
welcome on arrival, and specialist advice and
support specific to their needs throughout the
year.
The team also organise an exciting range of
integration activities to help all students get the
most out of our international community. They
run regular fun events and projects so students
from different backgrounds can meet, develop
their cultural awareness and their knowledge of
the world.
Dr David Smith
Biochemistry
David has inspired me to do more work
outside my course and to be more
interested in science.
Dr Anne Hollows Professor Nick Hodge
Social work Autism
Anne is a fountain of knowledge, Nick is patient, motivational
and has often gone more than the and reliable the best type of
extra mile. supervisor I could wish for.

Colette Beecher International Tim Williams

Occupational therapy Student Support Marketing
Colette is energetic, fun, Ever since I arrived, they Tim is an amazing and enthusiastic
knowledgeable and a truly made me feel like I was in tutor. His help when I was finding a
fantastic teacher and person. my home country. placement was invaluable.

Neil Sissons Dr Nicola Palmer Dr Heidi Probst

Stage and screen Public sector management Radiotherapy
To have had the opportunity to work Nicola is an inspirational role Heidi is incredibly knowledgeable,
with such an engaging man has model, and I am very proud to and happy to spend time passing
been an incredible advantage. be her PhD student. that knowledge on.

Strategy 20152020 | 17
18
Expanding horizons
The value that we add to the futures of our
students will be recognised as the distinguishing
factor in the Sheffield Hallam experience.
We will raise aspirations to participate in higher
education and expand the horizons of our
students as they progress through their studies
and into their chosen careers. We will enable our
graduates to realise their full potential and to be
ready to make a positive contribution to a global
society and economy. This will be underpinned
by our strong national and global partnerships.
How we will deliver this
1 Raising aspirations and
supporting success
Our distinctive quality is that we motivate
and enable students from a wide variety of
backgrounds to achieve academically, to grow
in confidence and realise their potential. We
will raise the aspirations and awareness of
students to enter and return to higher education,
expand their horizons during their time with
us and support their continuing development
as graduates in their chosen careers. We will
develop mutually beneficial collaborations with
schools, colleges, other education partners, the
community and employers to create pathways
into the University and beyond into employment.
2 Opening up opportunities
We will expose our students to a wide
range of experiences which complement
and support their academic achievement and
equip them for successful futures. We will
provide opportunities for practical, professional
and enterprise skills, work-based learning,
placements and internships, projects, overseas
experiences, community involvement, sport
and culture. Students achievements in these
experiences will be recognised and celebrated.
Our academic programmes will reflect a global
society and will provide a broad international
and cultural experience that equips our
graduates for the global work environment. We
will make the most of diversity in our University
community so that different perspectives are
encouraged, valued and celebrated.
3
Partnerships
We will be influential in shaping the
professional workforces of the future
through our partnerships with business, the
professions and employers. We will extend our
global reach through international networks
and partnerships in teaching and research to
raise our profile and presence internationally.
The knowledge and expertise we access though
our partnerships will benefit and advance the
quality of our academic activities.
Strategy 20152020 | 19
 Case study: partnerships
Partnerships
for employment
W e forge deep and broad partnerships
with global organisations to enhance
our students' learning and maximise
employment opportunities. We offer one-to-
one careers advice and mentoring on every
course, and we have a dedicated Careers and
Employability Centre which supports students
so that they can get the most from their
University experience.
We maintain one of the strongest track records
on work placements of any university annually
we work with more than 3,500 businesses and
deliver more than 1,600 placement experiences
for students. Courses are co-designed with global
companies to meet their current and future
skills needs, and to provide our students with
up-to-the-minute experiences in the workplace
to enhance their employment prospects on
graduation.
You don't realise how inspiring a placement
is until you've done it. It turned me from a
student to a scientist. Jonathan, biosciences
alumnus
Tailored partnerships developing
skills for industry
Our work with sector bodies and global
organisations provides excellent examples of
how we combine academic experience with
industry expertise.
Our close links with organisations like Nestl,
Kier Group, Barratt Developments, Rolls-Royce,
Bombardier and JCB provide students with
opportunities to gain life-changing experiences
through new routes into higher education. In
return, these schemes provide our industry
partners with well-qualified graduates who
really understand their business.
20 | Strategy 20152020
Nestl Fast Start This programme is a unique
scheme that allows school-leavers to 'earn while
they learn' by placing them in a salaried training
role while they study. This is the first of its kind
in the food industry. At the end of the three-year
programme, successful participants will be
offered a job within the company.
We chose Sheffield Hallam as they really
understood the importance of employability
skills, ensuring that delegates are graduating
with great qualifications and also the key
skills required to be successful in business
Dame Fiona Kendrick, DBE, chairman and
CEO Nestl UK and Ireland
Kier Group We have worked with Kier to
design a bespoke programme to meet the skills
gaps in construction management.
The programme has proved to be highly
successful and respected within the Kier
group, with the individuals making a real
difference at work. Kay Rogan, foundation
degree manager, Kier.
Barratt Developments Our lecturers have
worked with Barratt Developments to create a
tailor-made programme. The Foundation Degree
in Residential Development and Construction
combines learning in the classroom with
practical applications in the working
environment.
Rolls-Royce The company worked with us to
design a two-year bespoke foundation course
for apprentices, as well as BEng courses to meet
their specialist skills needs. Bombardier and JCB
now use the same courses to enhance the skills
of their apprentices.
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Building on our
strengths in research
and innovation
Our research performance in our areas of
strength will achieve the highest international
standing. Through our research and innovation,
we will address important social and economic
challenges and make contributions that have
benefits in regional, national and international
spheres. We will be sought after by partners in
business, industry, the professions, government
and charities to create and transfer knowledge,
developing practical solutions and adding value
to their activities.
How we will deliver this
3 A culture of ambition and excellence
We will build our research profile by
supporting, developing and growing leading
researchers who thrive and advance their
careers at Sheffield Hallam. We will put in place
the frameworks to support the development of
researchers and their careers. We will support
staff to advance their academic standing and
reputation through research qualifications and
activities, innovation and the dissemination
of new knowledge. We will develop a strong
postgraduate research community that will
attract talented research students who are both

1
challenged and supported to succeed.
World-leading and internationally
excellent research
We will nurture our world-class research
performance in selected areas, building on our
current strengths and developing new areas
in which we will achieve a strong reputation.
4 Partnerships
We are a responsive university, highly
aware of our partners' and funders'
priorities and strategic objectives, producing new
developments in knowledge and capacity that
We will review our potential for research and contribute to their agendas. We will maintain
innovation to identify new opportunities and and further develop a wide range of relationships
grow new areas of strength. We will attract with
funding from a range of sources, including

mainstream funders such as the Research
partnerships and collaboration. We will invest in
Councils, the European Commission, the UK
our research so our reputation continues to grow.
government, the National Health Service,

2 Engagement
Our research has an orientation in which
new knowledge produces economic and
social impact. We will deliver engagement
activities that bring the benefits of our research
charities and local government

business-led innovation and market-driven
bodies, including the Technology Strategy
Board and individual firms
and innovation to our teaching, to our students other universities in the UK and
and to the wider community. We will strengthen internationally
the links between research and teaching,
thus contributing to a high-quality academic
environment and student experience.

Strategy 20152020 | 23
 Case study: research excellence
World-leading research
Research Excellence
Framework 2014
Our research programme was ranked in the top
five of all UK modern universities in the national
Research Excellence Framework (REF) 2014.
We moved up 25 places in the national research
league tables. 65% of the research we submitted
received the prestigious 4* and 3* rating.
Businesses and organisations choose Sheffield
Hallam as their academic partner because
we offer a mix of fundamental and applied
research which supports their growth, imparts
new knowledge and acts as an economic and
knowledge transfer catalyst.
Our REF 2014 submissions emphasise the impact
of our researchers' work.
Understanding employment in
Britain's seaside towns
Research by our Centre for Regional Economic
and Social Research (CRESR) has broken new
ground by finding different ways to collect and
understand the evidence on the people and work
available in coastal areas. This research has
dispelled myths about their decline, providing a
more subtle view of trends around the coast.
Heavyweight investment for
lightweight ceramics
Materials development research funded by the
Ministry of Defence was undertaken by our
Materials and Engineering Research Institute
(MERI).
This research has produced a new lightweight,
wear-resistant ceramic composite material,
suitable for a range of applications, including
body armour such as bullet-proof vests,
vehicle armour and kiln furniture used in the
manufacture of porcelain and other household
ceramics.
24 | Strategy 20152020
Improving maps for the
visually impaired
Our researchers and designers have worked
closely with users to develop an affordable
and easy-to-use tactile system. TacMap
enables visually impaired people to familiarise
themselves with how a building, floor or room
is laid out so that they can get around spaces
independently.
Helping to shape the future
of midwifery
By evaluating the effectiveness of midwife-led
care, Professor Hora Soltani, with colleagues
from four other universities, has helped to shape
policy improvements that promote access to
midwifery care for low-risk women.
They conducted an international collaborative
Cochrane review which showed explicit benefits
for midwife-led maternity care compared with
other types of care. The review was recognised
by the Department of Health and informs
guidelines on childbirth. Internationally, the
research has informed reviews of maternity
services in the USA and Brazil, and it has
influenced policy change in Australia.
Capturing live sporting events in 3D
Our Centre for Sports Engineering Research
(CSER) has developed new methods to allow
accurate, simple and low-cost 3D measurement.
These methods have been applied to measure
the performance of sports equipment and
competitors, both in training scenarios and at
actual sporting events. Technology developed for
the laboratory was then translated to new in-situ
systems that were simpler, more accurate and
less costly than previous methods.
This success led to the centre implementing
camera-based analysis systems within
numerous Olympic GB training facilities in
preparation for London 2012 and Rio 2016.
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Building our future
Our infrastructure
Our two campuses, individually and together,
exemplify how the University unites the
principles of social responsibility with the
practical demands of providing first-class
facilities for our staff, students and the local
community.
The main aim is to provide a high-quality,
sustainable infrastructure that supports the
development of academic activities. This
includes supporting changes in the delivery of
learning and teaching to enhance the student
and staff experience.
'The facilities are exceptional
because they allow us to simulate the
situations we could face in practice.'
Kat, nursing student
Future spaces
Over the past decade we have invested more
than 110 million our estate. Our current Future
Spaces strategy is investing a further 64 million
in projects including
the 30m Charles Street development
 be underpinned by being sustainable
right in the heart of the city which will provide
a home for the new Sheffield Institute of
Education from 2015
the 27m Heart of the Campus Building
 market.
at our Collegiate Campus which opened in
2014, housing our law, criminology, politics,
sociology and psychology courses
a new 6m home for our world-renowned
 commitment of our talented and inspirational
Materials and Engineering Research
Institute, including the revolutionary HIPIMS
materials coating centre which provides
industrial applications for aircraft turbines,
replacement hip joints and satellite cooling
systems
a 5.5m investment in the University

Sports Park which provides international-
standard pitches for our sports teams, a home
for student, club and community athletes, and
Olympic- standard performance monitoring
and analysis technology
Looking to the future
We are planning a 15m development that
will provide new engineering and chemistry
laboratories and a prestigious new home for the
Sheffield Institute of Arts.
The investment in our infrastructure alongside
our ambitions demonstrates our commitment to
and confidence in our future.
Our focus for the next five years remains centred
around our three ambitions

delivering an excellent educational experience
expanding horizons

building on our strengths in research and
innovation
 e recognise that our activities need to
W
academically, financially, socially and
environmentally so we can continue to flourish
in a competitive and globalised higher education
Our future is exciting and will provide
opportunities and challenges. We will deliver
our ambitions with the continuing support and
staff, students and partners.
Strategy 20152020 | 27
Sheffield Hallam University
City Campus
Howard Street, Sheffield S1 1WB
Phone 0114 225 5555
Email strategy@shu.ac.uk

shu.ac.uk/strategy