- Science and Industry Council
The Vice-Chancellor reported that she had become a member of the South West Regional Science and Industry Council. Committee members were invited to draw to her attention any issues that might be put before the Council.
- Higher Level Skills Pathfinder Project
The Director of Lifelong Learning reported that the HEFCE had approved a business plan for a regional project designed to enhance employer engagement and work-based learning. This was in response to a call from the HEFCE for bids as part of their Higher Level Skills Pathfinder Project.
- HEFCE Institutional Review
The Committee received a briefing note explaining that the HEFCE Audit Service proposed to conduct a review of control systems within the University on 5-7 December 2006. This would be a routine review, following a five-yearly cycle (the last being in 2001), on the basis that the University was not perceived to be at risk. The focus would be on governance, audit controls and arrangements for strategic, financial and risk management. A series of interviews had been scheduled with the senior managers in the Vice-Chancellor's Office, Finance Office and the Office of the University Secretary. It was not expected that the review would impinge on other parts of the University.
- University Risk Register and Risk Management
The Executive Assistant to the Vice-Chancellor introduced a number of items related to risk management.
(a) Progress report on improvement actions - September 2006
LT4: Increase in student appeals and grievances
A range of measures had been taken to minimise the risk of disruption to student assessments and Boards of Examiners as a consequent of industrial action by the AUT/UCU. Guidance on how to deal with different possible scenarios had been provided to the Chairs of Boards of Examiners and students were advised to assume that all assessments would proceed as normal. In the event, the number of requests for academic review had not increased. It was not recommended, however, that the net risk associated with this area be reduced, given the general trend to more complex individual appeals and the length of time required to bring them to conclusion.
RE2: Weakness of central research support infrastructure
In view of the reputational and financial risk presented by the RAE 2008, the following measures had been taken to improve co-ordination of central databases for RAE and other purposes, and for the management of the RAE itself: the appointment of the Research and Information Manager, the establishment of a Data Working Group (with representation from Student Records, Finance, HR and BUCS) and the launch of the Personal Information Portal. On the basis of these measures, it was recommended that the net risk associated with this area be reduced.
It was noted that there had been some difficulties extracting information from PIP during the RAE dry-run. These would be resolved in time for the dress rehearsal scheduled for early 2007.
(b) Proposed amendment to the University Risk Register 2006
Discussion of the draft University Risk Register for 2006 at the June meeting of Council suggested that greater emphasis should be given to the risk to the University's reputation should it fail to forge appropriate international partnerships. In order to address this point, it was recommended that RP3 (Failure to lead, direct and co-ordinate international activities) should be expanded by adding the clause emboldened below:
• Insufficient management information to inform decisions
• Loss of overseas market share
• Failure to develop strategic international partnerships
(c) Draft Risk Management Strategy
The draft Risk Management Strategy aimed to set out the University's current risk management processes and describe the University's attitude to risk. This was largely a formalisation of existing arrangements, centred on the operation of the Annual Planning Cycle and extended to include procedures for ensuring business continuity.
With regard to attitude to risk, a distinction could be made between the risks associated with the development and implementation of projects, where a conservative stance was appropriate, and the development of strategy, for which higher, calculated risks might be acceptable. The Committee took the view that the University's attitude to strategic risk was average compared to the HE sector as a whole.
This took the format of 'reporting by exception', identifying where targets had not been met and where there was unspent monies from funding allocations. No exceptions would need to be reported, although it was noted that delayed expenditure on e-learning had now been committed and the section on race equality would need further work before submission.
5. Naming Policy: Ford-RCUK Fellowship 2007
In recognition of the matched funding of £125K secured from the Ford Motor Company in support of the RCUK Fellowship to be based in the Powertrain and Vehicle Research Centre, Professor Hawley had proposed that the Fellowship be named the Ford-RCUK Fellowship 2007. This proposal had been approved under chair's action by the ad hoc Development Group, which now recommended it to the Committee for final approval.
6.
Chairmanship of the Student Experience and Strategy Committee
The Pro-Vice-Chancellor (Learning and Teaching) said that since he had assumed responsibility for oversight of those parts of the Central Administration concerned with the student experience, it would be sensible to also assume the chairmanship of the Student Experience and Strategy Committee, in place of the Dean of the School of Management.
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