Summary notes of the Executive Committee held on
3 December 2008
- Professional Service Reports
Accommodation and Hospitality Services
The Head of Accommodation and Hospitality Services outlined a review of activities undertaken in 2007/08, challenges for 2008/09 and plans/priorities for the future.
a) The continuing programme of refurbishment of campus residences had been completed on budget and almost all on time
b) Repayment of capital funding loans, together with substantially higher utility costs and escalating payroll costs, had increased the pressure to generate income via conference trade.
c)
This was creating a tension because of competing demands on use of GTA space during vacations. An operating principle had been established that accredited teaching outside normal semesters would be viewed as University teaching, whilst all other activity would be viewed as commercial, to be evaluated on commercial terms. This might need to be reviewed if on-campus CPD activity increased by a significant volume.
d)
Achieving a consistent level of quality management across the department was one of the key priorities for 2008/09. Further staff training would be important. Investors in People status had been attained in most areas in the department.
Bath Ventures
The Director of Bath Ventures outlined the strategy of his department, activities for 2007/08 assumed from RIS, and challenges ahead.
a)
In comparative terms and after taking into account large equity realisation, IP and consultancy income were in the top quartile of HEIs.
b)
An interim report on the new arrangements for consultancy would be submitted before Christmas.
c) IP income tended to fluctuate, although royalty payments were more stable. At least one further spin-out could be expected in the near future. Collaborations had other benefits though, such as PhD studentships and KTPs.
d) There was increasing pressure from the Government and research funders to demonstrate the economic and social impact of research. This would necessitate a change of outlook among University researchers.
e)
The knock-on effects of emerging economic recession and a more restrictive public research funding environment would make conditions more difficult.
f) Increasing the financial return of the University's IP portfolio would require maximisation of the resources available through internal and external collaboration and further encouragement of entrepreneurialism among staff and students.
g) Bath Ventures was a comparatively small operation, with pay and non-pay costs funded from external sources, principally HEIF4. This underscored the need to make the most of existing resources and collaborations. The focus would therefore be on research with the greatest IP potential.
Human Resources
The Director of Human Resources summarised activities undertaken in his department during 2007/08 and priorities for 2008/09.
a) The People Strategy had been completed and approved by the HEFCE following the Self-Assessment Exercise. This had enabled conditions to be lifted on use of the Rewarding and Developing Staff grant of £780K.
b) The new pay structure was implemented in March 2007, backdated to August 2006. It was acknowledged that pay modernisation had tended to increase payroll costs, especially in some departments, and that job evaluation had unsettled a number of staff.
c) The Staff Survey was conducted in October/November 2007. Areas highlighted for attention were being addressed, notably internal communications.
d)
Staff development had shifted its focus away from a menu of open access general sessions towards a programme more shaped by the needs of departments and specific career groups. Work had also taken place on new appraisal procedures for academic and support staff.
e)
The Westwood Nursery had a successful Ofsted inspection in January 2008.
f)
Council had approved a revised Health and Safety Policy and Action Plan following an external audit of the Safety, Health and Environment Unit.
g)
Priorities for 2008/09 emerged in large part from the People Strategy and included: completion of pay modernisation; improving the procedures for recruitment and selection and induction; increasing the functionality of the HR/payroll system; establishing a leadership programme for senior academics aiming for HoD or similar roles; and strengthening the Safety, Health and Environment Unit.
- Proposed Arts Complex
The University Architect gave a briefing on the design scheme for the proposed Interdisciplinary Arts Complex. This had been pared down from the original design submitted by MUMA in order to stay within the capital funding budget envelope. The main reduction in cost was to remove the need for an integral theatre by making the Arts Lecture Theatre available as part of the facility. The new lecture theatre to be included in the proposed East Building would compensate for reduction in GTA space. Given that construction of both the Arts Complex and East Building would substantially increase the amount of pedestrian traffic to the eastern end of the campus, the University's traffic consultants had been asked to consider ways of improving pedestrian access in the area.
- Proposed new Student Centre
The University Architect reported on a design scheme for a new student centre commissioned by the SU. The main elements of this were to remove a section of Norwood House in order to open up the Parade near 4 East and create a new SU entrance, and to install a deck to extend the Parade eastwards, with a new two-storey extension to existing SU facility on top. An additional gross area of approximately 1200 square meters would be provided for the SU, to be used as non-commercial social space, a resource centre and offices. Preliminary capital costs had been estimated at £6M, excluding VAT. The scheme would involve removal of most if not all of the squash courts and the music practice room.
- Draft Corporate Plan 2009/10 to 2013/14
The Director of Policy and Planning introduced the draft Corporate Plan. This sought to capture the discussion at the Vice-Chancellor's Retreat of the exacting external environment and consequent strategic issues, whilst 'shouting louder' about the University's achievements. The Vision statement was proposed to run until 2016, the University's 50th anniversary; a statement of Purpose would replace the Mission Statement; a statement would be added of the qualities valued within the University; and a series of long-term top-level Objectives included. These objectives would then be linked to more specific Objectives in the three supporting core strategies and action plans for Research, Teaching and Learning, Innovation and the 'enabling' strategies in HR, finance and estates etc. Benchmarking against similar HEIs was undertaken using data from the Ross Group Survey.
- Intake targets for 2009 entry
The Director of Policy and Planning outlined UG and PG intake targets. H/EU targets were to be taken as ceilings but OS targets as baselines, in order to reduce the need for contingency provision. It was assumed, however, that all departments would attempt to exceed the OS targets where good quality candidates were available and capacity allowed.
-
Update on CPD proposals
On the basis of the discussion at the last Committee meeting, the Director of Lifelong Learning outlined a pilot scheme that aimed to develop CPD provision from PGT programme units. Current CPD provision would be reviewed with a view to identifying areas of provision that could be consolidated under umbrella awards; employers and students would be consulted about areas of likely demand and desired modes of delivery; and the necessary practical and pedagogical arrangements then put in place to meet this demand. Provision would need to be multidisciplinary and cross-Faculty/School.
- Equality and Diversity Report 2008
The University Secretary introduced a new version of the Annual Report from the Equality and Diversity Committee to Senate and Council incorporating as appendices the Summary Impact Assessment Reports and Annual Reports from the three Equality Schemes. Highlights from this year included the 'Celebrating Diversity Month' and completion of Impact Assessments in six areas. Priorities for 2008/09 included consolidation of the Equality Schemes into one document, following on from the Equality Bill expected in the Queen's Speech; undertaking further Impact Assessments and monitoring implementation of recommendations arising thereof; and review of the process for submission of equality and diversity annual reports by departments.
- Freedom of Information Act Publication Scheme
The University Secretary introduced a revised version of the University's Publication Scheme, as required by the Freedom of Information Act with effect from January 2009. This was shorter than the existing Publication Scheme and followed a generic model set down by the Information Commissioner's Office. One amendment was proposed involving the removal of links to the Registers of Hospitality & Gifts. These were not routinely made available.
- Review of Students' Union Governance
The Committee received a note outlining actions to ensure that governance arrangements for the Students' Union were updated in light of the requirements of the 1994 Education Act and the Charities Act 2006. Full documentation was near to being finalised, and would be put to a referendum of the whole student body in February 2009, prior to consideration by Council.
-
Report to Council on Risk Management: December 2008
The Committee received a report on actions taken to address the following risks:
LT2 (Teaching methods fail to capitalise on new technologies or are insufficiently flexible): Following the adoption of Moodle as the virtual learning environment and other e-tools such as wikis and discussion boards, e-learning would be included as a topic in the new Postgraduate Certificate in Academic and Professional Practice.
KT1 (Failure to capitalise on intellectual property): Building on the portfolio developed over the last four years, the newly-formed Bath Ventures would be seeking to maximise return of the University's IP by undertaking a series of new initiatives: creation of a University Seed Fund; establishment of Low Carbon SW and Bath Entrepreneurs networks; and bidding for Carbon Trust Incubator, as part of the SETsquared Partnership.
- EPRSC Doctoral Training Centres bids
The Pro-Vice-Chancellor (Research) reported that indications were that three of the five DTC bids to the EPRSC in which the University was involved had been successful: £7M for sustainable chemical technologies (Chemistry/Chemical Engineering); £6M for digital media, special effects and animation (Computer Science, joint with Bournemouth); and for £5.2M for systems (Mechanical Engineering and Management, joint with Bristol). Funding would be used by each DTC to recruit around ten doctoral students per year.
- UKIERI Collaborative Program Delivery
The Pro-Vice-Chancellor (Research) also reported that Dr Momna Hejmadi had been awarded funding by UKIERI for the proposed collaborative MSc in Industrial Biotechnology with Enterprise programme with India HEIs.
- E-Government awards
The Director of Computing Services reported that, following the short-listing of the Bath, Drains and Web 2.0 application submitted by the University, the Cabinet Office had been in touch to suggest that they use the application as a case study independently of the competition. This had been agreed.
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