Summary notes of the Executive Committee held on 15 June 2005
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Identifying managerial talent and succession planning
The Pro-Vice-Chancellor (Learning and Teaching) said this paper was a first attempt to address what appeared to be the increasing difficulty in finding academic and administrative staff capable of assuming significant leadership and management positions in the University. As this problem might be attributed, in large part, to the lack of a strategy for identifying and developing such staff, the paper explored the possibility of establishing a systematic University development programme, aimed at preparing staff at a fairly early stage in their careers for responsibilities at a senior level. This could involve a portfolio of internal and external training, based on an assessment of individual needs, combined with mentoring and/or shadowing.
The Committee was supportive of this proposal, noting, however, that broader changes in institutional culture were likely to be required if any programme was to be successful.
Agreed: That the Pro-Vice-Chancellor (Learning and Teaching) would further develop the ideas contained in the paper, in consultation with the incoming Director of Human Resources.
University Research Committee business
The Pro-Vice-Chancellor (Research) said that the Code of Practice and the proposals for induction of new staff put before the Committee had been developed by the Research Staff Working Group. This had been established for the purpose of improving the job satisfaction and career management of research staff, seeking to address some of the issues revealed by the Online Survey of these staff conducted in 2003.
(a) A Code of Practice for the employment of research staff at the University of Bath
This Code of Practice was intended to be the first phase of a specification of rights and responsibilities in a number of areas affecting the staff concerned. Some departments already followed the kind of practices advocated and Heads of Department had been consulted about the feasibility and acceptability of the recommendations. The central recommendation was that each department should appoint a Research Staff Co-ordinator (or equivalent person), to take specific responsibility for implementation of the Code of Practice.
(b) Induction of new research staff
A similar specification of roles and responsibilities was put forward in respect of induction into the University, department and research group. The Research Manager for each individual member of staff had a crucial part to play in this process.
Agreed: That the Code of Practice and recommendations for induction could be approved. These would be promulgated by the Research Staff Working Group and the University Research Committee, working with Heads of Department and Deans/Acting Head of School.
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Review of the Resident Tutor Service
The Registrar said that these proposals sought to identify the responsibilities of key staff and to streamline the management structure. They were put forward following consultation with interested parties, notably Resident Tutors, and advice and comment by the Student Experience and Strategy Committee and the Monday Morning Management Group. The main recommendations were that the Resident Tutor Service should be incorporated within the Department of Accommodation and Hospitality Services and that a new Service Management Team should be formed, comprising the Senior Resident Tutors and the Student Accommodation Manager. Line management would be under the Head of Accommodation and Hospitality Services, with oversight being provided by the Student Experience and Strategy Committee. Complex welfare cases would continue to be the responsibility of Student Support Services, co-ordinated by the Head of Student Services. A series of transitional arrangements would enable the new structure to be refined as necessary. Finally, it was noted that, as currently presented, the proposals were budget neutral.
The Committee believed that, whilst the need to address issues of student welfare was an important consideration in the operation of the Resident Tutor Service, it was also important not to lose sight of the basic academic function. The Service should therefore seek to maintain and develop links with academic departments. Construction of additional halls of residence on the campus might offer a way of organizing welfare and social provision in the future.
Agreed: That approval could be given to the proposals, subject to measures being taken to preserve the academic function of the Resident Tutor Service.
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- Review of environmental policy and legislation impacting on the University estate
The Director of Estates believed that, in view of the commitment of the Government to take measures to improve the environment and the increasing level of activity in this area in the HE sector, it would be timely to assess the potential impact of environmental policy and legislation on the University estate. This was broadly defined to cover buildings maintenance and construction, energy supply, waste management and transportation.
A significant amount of work had already taken place, notably the Carbon Management Strategy produced in 2003 in conjunction with the Carbon Trust, and the incorporation of low energy principles in the design and construction of the STV and CPTMC. There was, however, a legacy problem with the very poor environmental performance of the original estate, built in the 1960s and 1970s, especially around the Parade. Refurbishment of these buildings to reduce carbon emissions would be a key challenge over the next few years. This underscored the importance of setting high environmental standards for new buildings, particularly the 4 West replacement project. There was also scope to improve the efficiency of the combined heat and power plants operated by the University, improve the procurement of electricity, and renew past publicity campaigns with the aim of moderating energy use across the campus. All action taken to improve environmental performance would seek to make use of grants available for the purpose, and would be mindful of the economic costs and benefits.
The Director of Computing Services commented that work was also underway to ensure that the procurement of IT equipment made provision for the proper disposal of this equipment.
The Committee noted the impact that further environmental policy and legislation was likely to have on the University, and endorsed the general approach outlined to improve the University's environmental performance. Committee members would send suggestions for action in other areas to the Director of Estates.
- Updated institutional documents
The Executive Assistant to the Vice-Chancellor introduced the various institutional documents that would need to be updated and/or approved and, where applicable, summarized the latest round of proposed amendments. All of the documents would be put to the July meeting of Council for final authorization.
• Corporate Planning Statement 2005
Submission of this Statement was a requirement imposed by the HEFCE. The format of the Statement had not changed since last year, so it was proposed to simply report on progress against those strategic priorities listed in 2004, and to update these priorities for the current academic year.
• Annual Monitoring Statement 2005
Submission of this Statement was also a requirement imposed by the HEFCE. The format had, however, been simplified to 'reporting by exception', focused on outcomes and the impact of funding streams. This accorded with the policy of the HEFCE to reduce the administrative burden on those HEIs which had adopted the CUC Governance Code of Practice.
• University Risk Register and Risk Management Plan and Annual Report on Risk Management
An Annual Report on Risk Management had been produced for the purpose of recording the management actions taken in 2004/05, and for assessing the impact of these actions on the perception of net risk in 32 key areas. Based on this report, and comments made at meetings of the Committee during the course of the year, an updated Risk Register and Risk Management Plan, to run from July 2005, was also presented.
• Corporate Plan, 2003/04 to 2005/06
A series of amendments and additions to the text were put forward, based on the discussions of the Committee at previous meetings, and of the Strategic Planning Group. It was noted that work would soon start on preparation of the next Corporate Plan, to run for the three-year cycle between 2006/07 to 2008/09.
The Committee discussed a number of substantive and minor amendments to the documents.
Agreed: That further amendments should be made to the documents where necessary, following clarification of a number of points outside the meeting.
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Quarterly report from the Department of Research and Innovation Services
The Director of Research and Innovation Services presented the quarterly report on his Department for the period February to April 2005. This comprised two elements: a report from the Director and detailed reports by service area. A third section, on the Small Business Hub, was presented by the Director of Lifelong Learning/Oakfield Campus.
The expansion of the Research and Innovation Development team, following appointments linked to Engineering and Physical Sciences and Life Sciences and Health, would increase the level of support offered to academic departments.
Activity of the Small Business Hub focused on providing support for the Women into Enterprise and Entrepreneurs South West projects.
The Committee noted the quarterly report. The Vice-Chancellor said that it was evident the Department of Research and Innovation Services was now having a significant impact.
Policy Statement on Applicants and Students with Criminal Convictions
The Registrar said that this Policy Statement was intended to formalize and publicize what was already existing practice.
Agreed: That the Registrar and Director of Lifelong Learning would confer on the applicability of the Policy Statement to students on community courses. Subject to clarification about this matter, and usage of the word "most" in the second paragraph, the Policy Statement could be approved for adoption as an Executive Policy.
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Policy Statement on Secure Storage, Handling, Use, Retention and Disposal of Disclosures and Disclosure Information
This Policy Statement followed guidance issued by the Criminal Records Bureau and was consistent with the University's records management policy.
Agreed: That the Policy Statement could be approved for adoption as an Executive Policy.
The following items were received without comment:
SAMIS: Recent projects and future directions
Notes of the Faculty of Science Executive: 26 April 2005
Notes of the Faculty of Engineering and Design Executive Committee: 12 April 2005
Notes of the Faculty of Humanities and Social Sciences Heads of Department Committee: 16 May 2005
Notes of the School for Health Executive: 26 April 2005
Notes of the Research Committee: 25 May 2005
Notes of the Health and Safety Committee: 19 April 2005
Notes of the 5WL1 Management Committee: 28 April 2005
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