Summary notes of the Executive Committee held on 19 January 2005
- Strategic Investment
The Vice-Chancellor reported on a preliminary discussion
she had chaired of the Monday Morning Management Group, together with
the Deans and the Acting Head of the School for Health. This meeting
had concluded that the best approach for the new programme of strategic
investment would be as follows:
- All strategic investment should serve the priorities
established for the University as a result of the FASU work.
- Both academic and other activities of the University
would be considered in determining strategic investment priorities.
- The plan for investment should start from 2004/05 but
identify priority investments in the subsequent three years.
- Investment decisions being made in the annual planning
cycle should be catalogued as part of the overall portfolio of strategic
investment.
- Recurrent and non-recurrent investment portfolios would
need to be identified separately, along with their relative objectives
and sources of funding.
- Any imminent infrastructure needs, or opportunities
requiring significant investment, should be debated and prioritised.
In summary, a series of specific priorities for investment
should be developed that would enhance current areas of strength or
which would establish capacity in a small number of targeted areas of
innovation. The criteria to be used in evaluating proposals would be
visibility, return on investment and value for money. Deans, the Pro-Vice-Chancellors
and the Registrar had been asked to bring forward preliminary proposals
for areas of investment (with time scales) in academic and support service
departments by 25 January 2005. These would be considered in the context
of proposals emerging from the Annual Planning Cycle, and the deliberations
of the Strategic Planning Group. The Executive Committee would then
make the final choice of projects for strategic investment.
Agreed:
(i) That the approach outlined for consideration of projects for strategic
investment could be approved.
(ii) That the Deans should prioritise the projects emerging from their
departments according to the broader needs of their Faculties or Schools.
(iii) That smaller-scale projects with high potential returns, such
as buy-outs for sabbatical leave, should be progressed as soon as possible.
- University Research Studentships
The Pro-Vice-Chancellor (Research) reminded the Committee
that it had previously given its agreement in principle to the amalgamation
of all expenditure on University and departmental studentships into
a single University Research Studentship Fund, to be allocated on
the basis of research performance and strategic priorities. Refinement
of the proposal had now taken place following discussions between
the Director of Finance and staff in the Registry, and further consideration
by a small working group drawn from the University Research Committee.
The detailed framework now put forward was as follows:
- From the 2005/6 academic year, all expenditure
on studentships, University and departmental, should be amalgamated
and regarded as one fund, to be called the University Research Studentships
Fund.
- For 2005/06, the total amount in the University
Research Studentships Fund should be at least equal to total past expenditure
on University and departmental studentships.
- The allocation of the Fund should be split into
two parts: (i) a portion allocated on the basis of departmental QR income,
reflecting and rewarding performance in the 2001 RAE; and (ii) a judgement
of strategic interest, based on an interpretation of performance identified
in the RAE dry run.
- A representative group drawn from the University
Research Committee should be responsible for recommending allocation
of the strategic portion. The final allocation would then be decided
by the Executive Committee.
- Part of the Fund would be ring-fenced to provide
support for applicants awarded Overseas Research Studentships.
Graduate Teaching Assistantships would be excluded from the Fund, on
the assumption that they would continue to be covered separately in
Departmental Operating Budgets
- Moderation would be required in the early years
to ensure that commitments to departmental studentships already in the
pipeline could be met.
- Resources allocated from the University Research
Studentships Fund would be used only to provide support for PGR students,
and should not be vired for any other purpose. With this proviso, departments
should be encouraged to use Studentship funding in a flexible manner,
maximising potential benefits by, for instance, seeking external matching
funding and offering fees-only studentships.
Agreed:
(i) That the proposed framework for the new University Research Studentships
Fund could be approved.
(ii) That the budget of the Fund for 2005/06 should be increased to
allow for the positive rounding up of allocations.
(iii) That details of the Fund should be communicated to departments,
starting with a presentation at the next Heads of Department meeting.
- Dangoor Scholarships
The Pro-Vice-Chancellor (Learning and Teaching)
informed the Committee that Mr Naim Dangoor, an Iraqi Jewish businessman
who had taken up residence in the UK in the 1960s, had offered to
fund a scheme of 1000 scholarships, each of a value of £1000,
to Home students admitted to member institutions of the 1994 Group
during the 2005/06 academic year. Each university was expected to
receive between 60 and 80 scholarships.
In line with the request of the Dangoor family that the scholarships
be targeted at applicants from families with no history of HE participation,
the Monday Morning Management Group had taken the view that selection
for those scholarships allotted to the University should be made on
the basis of family history (defined to include sibling participation),
in a number of priority subject areas. Should this process fail to
identify a sufficient number of suitable candidates, a second sift
would be undertaken on the basis of financial need. It was proposed
that the priority areas, based on application to place ratios and/or
C-CF conversion rates (using 2003 data), should be as follows:
Chemical Engineering
Electronic and Electrical Engineering
Modern Languages
Social and Policy Sciences
IMML
Biology
Chemistry
Pharmacology
Physics
A simple mode of operational management was also proposed, in which
all 'live' applicants to programmes in the relevant subjects would
be emailed with an invitation to complete a downloadable application
form. This would contain a number of questions about family history
and ask for an indication of family income; responses to the latter
could be verified against LEA assessments, but information about family
history would have to be taken on trust.
The Director of Computing Services commented that
some further thought might be required on the IT and student-record
implications of the proposed mode of operation.
Agreed: That the method
of selection, list of priority subject areas and mode of operation
could be approved, with BUCS providing advice as necessary on operational
matters.
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- Content Management System for the University Website
The Directors of Marketing and Communications, and
of Computing Services, introduced a paper outlining a proposal for
a content management system for the University website. This followed
extensive discussions within the University, in which it had become
apparent that many staff felt the current website suffered from a
number of serious deficiencies as a marketing tool, and, more generally,
as one of the key mechanisms for building internal and external relationships.
Introduction of a content management system would help to address
this by defining ownership of web pages, particularly the division
of responsibilities between data owners in departments, web editors
in Marketing and Communications and data infrastructure management
in BUCS; and by setting guidelines for publication, thereby reducing
duplication of content, enhancing consistency of presentation, and
ensuring better adherence to common standards, such as for accessibility.
Information had been obtained on the functionality,
cost and other characteristics of a number of commercial and open-source
content management systems. Initial purchase costs of a commercial
platform had been estimated to be in the range of £50k-£150K,
to which licensing and implementation costs would have to be added.
The Committee believed that the critique of the University's current
website was persuasive, and, accordingly, that there was a strong
case to introduce a content management system of the kind outlined.
It was felt, however, that consideration should be given to drawing
up a specification for a system so as to cover academic as well as
non-academic material. The Committee also had a preference for an
open-source solution.
Agreed: That in-principle
approval could be given to the introduction of a content management
system, subject to the development of a suitable specific proposal,
to include robust estimates of full operational costs.
- Security on the Claverton Down Campus
The Deputy Vice-Chancellor said that the spate of break-ins
to University buildings over the last year, with six in November and
December alone, raised a number of important issues: the ease of access
to the campus; the extent on restrictions on access to 'core' buildings
outside normal working hours; and the need for increased protection
of staff and property. The Security Manager was discussing what short-term
measures could be taken to improve security with a specialist consultancy.
These would be reported once agreed. It might, however, prove necessary
to consider more comprehensive solutions for the longer-term, such
as a computerized access system based on the library card, even though
this approach was likely to be expensive.
In the meantime, all departments were encouraged
to be more vigilant about the security of the buildings they occupied
and their property. Committee members were asked to note that the
vehicular barriers installed in Quarry Road would be activated with
immediate effect between 20.30 and 06.00 hours, in order to restrict
'drive-through' access to the campus.
- Final Report on the 1 South Fire
The Dean of the Faculty of Science said the Department
of Chemistry had considered and accepted the final report on the fire
in the 1 South building. The Head of Department, in conjunction with
the Departmental Safety Officer and staff from the Estates Department
and the Safety, Health and Environment Unit, had followed up the series
of recommendations for further action and the general comments contained
in the report. The Dean was satisfied that the matter had been taken
very seriously.
The Vice-Chancellor noted that the final report
would be presented to Council.
- University Risk Register
The Committee received a note on
the actions taken by the Department of Human Resources, and the Department
of Marketing and Communications, in respect of the following risks:
HR1: Failure to secure 'buy-in' from staff for strategic/financial
plans
Action: Enhance planning and management skills at all levels (HR/Staff
Development)
F3: Inadequate financial strategy and management
Action: Develop business planning skills in central support services
and academic departments (Staff Development)
HR2: Failure to deal effectively with poor performance
Action: Develop institutional strategy for handling poor performance
(HR) and provide training/development for line managers (Staff Development)
SP2: Failure to identify and capitalize on strategic
alliances (insufficient endowed chairs, sponsored facilities, sources
of matched funding)
Action: Enhance the central support for development/fund-raising activities
and provide guidance to departments on how to approach potential sponsors
(Marketing and Communications)
The Committee took the view that a more structured
approach was required to address poor staff performance.
Agreed: That the Director
of Finance and Registrar would consult about how such an approach
might be devised, liaising with the Department of Human Resources.
- 40th Anniversity Celebrations
The Director of Marketing and Communications outlined
some of his preliminary thoughts on the 40th anniversary of the award
of the University's Charter, which would fall in 2006. He had been asked
to form a small, informal working group to plan celebrations. Comments
and ideas from Committee members would be welcome. The Librarian tabled
a list of events of 1966 prepared by the University Archivist.
- Senda Project Management Team: Proposal for change of name
Agreed: That the name of SENDA
Project Management Team should be changed to the SENDA Steering Group.
- The following items were received without comment:
Notes of the School for Health Executive
Notes of the Faculty of Science Executive: 7 December
2004
Notes of the Health and Safety Committee: 9 November
2004
Date of next meeting: Wednesday 16 February 2005
The Vice-Chancellor closed the meeting by offering
her sincerest thanks to the Director of IT for the wide-ranging contribution
he had made to the work of the Executive Committee during her time as
chairman, and previously.
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