ORGANISATION AND GOVERNANCE
Our priorities are to:
Achieve the highest standards of governance that are fit for purpose for the University.
We plan to retain the present size and structure of Council, while continuing to monitor its effectiveness and that of related committee structures. We will undertake a review of the size and composition of Senate in order to ensure fitness for purpose. We will actively seek opportunities for improvement in our governance arrangements, adapting where necessary to changes in the internal and external operating environment. We will continue to ensure a representative, informed and engaged governing body, and an effective University Court.
Ensure that decision-making is well-informed and timely, delegating and empowering our leaders wherever appropriate and fostering an efficient but participative institution.
We will ensure that our decision-making processes work across the University in a transparent, consultative and collaborative way and with appropriate delegation and empowerment. We will promote open, informed and constructive debate in Council, Senate and all our committees and consult widely wherever possible with our staff, students and other stakeholders.
Monitor the effectiveness of the University’s new senior management structure, and ensure adequate succession planning for future leadership changes.
The Vice-Chancellor will continue to be the overall strategic leader and chief executive of the University, supported by the Deputy Vice-Chancellor as head of academic operations, the Registrar as head of corporate and support services and the senior team of Pro Vice-Chancellors, Deans and Division Heads. We will ensure that appropriate planning and arrangements are in place to enable seamless changes in these key leadership roles and other leadership roles across the University, as and when required.
Ensure that effective risk management is embedded in all our processes and activities.
We will continue to produce an annual Risk Strategy and to update our Risk Register on an annual basis, in consultation with Council and senior managers and in accordance with our Risk Policy. We will ensure that opportunities to advance the University are not missed, that adverse risks with high impact are appropriately mitigated, and that identified risks and opportunities appropriately inform our strategic planning and resource allocation processes.
Ensure open and effective internal and external processes for communication to staff, students, other key stakeholders and the wider public.
In addition to pursuing the objectives outlined with regard to the Engaged University, we will continue to improve the University web through the introduction of new content, features and tools and the further development of online news and information services. We will also enhance our internal communications around key projects, especially those relating to organisational change and the University’s major capital investments.
Our progress and achievements against these priorities will be measured through:
- Outcomes of Council, Senate and committee effectiveness reviews (to be undertaken on at least a biennial basis).
- The Positive Working Environment (PWE) staff survey planned for 2010/11 and other feedback from University staff.
- Feedback from Support Services Review and academic Departmental Review processes.
- Monitoring of our risk profile through our Risk Strategy.