DRAFT

Origin: Deputy Vice-Chancellor

1. Background

The Strategic Review Working Group’s remit is to address the long-term development of the University; to engage in preliminary work in preparation for the production of the University’s next Strategic Plan; and to report on its work which will include the making of proposals and recommendations to Senate and Council. The Group has been meeting on a monthly basis to develop the recommendations included in the Report made to Council and Senate last July. A summary of progress on these recommendations is given below.

2. Progress Report

2.1 Virtual Research Schools

Using the proposed Research School in Health and Life Sciences as a model, a generic framework for the formation of virtual Research Schools has been developed. Issues considered include:

· terms of reference for the Research School

· the role of the Director and the development of a job description

· the links with academic departments

· the establishment of an Advisory Group

· likely resource requirements

· review processes

The initial proposals have been discussed in Directorates already and further consultation is currently taking place. The intention is to submit final proposals for the formation of a Research School in Health and Life Sciences and a Research School in Systems Engineering, via the Faculty Boards, to Senate in June. Working Groups,with the aim of developing Research Schools in Systems Engineering, Sustainability, and Materials, will also be established.

2.2 A University (Virtual) Graduate School

Initial proposals for the formation of a Graduate School in SSH were submitted to Senate and Council in July and the SSH Graduate School Steering Committee has been addressing the needs of a Graduate School on a Faculty basis. Much good work has been done. However, within the review being conducted by Strategic Review Working Group, it has been recommended (and accepted by both Senate and Council) that we should be pursuing a University-wide Graduate School. Accordingly, there is a need for the work of the Faculty Steering Committee to be distinguished from and aligned with the larger institutional requirement. The work of the Faculty Steering Committee will continue, but a separate Group has been established to develop the University-wide Graduate School framework. This will be chaired by the Chair of the SSH Steering Committee to ensure that the work of both Groups is sensibly aligned. Membership will be the ADs, PG(T)&(R), Registry representation, and at least one student representative from the Executive of the LSU.

Secretary’s Note: The President of the LSU will be the student representative.)

2.3 Strategic Development Fund and Income Streaming

Operations Sub-Committee (Budgetary Review) has recommended that the majority of income from top-up fees should be reserved in a strategic development fund and this has been accepted by Resources and Planning Committee. This was referred to Strategic Review Working Group for further consideration. The Group has identified a lengthy list of the likely demands on any additional fee and other income, including additional academic staff, and will keep this under review. Some financial modelling on the income streaming model has been undertaken but no changes in banding have been agreed at this stage.

2.4 Student Number Scenarios

The Group has reviewed full-time student number scenarios up to 2019/20. In view of the wide range of external influences, the uncertainties of government policy and the volatility of the international market, it is difficult to identify precise targets on a long timescale. However, a figure of 14,000-16,000 full-time students is considered realistic. UK/EU undergraduate numbers are expected to remain at current levels and growth in international and postgraduate student numbers is anticipated.

2.5 Formation of Schools

Proposals to merge Systems Engineering with Electronic and Electrical Engineering have been accepted by Senate and Council and the Group has agreed to consider opportunities for the formation of Schools as the appointments of Departmental Heads come to an end. However, it is accepted that disruption to departments should be avoided if it would have an adverse impact on preparations for the next RAE.

Author: Fidelma Hannah

Date: February 2005