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This document is available electronically or in alternative formats on request.

TO: ALL MEMBERS OF COURT A meeting of the University Court constituted under the University of the West of Scotland (Scotland) Order of Council 2015 will be held on Monday 5th February 2018 at 2:15pm in Room Duncan 1, Easterbrook Hall, Dumfries. Donna McMillan Secretary to Court

AGENDA Apologies for Absence

Declaration of Interest

1. 1.1

Minutes Minutes of meeting held on 13th November 2017

Approval

Document Attached

2. 2.1 2.2

Matters Arising Min Ref 2.1 – Santander Loan Min Ref 4.2 – Appointment of Deputy Principal

Information Homologation

Oral Report Paper 2.2

3. Determination of Any Other Business

4.

Chair’s Business

Information Oral Report

5. 5.1

Students’ Association SAUWS Highlight Report

Discussion

Paper 5.1

6. Lanarkshire Campus Development Presentation from Professor Paul Martin CBE, Depute Principal

Discussion Oral Report

7. Dumfries Campus Initiatives

Discussion Paper 7

8. 8.1

Corporate Strategy 2017/2020 KPI Performance Report

Discussion

Paper 8.1

9. 9.1

Scottish Code of Good HE Governance (2017) Report from meeting of Governance Working Group held on 18th January 2018

Information

Paper 9.1

10. Appraisal of Chair of Court

Approval Oral Report

11. Appointment of University Chancellor This report is exempt from disclosure under Section 38 of the Freedom of Information (Scotland) Act 2002

Approval Paper 11

12. 12.1 12.2

Report from Sub Committees Report from Meeting of Policy & Resources Committee held on 23rd January 2018 Report from meeting of Audit & Risk Committee held on 24th January 2018

Information Approval

Paper 12.1 Paper 12.2

12.3

Report from meeting of Remuneration Committee held on 26th January 2018

Information Paper 12.3

13. 13.1

Senate Report from Meeting of Senate held on 17th January 2018

Information

Paper 13.1

14. Principal & Vice-Chancellor’s Highlight Report This report is exempt from disclosure under Section 33 of the Freedom of Information (Scotland) Act 2002

Information Paper 14

15. Dates of Meetings – 2018/2019

Information Paper 15

16. Any Other Business

Date of Next Meeting: Thursday 27th April 2018, 4pm – Hamilton Campus

Paisley, 13th November 2017 being the 49th meeting of the Court of the University of the West of Scotland Present: Dr W Hatton (Chair) Ms H Armstrong Ms L Barjonas Ms M Curran Mr C Devlin Mr R J Dinning Ms M Gibson OBE Mr A Gordon Mr H Henry Mr D Johnston Mr A Munro Professor C MacDonald Professor C Mahoney Professor P Martin CBE Ms A McKechin Ms T O’Donnell Mr K Quinlan Ms E Shotter Dr K Sloman Mr W Smith Dr J Thompson In attendance: Ms D McMillan Mr T Gabriele Mrs A Loudon Ms Y Brady Mr M Ross (items 9 and 10 only) Professor E Mesbahi (item 11 only) There were no apologies for absence. Apologies for late arrival were received from Dr J Thompson. The following members of staff were in attendance as observers: Ms L Gallasso Employee Relations & Performance Adviser, People & OD Ms Y Claes Personal Assistant to Principal & Vice-Chancellor Welcome to New Members The Chair welcomed Mr A Munro, Mr K Quinlan and Ms E Shotter to their first meeting following their appointment to membership of Court. In addition, the Chair welcomed Ms Y Brady to the meeting. Ms Brady was participating in a shadowing/mentoring opportunity through a Scottish Government sponsored initiative designed for individuals, particularly women, to develop board experience. As agreed by Court, Ms Brady would attend as an observer at meetings of Court and PRC this academic session. Declaration of Interest No declarations of interest were notified.

1. Minutes

The Minutes of the meeting held on 22nd June 2017 were approved as a correct record, proposed by Ms H Armstrong and seconded by Ms A McKechin.

2. Matters Arising 2.1 Min Ref 6.2 – Outline of Financing Proposals : Santander

The Chief Finance Officer reminded members that at the last meeting Court had agreed to support access to a revolving credit facility offered by Santander Bank. However, due to circumstances with the bank, it has not yet been possible to conclude arrangements. Revised heads of terms were now progressing through the bank’s internal processes and it was anticipated that a final recommendation would be brought forward shortly. Court agreed to the continuation of the delegated authority granted to the Chief Finance Officer to negotiate a final settlement and to the Chair of Court to approve any significant changes, subject to notification to Court in due course.

2.2 Min Ref 6.4 – SAUWS Block Grant

Noting that, following discussion and agreement with SAUWS, responsibility for sports activity had transferred to the University, Court homologated approval of the 2017/2018 SAUWS Block Grant which had been adjusted to £604k with £115k moved back to the University to support student sport along with SAUWS.

3. Determination of Any Other Business

No additional items of business were notified.

4. Chair’s Business 4.1 Chair’s Statement

The Chair appraised Court of various internal and external events and activities she had participated in since the last meeting of Court together with a brief resume of current government initiatives affecting the Higher Education sector. The Vice Chair of Court appraised Court of a CUC event she had attend on behalf of the Chair at which Vice-Chancellor’s pay, trends in recruitment and the consultation on Regulatory Framework for HE in England had been key themes.

4.2 Process for the Appointment of the Deputy Principal

Court confirmed that it was content with the process for the appointment of the Deputy Principal noting that these had been endorsed by the Remuneration Committee and agreed with the Chair of Court. Noting the recommendation from the Remuneration Committee, Court agreed to grant delegated authority to the Chair of Court to take forward the appointment of the successful candidate on behalf of Court.

The Principal & Vice-Chancellor briefed members on the diverse pool of applications received for the post which had drawn worldwide interest.

5. Students’ Association 5.1 SAUWS Highlight Report

Court noted with interest the report which highlighted some recent activities at the Students’ Association. The President of SAUWS drew members’ attention in particular to the positive Freshers events held during the first week of the 2017/2018 academic session. Court noted that the CEO of SAUWS had left the organisation and that staff and sabbatical officers were working closely to ensure the continued operation of the Association pending the recruitment of a new CEO.

6. Finance 6.1 Financial Statements for the year ended 31st July 2017

The Chief Finance Officer made a presentation to Court on the Financial Statements for the year ended 31st July 2017. Court agreed that, whilst the University’s financial position was stable, it was imperative that efforts to drive income were intensified to ensure achievement of the objectives of the Corporate Strategy and mitigate against external factors over which the University had limited control but which impacted on the finances of the institution. Court approved the Financial Statements for year ended 31st July 2017.

7. Paisley Campus Vision The Principal reminded members of the workshop held on 11th September where one high level concept vision of what a Campus in Paisley may look like in the future was presented. Court agreed in principle that further consideration should be given to the future redevelopment of the Paisley Campus and that an interim paper to inform an options appraisal process should be progressed for consideration by Court at an appropriate time.

8. UWS Lanarkshire Campus

The Depute Principal spoke to the report which detailed key activities and milestones with the Lanarkshire project since the last meeting of Court. Court was pleased to note that the “Street” area was virtually complete and the project remained on track and on budget. Progress with the development of the Travel/Transport Strategy was noted. A broad spread of staff and students had participated in the Travel Survey and the formal report was awaited. Initiatives being explored to embed transport sustainability into the Campus included car cycle paths, cycle storage, car share scheme and electric charge points.

In response to a question, the Depute Principal confirmed that the University did not forecast a drop in recruitment as a consequence of the transfer between locations, noting that the programmes offered at the Campus were amongst the most attractive in the University’s portfolio. Further programmes would transition over time and detailed marketing campaigns would be undertaken as appropriate. The remainder of the report was noted for information.

9. Corporate Strategy 2017/2020

9.1 KPI Performance Report The Director of Strategic Planning & Development spoke to the report which detailed performance data and commentary on the University’s progress in achieving the KPIs in the refreshed Corporate Strategy. Members welcomed the progress being made. Some enhancements to the presentation of the report highlighted during discussion would be taken forward for future reports. The remainder of the report was noted for information.

10. Outcome Agreement Self Evaluation Report The Director of Strategic Planning & Development spoke to the draft SFC Outcome Agreement Self-Evaluation Report which set out progress during 2016/2017 across a number of areas and confirmed that UWS was meeting its Outcome Agreement commitments. The Depute Principal highlighted that the University’s Outcome Agreement with the Funding Council was informed by the ambitions in the Corporate Strategy and demonstrated synergy between the University and SFC priorities. Court approved the Outcome Agreement Self Evaluation Report for onward submission to the Funding Council.

11. Annual Report of Institution-Led Review of Quality in AY 2016/2017

Subject to minor amendment, Court approved the Annual Report of Institution-Led Review of Quality for onward submission to the Funding Council.

12. Revised Scottish Code of Good HE Governance

Court noted for information the revised Scottish Code of Good HE Governance, noting that a short life working group would be established to take forward amendments required in the light of the revised Code and the HE Governance (Scotland) Act 2016.

13. Management of Media Relations

The Secretary to Court spoke to the report which provided information for members of Court on the arrangements for media relations across the University, together with advice on how to handle any initial media related issues and/or obtain further support should they be contacted for comment.

After a wide ranging and diverse discussion, Court agreed that the PR landscape was dynamic and challenging and it was essential for Court members to be briefed on relevant national stories and be sensitive to the external and political environment. Court welcomed the robust approach set out in the paper and the proposed enhancements including provision of proactive horizon scanning and timeous briefings to Court on issues affecting the HE sector and/or the University. The remainder of the report was noted for information.

14. General Data Protection Regulation

Court noted for information the report which summarised activity at the University to ensure compliance with the General Data Protection Regulation which will come into force in May 2018.

15. Modern Slavery Transparency Statement

The Secretary to Court reminded members that the University’s Modern Slavery Transparency Statement, first published in February 2017 was subject to annual review and drew members’ attention to the revised Modern Slavery Statement which demonstrated the University’s commitment to human rights and its ethical approach to relationships. Court approved the revised Modern Slavery Transport Statement and agreed that it provided an appropriate baseline which would be developed and strengthened over time.

16. Reports from Sub-Committees 16.1 Report from Meeting of Remuneration Committee held on 13th September 2017

Court noted for information the report from the meeting of the Remuneration Committee held on 13th September 2017. The Chair of the Committee confirmed for the information of Court that the membership of the Remuneration Committee comprised of lay members of Court only, with the Principal & Vice-Chancellor, Secretary to Court and Director of People & OD in attendance. The Chair of the Committee reminded members that a 1.7% uplift had been implemented across the organisation as part of the national pay award.

16.2 Report from Meeting of the Governance & Nominations Committee held on 26th September 2017 The Chair of Court spoke to the report from the meeting of the Governance & Nominations Committee held on 26th September 2017. Court approved the proposed remit and membership of the short life Governance Working Group being established in the light of the revised Scottish Code of Good HE Governance and the HE Governance (Scotland) Act 2016.

The Role Description for a member of Court which had been developed following a review of sector practice and in line with the descriptions of the Chair and Vice Chair of Court was noted. Court noted that the skills matrix would be extended to include all members of Court to enable a more holistic understanding of the skills and attributes of the total Court membership to inform future recruitment campaigns. Court approved the recommendation for the Reappointment of Professor C MacDonald and Ms M Gibson OBE to membership of Court for a further 3 year period with effect from January 2018. Court noted that the period of appointment of Ms A Gifford as Senate representative on Court has been extended for one year, thus ensuring continuity of membership while the requirements of the Act and the revised Code were progressed. Court homologated approval of the appointment of Mr A Munro to membership of the Audit & Risk Committee and approved the appointment of Ms Margaret Gibson OBE as Vice Chair of Policy & Resources Committee. Members welcomed the revised induction arrangements which had been augmented to include four initial briefing sessions, noting that all members of Court were warmly invited to attend these sessions. The Chair reminded members that the University was required by the Scottish Code and the SFC requirements for the financial statements to maintain and publish an analysis of attendance at meetings of Court and its sub Committees. This had also been extended to include all members of Court and was published on the University’s website. The remainder of the report was noted for information.

16.3 Report from meeting of Health, Safety & Sustainability Committee held on 3rd October 2017

Court noted for information the report from the meeting of the Health, Safety & Sustainability held on 3rd October and endorsed the Annual Report to Court which provided a summary of the work of the Committee for the 2016/2017 financial year.

16.4 Report from meeting of Policy & Resources Committee held on 9th October 2017 The report from the meeting of Policy & Resources Committee held on 9th October 2017 was noted for information.

16.5 Report from meeting of Audit & Risk Committee held on 17th October 2017

Court noted for information the report from the meeting of the Audit & Risk Committee held on 17th October and approved the Annual Report to Court which summarised the work of the Committee for the 2016/2017 financial year.

16.6 Process for Appraisal of Chair of Court

Court endorsed the process for the forthcoming annual appraisal of the Chair of Court.

17. Senate 17.1 Report from meeting of Senate held on 2nd October 2017

The report from the meeting of Senate held on 2nd October 2017 was noted for information.

18. Principal and Vice-Chancellor’s Highlight Report

Court noted for information the Principal & Vice-Chancellor’s Highlight Report.

There being no further business, the Chair declared the meeting closed.

UC/050218/Paper 2.2 This document is available in alternative formats on request.

To: Court Appointment of Deputy Principal & Deputy Vice-Chancellor

Specific decisions or action required (include a succinct statement of decisions or actions required)

Court is asked to homologate approval by Chair’s action of the Deputy Principal & Deputy Vice-Chancellor.

Purpose & Context of Paper (only detail particular points to highlight)

At its last meeting, Court agreed to grant delegated authority to the Chair to confirm the appointment of a new Deputy Principal & Deputy Vice-Chancellor.

Consultation to Date (who has commented on paper)

Appointment Panel

Further Consultation Planned (who has still to comment on paper)

N/A

Communication Plan (how will this decision/action be communicated across the University)

N/A

Equality Impact Assessment (EIA is required of policies, procedures and decisions which relate to the functions of the university.)

Is an Equality Impact Assessment Required? NO This report does not affect policy or decision making

Consideration of Impact (Positive & Negative) to other Areas, eg • Business Risk • Corporate Social

Responsibility • Health & Safety • Sustainability

N/A

Impact on UWS KPIs (KPI number and brief detail of impact)

N/A

Resource Implications (cost/time etc)

N/A

10

Freedom of Information (Scotland) Act 2002 Exemptions

Can this paper be included in open business? YES

If no, please indicate which exemption would apply, whether the information is fully or partially exempt and the timescale for this.

For detailed guidance on FoI exemptions, please refer to FoI Guidance note

Exemption Fully Exempt

Partially Exempt *

Timescale

Section 27 – the information is intended for future publication

Section 30 – Disclosure would substantially prejudice the effective conduct of public affairs

Section 33 – Disclosure would substantially prejudice the commercial interests of any person or organisation

Section 36 – Disclosure would constitute a breach of confidence actionable in court

Section 38 – the information is Personal Data

Other, within terms of FoI legislation (please give further details)

*Authors should indicate which sections/paragraphs may be covered by the exemption.

Author : Alison Loudon, Assistant Secretary to Court

Date : 29th January 2018

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APPOINTMENT OF DEPUTY PRINCIPAL & DEPUTY VICE-CHANCELLOR Members are reminded that at the last meeting, Court endorsed the proposed process and agreed to grant delegated authority to the Chair of Court to take forward the appointment of a new Deputy Principal and Deputy Vice-Chancellor. Formal interviews were held on Tuesday 12th December 2018 following which the Chair of Court took Chair’s Action and approved the recommendation that Professor Steve Olivier be appointed Deputy Principal and Deputy Vice-Chancellor. Professor Olivier, who is currently Deputy Vice-Chancellor (Academic) at Abertay University, will join UWS in May 2018. Court is asked to homologate approval of Chair’s action. Alison Loudon Assistant Secretary to Court 29th January 2018

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UC/050218/Paper 5.1

This document is available in alternative formats on request.

To: All Members of Court SAUWS Highlight Report


This paper is for noting


This report is a highlight update of the activities of SAUWS. It contains information about our various activities


SAUWS Sabbatical Officers SAUWS Membership and Engagement Manager



Is an Equality Impact Assessment Required? NO If Yes, please attach to report If Not, why not? Not Applicable



N/A


N/A


N/A

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Can this paper be included in open business? YES If no, please indicate which exemption would apply, whether the information is fully or partially exempt and the timescale for this. For detailed guidance on FoI exemptions, please refer to FoI Guidance note


Partially Exempt *

Timescale







*Authors should indicate which sections/paragraphs may be covered by the exemption. Author Heather Armstrong. President Date 29th January 2018

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SAUWS President Highlight Report

Introduction This report is to provide colleagues in the University Court with an update on the highlights of Students’ Association activities to date. Casework From Monday 29th October 2017 to Friday 26th January 2018, the casework service supported 106 students. The vast majority of the cases seen by the Caseworkers dealt with academic matters (appeals & extenuating circumstances). In addition, the service has provided £2,665 in hardship payments between Monday 30th October 2017 and Friday 26th January 2018. SAUWS is providing the funds to continue this service and we have reviewed the criteria for giving out the fund making it more difficult to access for students. SAUWS are seeking funding from other sources internal and external to the University to support this work. Re-Freshers 2018 SAUWS worked closely with UWS Student Engagement Team to provide refreshers/welcome back during the first week of term. The main aims of the events were to encourage new and returning students to consider joining or starting their own club or society and to consider volunteering. Campaigns The Sabbatical Officers are on track to achieve their manifesto pledges and are working closely with students to develop areas of work. The main area of work for the VP Education has been in working with SPARQS in evaluating the diversity of Student Reps, once results are available this can be reported. In addition, the VP Societies and Citizenship is working with Societies to develop a training and development programme for Societies to aid handover of each group. Big Elections 2018 SAUWS are pleased to announce that the main elections for the organisation have opened and as with previous years we are participating in the Big Elections along with other Students’ Unions in the West of Scotland. The announcement of the results will also take place at Glasgow Caledonian University Students Union on Friday 9th March. All relevant information and dates are available at the SAUWS website. Student Reps, Societies & Volunteering

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Student reps have continued to work with SAUWS and teaching staff to enhance the education received and improve the overall student experience. To date there are 354 Student reps registered on the SAUWS database across all schools and campuses. SAUWS has continued to encourage students to volunteer in the Sustainability Hub and have worked closely with partners via the Hub to provide external volunteering opportunities. Due to the success of our volunteering offering we are now exploring ‘micro’ volunteering as new area of work to support our citizenship activity and encourage students to ‘give something back’ to the community. Team UWS SAUWS can now report that Team UWS is now fully assimilated into UWS Student Life directorate and we are currently working on developing an effective partnership with the department. Governance SAUWS are pleased to announce that Antony Blackshaw has agreed to take up the role of Interim CEO for SAUWS and will be working with SAUWS 2.5 days per week. Antony joins us from Blackshaw Management Consulting Ltd where has worked with a number of Students' Associations in similar and other roles. Lanarkshire Development SAUWS has continued to work closely with colleagues in UWS to ensure students get a great new Union and space to learn and play. SAUWS are currently working on finalising our service proposition and completing a business plan to ensure effective working partnership with UWS. Heather Armstrong President February 2018

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UC/050218/Paper 7


To: Court Dumfries Campus Initiatives Specific decisions or action required (include a succinct statement of decisions or actions required)

Court is asked to note this summary of UWS in Dumfries


This paper sets out some of the operating arrangements for the Dumfries Campus and details work that is proposed for the University’s presence in the locality.



The proposed options appraisal will be subject to broad consultation



Is an Equality Impact Assessment Required? No If Yes, please attach to report If Not, why not?




Student success


17


Can this paper be included in open business? YES subject to redactions related to commercially sensitive rents. If no, please indicate which exemption would apply, whether the information is fully or partially exempt and the timescale for this. For detailed guidance on FoI exemptions, please refer to FoI Guidance note


Partially Exempt *

Timescale




x




Author: Susan Mitchell Date: 29 January 2018

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University of the West of Scotland on the Crichton Campus (UWS Dumfries)

Background

The regional context of Dumfries & Galloway in terms of demographics, economy, and skills base provides distinctive challenges for development and delivery higher education within the region. Rurality is a key characteristic. With a landmass of 6,426km2 it is the third largest LA in Scotland but has a population density of 23/km2 - compared with the Scottish average of 68/km2.

By 2037 the population is projected to decline by 5.3% compared to 2015. The population of Scotland is projected to grow by 8.8% over the same period. 14.5% of the population are aged 16-29 years (Scottish average is 18.2%) while 31.5% are aged 60 and over (Scottish average 24.2%). There has been significant growth (+21%) in the over 64 age group and the working age population is forecast to fall by 23% over the next 20 years, compared to 4% Scotland), the largest proportionate decline of any region in Scotland.

The business base is dominated by the agriculture, forestry and fishing sector, which accounted for 28% of all businesses in 2014. The retail, accommodation, food services and professional, scientific & technical sectors all make up a smaller proportion of the business base than nationally. The profile of businesses by size is similar to Scotland, where 83% of registered businesses in Dumfries and Galloway are micro firms employing fewer than 10 people. Around 2% employ more than 50. In 2014, there were 15 businesses in Dumfries and Galloway employing more than 250. The self-employment rate is significantly higher than national average.

The proportion of school leavers in Dumfries and Galloway entering Higher Education in 2014‐15 was 37% of all school leavers. Thirty per cent entered Further Education and 22% entered employment. The proportion unemployed (seeking or otherwise) was 6% in 2014‐15, in line with the Scottish average. In 2007‐08, this was around 15%.

Of those aged 16‐64 years in Dumfries and Galloway, 13% have no qualifications, higher than the Scotland rate of 9%. Just over one in ten have lower level qualifications – broadly in line with the 10% in Scotland and 12% in the UK. In contrast, almost three in ten (30%) have high level qualifications (at SCQF 7‐12), below the 41% in Scotland and 36% in the UK – reflecting the lower level of those in professional occupations.

UWS in Dumfries

UWS has been active in Dumfries since the mid-nineties, with its first students locating on the current campus in 1999. The Campus location and adjacent area hosts a number of institutions – University of the West of Scotland; SRUC; University of Glasgow; the Open University; and Dumfries and Galloway College. The focus of the University’s portfolio in Dumfries has grown and currently focuses on Nursing; Business; Computing; Social Work; and Education.

The University attracts around 500 students per year to its Dumfries Campus – 160 of those places have funding specifically tied to the Dumfries Campus location, whilst other places are funded within the University’s overall funding settlement with the SFC. UWS is the largest University (based on student head-count) on the campus.

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Notwithstanding the University’s success in recruiting students each year, recruitment within the region is challenging, with a limited market of school leavers and adult returners. As in other locations, the University works closely with the College to facilitate articulation of HN qualified students to UWS degree programmes. Discussions are underway with the College on extending the current arrangements, specifically in Business and in Computing.

UWS employs 55 colleagues on the campus – 27 in academic roles and 28 in professional service roles and operates out of two buildings on the Campus, in addition to the library within the College. The economic impact of the University’s operations in Dumfries and Galloway are estimated to be at least £13.5m GVA, with 129 jobs supported across the region.

UWS manages a range of shared services on behalf of the institutions on the Campus, including: the library (located in the College building); IT support; certain student services; and certain facilities management services. The Scottish Funding Council provides funding in support of shared services – over recent years this has remained flat at £529,000 per annum. In the period ending July 2016 the University’s financial records show that UWS had allocated some £955,606 on the provision of joint infrastructure services. This spending related to staff and operational expenditure on Library, Facilities Management, Student Services and ITDS. Negotiations are underway with key partners with a view to resolving this financial challenge.

In 2006/7 University of Glasgow intimated that it intended to withdraw from Dumfries – a decision that was subsequently reversed in light of strong local and national political pressure. However their near-withdrawal led to the development of the Crichton University Campus: Proposed Academic Strategy, facilitated by the Funding Council. The academic partners established a Joint Management Group (JMG), overseeing facilities and curricular planning, which agreed a revised version of the academic strategy in 2008.

Funded places and infrastructure support from SFC associated with the strategy started in 2008-09 – with UWS now receiving funding for 160 places and a contribution towards delivery of shared services, as noted above.

The Joint Management Group has now been replaced by the Crichton Campus Leadership Group, which has administrative support funded through the SFC. That Group includes membership from the academic partners; the Crichton Trust; The Crichton Foundation; Dumfries and Galloway Council; NHS Dumfries and Galloway; Scottish Enterprise; and Skills Development Scotland. A new South of Scotland Economic Partnership is being established by the Scottish Government, with £10m of associated funding. This may provide enhanced opportunities for UWS’ future development in the region.

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UWS delivery

In 2016/17 UWS had 559 students enrolled on its Dumfries Campus across the following programmes:

BSc Adult Nursing 145 Health CPD programmes (Ug and Pg) 100

Business 64 Social Work 47 BSc Mental Health Nursing 43 Lifelong Learning 41 Education 32 Childhood Studies 26 Computing Science 24 Professional Health Studies 17 Information Technology 8 BSc Health Studies 8 Childhood Practice 3 Media Culture and Society Research 1

In 2016/17, 30 students articulated from Dumfries and Galloway College to the University of the West of Scotland with advanced standing – a further 30 students entered the University’s Dumfries Campus on the basis of HND/ HNC qualifications.

UWS continues to be one of Scotland’s leading universities in attracting students from SIMD 20 / 40 neighbourhoods. In 2016/17 the proportion of Scottish resident students from SIMD 20 and 40 neighbourhoods on our Dumfries Campus were:

SIMD 20 (FTE) 10.7% SIMD 40 (FTE) 34.2%

The percentage of students on the Campus returning to study following the year of entry is 89.1%. In the 2017 National Student Survey Dumfries Campus students gave the University and overall satisfaction rating 0f 83.3%, slightly higher than the overall University rating of 82.9%.

2015/16 DLHE data shows that 98.6% of graduates from the Dumfries Campus were in employment or further study 6 months after graduating, an improvement of 1.3% on the preceding year. The overall UWS figure is 93.8%.

Outcome agreement

Given the high profile political intervention to “save the campus” in 2007, there is a high degree of political sensitivity around the Dumfries Campus. One of the ways in which this sensitivity manifests itself is in the requirement for the institutions located on and adjacent to the Campus to deliver a “Crichton Campus Outcome Agreement” in addition to the core University Outcome Agreement.

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For UWS, the contribution to the Crichton Campus Outcome Agreement takes the form of extracted text from the Court approved Outcome Agreement; with data provided at a granular local level. The Campus makes a contribution to a number of the starred measures that UWS is required to report on through the Outcome Agreement process, specifically: Widening access – learning that is accessible and diverse, attracting and providing more equal opportunities for people of all ages, and from all communities and backgrounds. High quality learning and teaching – an outstanding system of learning that is accessible and diverse where students progress successfully with the ability, ideas and ambition to make a difference

Under these measures the campus not only contributes to UWS nationally leading performance in recruiting students from SIMD 20 and SIMD 40 areas, but plays a valuable role in overcoming rural exclusion. The University’s Dumfries Campus also plays a key role in meeting regional workforce needs – notably in Nursing, but also in teacher education and in Social Work.

Given the local demography, and relatively poor regional travel infrastructure, recruitment to meet Outcome Agreement measures specific to the Dumfries location remain a challenge, however it is hoped that establishment of the new Economic Partnership will provide welcome stimulus across the region.

Estate

UWS leases two buildings: Dudgeon House and Browne House. We recently concluded negotiations with Crichton Trust to put in place new leases with a 5-year term that commenced on 25 June 2017. Crucially, to provide flexibility for UWS decision-making, we negotiated very favourable tenant break options at each anniversary of taking up the new leases, upon giving no less than 6 months’ notice. UWS retains the fully repairing responsibility.

Dudgeon House rent is £66,897 per annum plus VAT, with no rent reviews. Browne House rent is £56,102 per annum, with no VAT, and no rent reviews.

Dilapidations - accrued liabilities for both buildings are currently being assessed. The intention is to agree and carry out urgent repair items (comprising largely external works) during 2018 and to agree with Crichton Trust that residual items from the schedules of dilapidation served following lease expiry in February 2016 (comprising largely internal works) be withdrawn. A future liability on UWS remains for eventual new schedules of dilapidation that will result from expiry of the current leases.

Both Browne and Dudgeon Houses were built in 1906 for the purposes of an asylum. These facilities are far removed from the expectations of staff and students of contemporary higher education buildings. The contrast is thrown into sharp relief when comparisons of the UWS buildings on the Crichton campus are drawn with the new Lanarkshire campus.

The heavy masonry construction of Browne and Dudgeon Houses constrains options to modernise the spaces contained within the rather austere aesthetics of the

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architecture. Both buildings have category listings, which constrain scope to alter the external appearance of the buildings.

Given these severe constraints, any options considered by the University to invest in ‘modernising’ the existing facilities need to be carefully weighed against other options that would result in much more contemporary and effective teaching and learning facilities.

Estate Opportunities

The University is currently considering the following options:

• Stay in current buildings without improvement • Stay in current buildings and ‘refurbish’ – any refurbishment will be largely

restricted to redecoration and investment in technology due to the constraints of the buildings

• Condense UWS activities into one of the existing buildings which is refurbished – subject to the feasibility of this being confirmed in terms of capacity planning

• Different building on Crichton Campus - adapt/refurbish – the Solway Building may be of interest, though the investment required will be considerable

• The Old Laundry building on the Crichton Campus has been informally suggested as a possible site for a new building by Crichton Trust - it has no architectural merit or listing and there should be no objection to it being demolished to provide a site for a new purpose made building.

• Build an addition to the College or new build on clear site, possibly in collaboration with SRUC depending on the outcome of their ongoing considerations around rationalizing their widely dispersed property stock in the SW of Scotland.

• Dumfries Town Centre – lease/purchase • A blend of options

Conclusion

UWS is a key contributor to the tertiary education environment in Dumfries and Galloway. The University contributes to the economic sustainability of the Region in its contribution as a Higher Education Institution, in workforce development and as a significant employer. The University’s contribution to the provision of Nursing, Education, Early Years and Social Work workforces, as well as the broader skill-base, helps to protect current economic activity and opportunities for economic growth.

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UC/050218/Paper 8.1


To: Court NAME OF PAPER: KPI PERFORMANCE REPORT


Court is asked to acknowledge progress towards delivery of the University’s Key Performance Indicators and questions are welcomed on all aspects of this work, including areas where further progress is required to achieve target.


This paper includes the latest performance data and commentary on the University’s progress in achieving the KPIs in the refreshed Corporate Strategy. In response to Court members’ requests, this report includes: A summary of key points A Red-Amber-Green assessment of each KPI’s

progress


Schools; Student Life; Research, Enterprise and Graduate School; International Centre; People and Organisational Development


None


All KPIs are reported on a corporate dashboard which is available to all staff.


Is an Equality Impact Assessment Required? NO If Yes, please attach to report If Not, why not? No equality groups adversely affected.



Successful delivery of the refreshed Corporate Strategy – and the priority areas of Student Success, Research and Enterprise, and Global Engagement – depends on achieving the revised KPI targets.


This and future papers are progress reports on the KPIs.

24


None




Partially Exempt *

Timescale







*Authors should indicate which sections/paragraphs may be covered by the exemption. Authors: Phil Grigor, Head of Strategic Planning, Marcus Ross, Director of Strategic Planning and Development Date 29 January 2018

25

Progress update on corporate KPIs Key points

Annual data for the various Student Success indicators – satisfaction, progression and graduate destinations – will be published later in 2018. Building on activity over previous years, Schools and Departments are now setting out their 18/19 actions aimed at improving performance in each of these areas through the operational planning process. The Vice-Chancellor’s Executive Group will meet with each School and Department in March 2018 to review their Operational Plans, including initiatives aimed at improving student success, to ensure these plans are sufficiently ambitious to improve performance and achieve the KPIs.

While there have been significant increases in the number of applications from non-EU students in 2017/18, and offers generated, this has not been matched by a similar increase in enrolments to UWS’ campuses in Scotland. While further recruitment is planned for Trimester 2 (and, to a lesser extent, Trimester 3), the University is unlikely to recruit its target number of Scottish campus-based non-EU students in 2017/18, whilst London Campus performance remains strong. This will have financial implications for the University. Schools have recently agreed their non-EU recruitment targets for 2018/19, and have developed specific international recruitment plans that set out how they will work collaboratively with relevant departments (such as International Centre and Marketing) to deliver these target numbers.

Preparations for the Research Excellence Framework (REF) 2020/21 are well under way. The University has made a number of changes since the previous REF (2014), including the submission of all staff with a significant responsibility for research, and additional measures to support interdisciplinary research. The University has so far identified more than 50 potential case studies in various stages of preparation (UWS returned 19 case studies for the 2014 REF).

Introduction

This paper includes progress updates on the KPIs in the refreshed Corporate Strategy 2017/20. The paper also includes commentary on initiatives and plans across the university to improve performance. Appendix 1 shows when data for each KPI are available during the year. The data in this paper are available on corporate KPI dashboard (currently being redeveloped) which has been updated to reflect the revised indicators. The dashboard gives the latest available information for all nine KPIs. Where available, the redeveloped dashboard will include corresponding data for previous years and School-level information. Where appropriate, it will also include supporting measures to help monitor progress towards achieving the KPIs.

26

https://dashboard.uws.ac.uk/QvAJAXZfc/opendoc.htm?document=Dashboards%2FCorporate%20KPI%20.qvw&host=QVS%40csvqlikviewprod

The indicators for the three priority areas have the following Red-Amber-Green status:

Green = on or above interim target

Amber = up to 0.5 per cent below interim target

Red = over 0.5 per cent below interim target

Student Success

1 % of full-time first degree students projected to receive an award (or formally transfer)

Aim: 90% by AY 19/20 G

2 % of students entering professional / managerial employment or further study Aim: 85% by AY 19/20 G

3 % of students expressing ‘overall satisfaction’ in the National Student Survey (NSS) and Postgraduate Taught Experience Survey (PTES)

Aim: 95% in both by AY 19/20 R*

Research and Enterprise 4 Improved performance in the 2020/21 Research Excellence Framework

Aim: Increase the number and quality of outputs and impact cases, increasing research and enterprise applications to deliver £11 million of research income per annum by 2020

A

5 Enterprise and commercialisation activities Aim: Establish a combined total of 50 industrial partnerships, start-ups and spin-off businesses by 2020

G

6 Research Environment Aim: Increase the number of research students by 10% each year with 100% postgraduate research students complying with institutionally devised full and part-time PhD registration periods

G*

Global Engagement

7 % non-EU students enrolled at our UK campuses Aim: 20% of total student population by end AY 19/20 R

8 % undergraduate and taught postgraduate students having an international experience

Aim: 80% uptake by end AY 19/20 (from 100% offer) G**

9 % staff engaging in activities with an international perspective Aim: 80% by end AY 19/20 G***

* Note that NSS questions changed in 2017 and the sector as a whole saw a drop in overall satisfaction, with UWS being one of 13 Scottish HEIs that saw a decrease. ** Headcount PGR students

*** Assuming all undergraduate and taught postgraduate programmes contain an international element.

**** Based on available 2016/17 data.

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https://www.heacademy.ac.uk/institutions/surveys/postgraduate-taught-experience-survey

KPI update Student success KPI 1: % of students projected to receive an award1

Aim: 90% by AY 2019/20

1. The most recent data published by HESA (March 2017) showed that UWS slightly improved its completion rate in 2015/16 from 81.8 per cent to 82.2 per cent. This was above the University’s interim target of 77.8 per cent, and continued the University’s progress following an increase of over 10 percentage points in 2014/15. HESA will publish the next annual completion data (2016/17 results) in March 2018.

2. The University has modelled the latest available data - 2017/18 Trimester 1 student retention – to give an early indication of performance against the KPI measure. These figures indicate that the percentage of full-time UK first-degree entrants to UWS continuing to the next year of study or receiving an award within the year continues to increase.2 These figures are for Scottish campuses only, to allow a direct comparison to previous years’ data. Further modelling of London campus data is ongoing.

3. The Strategic Planning Team has assessed a range of student analytics – including

gender, age, School, level of entry, age, SIMD20/40 and articulation – to identify factors that correlate to low retention rates. The team has discussed initial results with a range of stakeholders across the University to help deliver a targeted and coordinated approach to improving student retentions and progression.

4. There are a number of initiatives across the University aimed at improving student engagement and progression. For example, the Library aims to develop a student-led service to deliver highly relevant service provision and an exceptional student experience. This is being taken forward through a number of initiatives including setting up a Student Panel for each campus library who will act as an advisory board for Library development.

1 Or transfer to another institution. 2 These figures do not include the University’s 200 Additional Funded Place (AFP) students. If these students are included, the continuation rates fall to 83.3 per cent in 2014/15, 79.5 per cent in 2015/16, 83.0 per cent in 2016/17, and 83.9 per cent in 2017/18. UWS is currently discussing this issue with HESA to highlight the shortcomings of including AFP students in this continuation metric.

81.685.5 86.4 87.6 88.4

50.0

55.0

60.0

65.0

70.0

75.0

80.0

85.0

90.0

2013/14 2014/15 2015/16 2016/17 2017/18

% st

uden

ts

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5. The School of Business and Enterprise’s new undergraduate programmes have been designed to offer maximum flexibility thereby allowing students more ways of completing a programme. Less core modules will mean that there are additional opportunities for succeed or transfer to other programmes where a core module has not been passed. The School’s Individual Learning Record process is ongoing and gaining speed, and three events have been arranged between March and June 2018.

6. The Schools of Education, Engineering and Computing, and Science and Sport have successfully co-validated two ‘STEM with education’ degrees for recruitment in September 2017 to assist with retention in Chemistry and Physics subjects and improve recruitment for PGDE in those areas. There are also plans to develop a Mathematics with Education programme. All three programmes will recruit from T1 in 2018/19, following a dedicated marketing drive.

KPI 2: % of students entering professional employment or further study

Aim: 85% by AY 19/20

7. The latest data from the HESA Destination of Leavers from Higher Education (DLHE) survey – published in July 2017 – showed that 78.8 per cent of 2015/16 UWS graduates were in professional employment or further study six months after graduating. This was 1.7 percentage points higher than last year, 3.6 percentage points above the University’s interim annual target towards the 85 per cent target by 2019/20, and continued the University’s improving performance in recent years.

8. To further improve graduate destinations, the University’s Careers and Skills team and

Employer Engagement team operate in close partnership to provide an innovative and dynamic structure engaging with academic programmes, employers and students. The previous KPI progress report (November 2017) included a wide range of Careers and Skills team initiatives for 2017/18. The significant development of the Careers and Skills online portal has seen a 7 per cent increase in overall users and 37 per cent increase in portal activities between September 2017 and January 2018 compared to the corresponding period in the previous academic year. The redeveloped portal includes an

65.4

71.174.5

77.1 78.8

40.045.050.055.060.065.070.075.080.085.0

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

% o

f stu

dent

s

Percentage of students entering professional employment or further study

Target Actual (July 2017)

29

innovative new vacancies facility and a new suite of academic skills resources, aligning “academic” with “personal and professional” skills towards a graduate talent approach.

9. Further recent team activities include: - Increased liaison with SAUWS, including links with student societies leading to

joint Careers/SAUWS society employability events - Ongoing service development based on student feedback, including

implementation of drop-in sessions at the Hub, the addition of new resources to the Careers and Skills online portal, and the development of academic skills provision at London campus.

- Managing the current DLHE collection for leavers in summer 2017, working in collaboration with academic Schools and Business Intelligence. Data will be available in April 2018.

10. The Employer Engagement Team within Enterprise Services has enhanced the University’s engagement with businesses seeking to recruit talent, engage with students and provide insight into skills and knowledge needed within industry. The Team has established and developed partnerships across Research, Enterprise, Careers and Skills, Schools and relevant external stakeholders. The Team has introduced a number of systems over the past year to enhance employer engagement at UWS and promote student employability.

School initiatives

11. The School of Business and Enterprise continues to work closely with the Careers and Employability Service Team to explore ways of developing the graduate destinations. The new structure of the undergraduate programme with greater flexibility will support a range of placement opportunities ranging from 20 to 60 credit options. The School recently held an inaugural Industry Advisory Board to discuss and develop Business programmes and modules to ensure programmes and activities are informed by best practice and aligned with the interests and needs of the student body. The Board is committed to using expertise, influence and experience to further the strategic aims of the School and aims to increase student opportunities and increase engagement with businesses and provide advice relating to business and commercial opportunities and developments.

12. The School of Engineering and Computing has been awarded the contract to deliver a second cycle of Graduate Level Apprenticeships for a range of programmes: BSc (Hons) IT Software Development, BEng (Hons) Engineering Design Manufacturing, and BEng (Hons) Civil Engineering Level 10 (planned for 2018/19 launch, subject to validation). The School is working in partnership with a range of employers to deliver the programmes, including Arnold Clark, Leidos, UWS and Guala Closures, with each employer having an apprentice on each programme.

30

KPI 3: % of students expressing ‘overall satisfaction’ in the NSS and PTES

Aim: 95% in both by AY 19/20

13. The National Student Survey 2018 commenced at the end of January, with results due to be published in August 2018. A comprehensive and centrally co-ordinated engagement campaign is in place to maximise participation in the survey.

14. Each school has an NSS action plan that builds on the feedback of the previous year’s survey and identifies specific actions to be taken in light of that feedback. Deans of School and other senior academic colleagues have been meeting student groups to ensure a clear line of sight to improvements that have been made in response to the previous year’s survey feedback.

15. As advised in previous reports, the 2017 National Student Survey results were published in August 2017. UWS’ overall satisfaction of 82.9 per cent was 4.2 percentage points lower than in 2016 (87.1 per cent). Whilst still meeting the externally set HESA benchmark, this reversed the university’s improvement in recent years, and all NSS action plans are aimed at addressing that and re-establishing the positive trajectory.

16. Student Life has also completed delivery of the iGraduate survey, which will replace the PTES survey. The target completion rate was 25 per cent of all UWS students (with the exception of the NSS cohort) and the final completion rate was 37.7 per cent with nearly 4,000 students surveyed. Analysis of this survey is underway and will provide meaningful data to improve service delivery in a number of areas including: induction and welcome, student support, library and information technology.

17. Schools and Departments are currently setting out future actions aimed at further improving student satisfaction in their 2018/19 Operational Plans. Drawing on feedback from previous surveys, schools have identified specific issues, programmes and student groups that require improvement. The Vice-Chancellor’s Executive Group will meet with each School and Department in March 2018 to review their Operational Plans, including approaches aimed at improving student satisfaction.

Research and Enterprise KPI 4: Improved performance in the 2020/21 REF

Aim: Increase the number and quality of outputs and impact cases, increasing research and enterprise applications to deliver £11 million of research income per annum by 2020

Number and quality of outputs

18. The nature of outputs differs across the six Schools and we are currently maintaining the average number of outputs at 1.2 per FTE member of academic staff per calendar year, which is in line with international comparators3. While we are striving to increase the number of outputs, the key focus is on quality to achieve a greater proportion of 3*/4* quality outputs that count for REF2021 submission. This includes: (1) increasing the

3 Rørstad, K., & Aksnes, D. W. (2015). Publication rate expressed by age, gender and academic position–A large-scale analysis of Norwegian academic staff. Journal of Informetrics, 9(2), 317-333.

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number of outputs that receive external quality-related awards, (2) improving visibility and external recognition through an increased number of citations and downloads, (3) increasing the number of interdisciplinary outputs and (4) ensuring that outputs are linked with already submitted and developing impact cases.

Table 1: Outputs per School per calendar year

School 2014 2015 2016 2017+ Total Business and Enterprise 92 98 70 101 361 Education 58 70 40 55 223 Engineering and Computing 189 206 167 189 751 Health, Nursing and Midwifery 116 124 158 144 542 Media, Culture and Society 182 171 170 144 667 Science and Sport 109 157 139 116 521

* From 1 January 2017 to date. Number and quality of outputs 19. As reported before, we have so far identified more than 50 potential case studies in

various stages of preparation (UWS returned 19 case studies in the last REF). Applications 20. Increasing the number and value of applications is imperative to increase the number of

awards. The applications in the table below include Research & Enterprise applications. The average value of applications currently stands at £104K and our aim is to increase the number of large-scale applications across all Schools to maintain the average value above £100K.

Table 2: Average value of applications (i.e. total UWS amount divided by the number of submitted applications)

Financial year 2013/14 2014/15 2015/16 2016/17 2017/18 Average value of applications £63,628 £56,501 £71,765 £101,073 £103,948

21. UWS is focusing on world-class quality institutional submissions for funding of research hubs (e.g. Leverhulme Trust, Global Challenges Research Fund, European Commission Innovative Training Networks, etc.). We are expecting to submit in excess of £30 million worth of applications in 2017/18.

Table 3: R&E applications per School (number and value; August to December 2017)

School Count Sum of UWS amount

Business and Enterprise 17 £1,063,227

Education 14 £299,595

Engineering and Computing 20 £4,072,623

Health, Nursing and Midwifery 17 £3,060,838

Media, Culture and Society 25 £1,271,447

Science and Sport 28 £2,810,023

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Total 121 £12,577,753 Awards 22. In the first five months of financial year (from August 2017 to December 2017),

colleagues have won 43 awards with an average value of £49K. We are aiming to achieve an average value of £100K by 2019/20. Considering that the average value of applications is on average over the past 5 financial years was 1.966 greater than the average value of awards, we are aiming to achieve an average value of applications of about £200K by 2019/20.

Table 4: Average value of awards (i.e. total UWS amount divided by the number of won awards).

Financial year 2013/14 2014/15 2015/16 2016/17 2017/18

Average value of awards £43,024 £27,030 £25,366 £57,967 £49,063 Table 5: R&E awards per School (number and value; August to December 2017).

School Count Sum of UWS amount

Business and Enterprise 6 £81,351

Education 1 £675

Engineering and Computing 8 £1,252,902

Health, Nursing and Midwifery 11 £239,472

Media, Culture and Society 10 £369,070

Science and Sport 7 £90,111

Total 43 £2,033,581 School initiatives

23. Ten staff from the School of Business and Enterprise recently participated in the Grant Accelerator programme. Staff have submitted a number of small bids this year which have met with some success and the School expects that each member of staff from the Crucible and Accelerator programmes will submit bids in the next quarter. The School has carried out a mock REF exercise and six impact case studies have been progressed to draft progress stage.

KPI 5: Enterprise

Aim: Establish a combined total of 50 industrial partnerships, start-ups and spin-off businesses by 2020

24. In October 2017, UWS had 30 active Industry Partnerships – two fewer than in June, but still on target to meet the 2020 KPI. These included18 Strategic Partnership Agreements, 7 Knowledge Transfer Partnerships, 4 start-up companies/licences and 1 Innovation Centre Contract.

33

25. In December 2017, UWS had 29 active Industry Partnerships, one fewer than October still on target to meet the 2020 KPI. These included 20 Strategic Partnership Agreements, 4 active Knowledge Transfer Partnerships, 4 start-up companies/licences and 1 Innovation Centre Contract.

26. Both of UWS’ spin-out companies which are due to form in June 2018 were finalists in the prestigious Converge Challenge competition and are currently working to attract additional funding. Since November, the University has agreed a heads of terms with Novosound, one of the spin out companies due to form this year. We are now moving to establish a full licence agreement so that they can go to market for commercial investment. The other spin out, Spectralsense, has had to redraft their business plan based on an adjustment to the technical capabilities of the invention and will be using that to establish a heads of terms with UWS early in the year.

27. There is one further spin-out company in the pipeline for early 2019, from the Institute of Thin Film, Sensors and Imaging.

28. Since June, UWS has been awarded four additional Graduate Level Apprenticeship frameworks from Skills Development Scotland. This will be a catalyst for further industry engagement and partnership which aims to recruit companies and students to:

- Engineering: D&M – continuing from 2017 - IT Software – continuing from 2017 - Civil Engineering Level 10 – new for 2018 - Business Management – new for 2018.

29. In the period August to December 2017: - Enterprise applications totalled £2.9 million - Enterprise awards totalled £0.2 million.

30. In 2017/18, there will be a significant focus on growing the number of Knowledge Transfer Partnerships at UWS. To help achieve this, the University has recruited its first dedicated KTP Manager. Two applications have been submitted since October 2017 with a value of £460,000. If approved, this will bring the KTP portfolio award value to £1.2 million.

31. UWS has been awarded funds from SFC for a new sector-wide role which will coordinate the University Innovation Fund collaborations among HEIs and report progress to SFC and the Scottish Government. This will enhance UWS’ enterprise profile within the HE sector.

School initiatives

32. The School of Business and Enterprise’s recently established Industry Advisory Board aims to increase engagement with businesses and provide advice relating to business and commercial opportunities and developments.

33. The School of Science and Sport is focusing on KTP development supported by the recently appointed KTP manager. One submission (the highest value submitted by UWS to date) made the December 2017 deadline and four live prospects are at various stages of discussion.

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KPI 6: Research Environment

Aim: To increase the number of research students by 10% each year with 100% postgraduate research students complying with institutionally devised full- and part-time PhD registration periods

Research Environment

34. Without taking into account extenuating circumstances, we have so far achieved 90 per cent compliance with full- and part-time PhD registration periods. In-year interventions, strengthening and streamlining the 6-month and annual monitoring events and reports will result in further improvements. The figures in Table 6 include Doctor of Business Administration (DBA) and Professional Doctorate students who are engaged in research.

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Table 6: Compliance with full- and part-time PhD registration periods

School Students On Time

FT PT FT + PT FT PT FT +

PT % FT % PT % FT + PT

Business and Enterprise 453 20 473 442 16 458 97 80 96

Education 28 31 59 27 28 55 96 90 93

Engineering and Computing 102 23 125 88 18 106 86 78 84

Health, Nursing and Midwifery 22 30 52 16 26 42 72 86 80

Media, Culture and Society 44 17 61 31 10 41 70 58 67

Science and Sport 72 19 91 60 15 75 83 78 82

TOTAL 721 140 861 664 113 777 92 80 90

35. In terms of recruitment, we will work with Schools and particularly the team at our London campus to increase the number of PhD students in line with the target to achieve 10 per cent annual growth. We will work with UWS Academy to introduce an extended programme of training for supervisors, assessors, VIVA Chairs and examiners, allowing schools to increase supervisory capacity.

Table 7: Annual Recruitment (accepted offers) at 1 January 2018.

School Total Business and Enterprise 20 Education 7 Engineering and Computing 33 Health, Nursing and Midwifery 11 Media, Culture and Society 18 Science and Sport 28 Total 118

Research Excellence Framework (REF) 2020/21 preparations

36. Schools started preparations in 2015/16 academic year and the institutional preparations are now well under way. The Schools are now undergoing internal peer-review of potentially REF-able outputs and with more than 50 potential impact cases, the University is on a path to significantly improve on the REF2014 results. In the absence of firm guidance for REF2021, we have designed our preparations around the requirements for REF2014.

37. The School of Business and Enterprise will deliver monthly Research and Enterprise Seminars that will focus upon REF, Enterprise and external engagement activity. These workshops will be led by senior staff within the School and will also involve external speakers working in partnership with central services including Research Services, Enterprise Services and the Graduate School. A research mentoring scheme has also been set up to enable focused management of research active staff.

38. Several cross-School Research and Enterprise initiatives are under way, including the Graduate Level Apprenticeship Scheme, DFID African Research and a scoping study on

36

a risk and reliance centre with the School of Media, Culture and Society. The School have identified 10 research impact cases studies.

39. Key changes since REF 2014 for REF 2021 announced so far include: - Submission of all staff with a significant responsibility for research. - Transitional approach to non-portability of outputs - Decoupling of staff from outputs - Additional measures to support interdisciplinary research - Broadening and deepening definitions of impact. - Open access requirements - More structured environmental statement with additional sections - Changes to weightings.

Global Engagement KPI 7: % non-EU students enrolled at our UK campuses

Aim: 20% of total student population by end AY 19/20

40. At 17 January 2017, UWS had 15,317 students (headcount) enrolled at its five UK campuses. Of these, 1,350 were non-EU students, representing 8.8 per cent of the total student (headcount) population.

Table 8: Non-EU enrolled students at UWS’ campuses

Non-EU enrolled students

Scotland London Total New Continuing Total New Continuing Total New Continuing Total

187 241 428 250 672 922 437 913 1,350

41. The following table shows each School’s progress in recruiting to its Scottish campuses target at 17 January:

Table 9: Non-EU recruitment to Scottish campuses (new entrants)

School Applications Offers CAS* Target number

Actual Enrolments**

Actual Enrolment/ Target

Business and Enterprise

698 353 69 126 62 49%

Education 189 128 34 68 54 79% Engineering and Computing

699 437 45 96 41 43%

HNM 108 19 2 11 1 9% MCS 176 100 13 30 9 30% Science and Sport

452 310 24 60 18 30%

Unallocated 4 2 0 0 2 N/A Total 2,326 1,349 141** 391 187 48%

* Not all non-EU students require a CAS ** Trimester 2 enrolment is still ongoing. Anticipated Trimester 2 enrolment is expected to take

2017/18 (T1 and T2) enrolment figure to 259, or 66 per cent of target

37

42. In light of recruitment challenges, the University made a range of improvements to its non-EU recruitment processes, including:

- Greater coordination on conversion between the International Centre, other Professional Services and Schools

- Sharper focus on agreed priority target markets - Enhanced agency engagement, including weekly e-bulletin and improved incentives - Prioritisation of articulation from 14 partners in China - Realignment of in-country “consultants” and funds used for increased footfall in

market - Use of new digital platforms promoting UWS such as Study Portals - Entrance criteria established earlier in the recruitment cycle - The re-introduction of payment plans to enable non-EU students to pay tuition fees in

instalments.

43. These changes have contributed to a significant increase in the number of applications and offers generated, but this has not been matched to date by a similar increase in conversion rates. Therefore, alongside continuing to drive increases in numbers of suitably qualified applicants, there is a primary focus on improving the effectiveness of conversion activity.

2017/18 Trimesters 2 and 3 Recruitment

44. Compared with recent academic years, there have been more applications, more offers made and higher enrolments to date in 2017/18.

Table 10: Comparison to Trimester 2 in previous years

Academic Year

Applications received

Offers made

Application to offer rate

Trimester 2 Enrolment

2012/13 100 57 57.0% 22 2013/14 160 58 36.3% 31 2014/15 338 165 48.8% 44 2015/16 566 196 34.6% 36 2016/17 487 154 31.6% 53 2017/18 598 336 56.2% 99 anticipated*

* Trimester 2 enrolment still ongoing at the time of writing.

45. For Trimester 3 entry, the University is targeting a range of bespoke Summer Schools, pre-sessional English and CPD activity including OTCO Training programmes for China.

School initiatives 46. The School of Engineering and Computing continues to review qualifications from a

number of countries for Year 1 entry. Of significance is the acceptance of 12 years education qualifications that have hitherto not been accepted for Year 1 entry at UWS but accepted by all Pathway institutions that allow students to progress to Year 2 in Scottish universities (except UWS). These qualifications include West African Education Certificate (WAEC) and its variants from Nigeria and Ghana, Sijil Pelajaran Malaysia (SPM) from Malaysia and Kenya Certificate of Secondary Education (KCSE). Qualifications from other countries, especially from low visa risk countries in the Middle East, are being reviewed. This will give the School and UWS access to sections of non-

38

EU student markets that they have not been able to make enroots into. This is particularly important as these students will study at UWS for at least 3 years, ensuring a steady growth in non-EU student population that will help the university attain its KPI of reaching 20 per cent non-EU student population in Scotland.

47. The School is taking forward plans to allow Year 1 students who need English Language to take up to 40 credits of English Language modules. This is targeted at countries where English is not the first language. This will allow the School to admit students at Level 7 with the equivalent of IELTS 5.5. However, this requires a change in policy as UWS requirement is for all students to achieve IELTS 6.0 equivalence at enrolment.

48. Following market analysis, the School of Education has decided to withdraw programmes from London and concentrate its activity around pre-sessional English language programmes to support other Schools’ activity. The School’s non-EU focus for 2018/19 recruitment involves co-ordinated campaigns in China with its partner institutions. The School is in the process of issuing CAS to 34 Bangladesh students through the agreement UWS holds with the Ministry there. It is hoped that they will start on the newly validated MSc Education (with pathways) in February 2018.

KPI 8: % students having an international experience

Aim: 80% uptake by end AY 19/20 (from 100% offer)

49. As part of the current 2018/19 operational planning process, all Schools will be asked to confirm that all undergraduate and taught postgraduate programmes have an international element. This should ensure that all students on these programmes have the opportunity for an international experience as part of their studies. The University does not limit international experience to participation in outward mobility activities and the Global Engagement Advisory Committee is considering how to improve the monitoring and recording of students’ international experiences.

50. The International Centre promotes and manages Study Abroad outward mobility opportunities through the Erasmus scheme. To date, 2017/18 Erasmus Key Action 1 (KA1) mobility is almost 30 per cent higher than in 2016/17. However, this figure may change as applications for Trimester 3 mobility are still open and some students may decide to withdraw before taking up a mobility opportunity.

39

Table 11: Erasmus outbound student mobility yearly comparison

Mobility Source 2014/15 2015/16 2016/17 2017/18* Erasmus Key Action 1 65 101 69 89 Erasmus OM - - - 50 Total 65 101 69 139

* Figures are subject to change during the academic year.

51. In 2017/18, the number of students withdrawing from Erasmus before going on mobility has dropped by 47 per cent from the previous year high of 90 withdrawals. To address the significant number of withdrawals in 2016/17, the International Centre introduced twice-weekly drop-in sessions throughout the year on the Paisley campus for students interested in the Erasmus programme. The take-up by students has been encouraging (an average of 6 students per session) and two drop-in sessions are held each trimester at Ayr and Hamilton campuses. Along with other supporting activities by both the International Centre and Schools – such as a supporting presence at offer-holder sessions and open days – this has helped to address concerns regarding the number of withdrawals from the programme in 2016/17.

52. In 2017/18, UWS’ Regional Manager (Europe) successfully sought permission from the British Council (UK National Agency for Erasmus) to utilise part of the Erasmus budget (Organisational Mobility) for short group mobilities. As a result, UWS’ Schools are working on proposals to take groups of students to institutional partners by the end of the academic year. Around 50 opportunities are expected to be added to the overall total by this type of mobility.

53. Schools have individual plans and activities to promote students’ international experience. For example, the School of Science and Sport has created a subgroup of the Global Engagement Forum, the Student International Experience Group whose remit is to develop and promote all aspects of student international experience. School students and staff will be involved in a 4-day visit of students and staff from Metropolitan State University, Denver in March 2018, and a group of Environmental Health students will be offered a week’s trip to University of Ljubljana (Slovenia) in May 2018. The school continues to promote outward mobility opportunities through UWS’ Global Opportunities programme including, Erasmus +, International Summer Schools and volunteering opportunities.

KPI 9: % staff engaging in activities with an international perspective

Aim: 80% by end AY 19/20

54. Recording of employees’ global engagement activities has been added to the redeveloped annual Performance and Development Review system (‘My Contribution’). Returns from Schools and Departments indicate that over 75 per cent of staff engaged in an international activity in 2016/17. Data for 2017/18 will be available later in the academic year.

55. The Global Engagement Advisory Committee monitors and advises on performance against the KPI target; for example, the Committee suggested that further explanation of what would constitute an international experience for staff may be required.

40

56. Initiatives from individual Schools include: - In the School of Education, all staff are engaged in international experience activity

and it is an integral objective for all staff in MyContribution (the annual objective setting and performance review system for UWS staff).

- As part of the new International Recruitment Strategy, the School of Science and Sport has created a number of opportunities for staff to engage directly in international recruitment activities. Professor Fiona Henriquez from the School has been selected to travel to India as part of the best of British Science Technology Engineering and Mathematics (STEM) Researchers and Science Communicators to undertake a lecture tour called ‘GREAT Talks’. This will showcase the UK’s education and research in the area of STEM and aim to encourage Indian students to explore study and research options in the UK.

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Appendix 1: Data availability for KPIs

KPI Data

1 % of full-time first degree students projected to receive an award (or formally transfer)

March 2018

2 % of students entering professional employment or further study

June and July 2017

3 % of students expressing ‘overall satisfaction’ in the National Student Survey (NSS) and Postgraduate Taught Experience Survey (PTES)

Both surveys – July / August 2017

4 Improved performance in the 2020/21 Research Excellence Framework

Outputs – ongoing

Applications – ongoing

5 Enterprise Partnerships, start-ups and spin-off businesses – ongoing

6 Research Environment

Research students – ongoing

Completion rates – calendar year

7 % non-EU students enrolled at our UK campuses

Ongoing

8 % undergraduate and taught postgraduate students having an international experience

Ongoing

9 % staff engaging in activities with an international perspective

Ongoing

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UC/050218/Paper 9.1


To: Court Report from meeting of Governance Working Group held on 18th January 2018


Court is asked to note the report for information.


This report highlights for the information of Court some of the items discussed at a meeting of the Governance Working Group held on 18th January 2018.


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Partially Exempt *

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*Authors should indicate which sections/paragraphs may be covered by the exemption. Author : Alison Loudon, Assistant Secretary to Court Date : 29th January 2018

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REPORT FROM MEETING OF THE GOVERNANCE WORKING GROUP HELD ON 18TH JANUARY 2018 The following items were amongst those discussed at the above meeting: 1. Welcome and Introductions

The Chair welcomed everyone to the meeting and outlined the purpose and focus of the Group to address the expectations of the revised Code of Good HE Governance. The Secretary introduced the University Solicitor who had been included in the membership of the Working Group and who would provide advice and guidance to members on the legal and constitutional changes required as a result of implementation of the HE Governance (Scotland) Act 2016 and the revised Scottish Code of Good HE Governance. The Group agreed that its deliberations should reflect not only changes in processes required by the revised Code, but also, where appropriate, identify enhancements which would enrich the effectiveness of the Court. Sector best practice would also be taken into account. Such enhancements and proposed changes to operation and governing documents would be subject to approval by Court.

2. Review of Analysis of Compliance with the Revised Scottish Code of Good HE Governance

The Secretary to Court tabled an initial draft Action Plan which mapped current UWS compliance with the provisions of the revised Code. In response to a question, the Secretary to Court confirmed that the provisions of the Act had been incorporated into the revised Code during the drafting process. Nevertheless, it was agreed that the University Solicitor would analyse the Act on behalf of the Group and provide assurance to members that the provisions of the Act had been identified within the Action Plan. After discussion, the Group agreed that the draft Action Plan should be further developed to include broader detail on UWS compliance with the Code and recommended actions, together with clearer identification where changes to the University’s Constitution would be required. This would ensure comfort could be provided to members where UWS compliance could be confirmed and enable members of the Group to more effectively prioritise actions and focus attention on areas where further detailed work was required. Where appropriate, further information would be sought more widely within the University in certain developing areas in order to ensure that the University was fully abreast of emerging requirements. It was noted that the Secretary and Assistant Secretary to Court would shortly attend a sector governance round-table discussion on the implementation of the Code.

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It was agreed that the Group would meet 2-3 times between now and the June 2018 meeting of Court and bring forward recommendations for approval. Given its specific inclusion within the Code, it was agreed that the focus one session should include Equality & Diversity.

Alison Loudon Assistant Secretary to Court 29th January 2018

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UC/050218/Paper 12.1


To: Court Report from Meeting of Policy & Resources Committee held on 23rd January 2018


Court is asked to note the report


This report highlights for the information of the Court some of the items discussed at a meeting of the Policy & Resources Committee held on 23rd January 2018


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Partially Exempt *

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*Authors should indicate which sections/paragraphs may be covered by the exemption. Author Alison Loudon, Assistant Secretary to Court Date 29th January 2018

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Report from Meeting of Policy & Resources Committee held on 23rd January 2018 The following items were amongst those discussed at the above meeting:

1. Outline Finance Proposals – Santander

The Chief Finance Officer reminded members that at its meeting in June 2017, PRC had agreed to support access to a revolving credit facility of £15m. The Committee noted that, following further discussions, the Bank had offered access to an additional £5m. In December 2017, the Chair of Court, by Chair’s action agreed that the University should seek to conclude agreement with Santander for a total facility of £20m, subject to Court approval in the use of the additional £5m, should this be required. The application for the additional £5m was currently progressing through the Bank’s internal processes. It was anticipated that the total facility would be concluded shortly. A report on progress would be submitted to Court at its February meeting.

2. Student Population - 2017/2018 Summary

The Depute Principal spoke to the report which provided a summary of the 2017/2018 student population. The Committee noted that whilst, the student population of Scottish/EU students had largely been secured, RUK and non-EU recruitment remained challenging. Adjustments had been made for 2018/2019 planning purposes, including the introduction of School-specific detailed international recruitment plans. The current financial position had been reflected in the forecast outturn. In response to a question, the Depute Principal outlined for the information of members the range of activities being undertaken and collaborative opportunities being explored to improve Non-EU recruitment. After discussion, the Committee was reassured by the efforts and focus evident in this area and endorsed the continued direction of travel to increase international student recruitment.

3. Financial Results and Forecast Outturn

The Chief Finance Officer spoke to the report which detailed financial results for the five months to 31st December 2017 and forecast outturn. The Committed noted that the results reported were largely on or slightly ahead of forecast. Cash continued to be monitored on a daily basis to ensure availability of sufficient funds to financed operational and capital commitments and costs continued. The impact of the projected charge on the pension scheme was noted. It was agreed that it would be useful for future reports to evidence a stronger link between financial reporting and performance reporting with narrative developed around the total impact of improvements being made.

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4. People & OD 4.1 Revision of Voluntary Severance/Voluntary Redundancy Scheme

The Principal & Vice-Chancellor spoke to the report which set out proposed revisions to the University’s VS/VER Scheme. The Committee noted that the scheme sat within the broader context of the University’s Organisational Change Policy as an effective tool to support and encourage organisational change. It was not, however, defined as an entitlement for employees and was limited by affordability and organisational sustainability. The Committee noted that no agreement had been reached through partnership engagement on any of the revised options put forward. However the driver for change had been acknowledged. After discussion, PRC approved the recommendation to amend the VS/VER arrangements to provide a maximum provision of 75% of salary, noting that this would reduce the overall costs of the scheme whilst ensuring the provision remained attractive to staff and was more generous than the statutory provision. In response to a question, it was confirmed that the new scheme would become effective immediately, except in cases where the Organisational Change Policy was currently being implemented, when the existing VS/VER Scheme would still apply.

5. Capital Assets 5.1 Disposal of Surplus Property

The Committee noted for information the report which provided an overview of UWS property interests currently perceived as surplus to requirements. The Committee endorsed the direction of travel and agreed, in principle that early responsibility should be taken for disposal of property identified as being surplus to requirements. Further reports and recommendations would be brought forward for consideration by the Committee as matters evolved. Where decisions were required outwith the Committee cycle, it was agreed that these would be taken by Chair’s action, subject to reporting to the next meeting. Noting that the Christie Street, Paisley properties were currently let, it was agreed that further discussions should be held with Renfrewshire Council to identify a suitable time and route for disposal.

5.2 Lanarkshire Campus Project The Committee noted with interest the report which provided a summary of progress and key activities related to the Lanarkshire Campus project since the last meeting of PRC. It was noted that following the retiral of the Depute Principal, the Chief Finance Officer would become Programme Sponsor.

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5.3 Facilities Management Services at Lanarkshire Campus

The Depute Principal spoke to the report which set out proposed arrangements for facilities management services at the Lanarkshire Campus, highlighting that there were specific lease related obligations that necessitated a different approach to the delivery of FM services than currently at the Hamilton Campus. As a result, a Total Facilities Management contract had been tendered through a full OJEU procurement exercise. Whilst supportive of the proposals, some concern was expressed that the recent collapse of a multi-national facilities management corporation, presented the potential risk of some adverse publicity to the University in confirming this arrangement at this time. After robust discussion, the Committee agreed that it was content that the proposal had been tested through a rigorous procurement exercise and it was imperative that the right solution was implemented to ensure the effective delivery of the new Campus. The Trade Unions had been involved throughout and were comfortable with the recommendations being made, and while the most significant impact related to the TUPE transfer of affected staff, a full communications and engagement plan had been implemented in conjunction with professional HR advice. The Committee approved the recommendation that the contract for the supply of FM services to the Lanarkshire Campus should be awarded to ISS Facilities Services Education at a cost of £3.453k for a four year period. Provision for this had been made within the Lanarkshire budget. The risks associated with the transition to the new arrangements would be managed carefully and had been included on the Project Risk Register.

6 London Campus Operation

The Principal & Vice-Chancellor spoke to the report which provided a further update on the review of London Campus operations. The Committee was pleased to note the positive discussions with the current partners. Key principles for future collaboration had now been agreed which would ensure a more sustainable portfolio of delivery going forward to enhance the university’s value proposition and brand and remove any unintended internal competition between London and Scottish campuses and programmes.

7 Policy Statements

The Secretary to Court reminded members that in March 2017 PRC had approved a proposal to streamline the number of University policies and introduce a more flexible approach to review. Since March, the Corporate Support Team had been working with departments to implement the new process whereby current policies were being re-formatted in to an overarching Policy Statement for 7 main areas of responsibility, under which more flexible and user-friendly procedures and guidelines would sit.

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The Committee approved the Corporate Governance Policy Statement and the Research & Enterprise Policy Statement, noting that these would be implemented for the start of the 2018/2019 academic year. The attention of the Committee was drawn to two Procedures attached to the Corporate Governance Policy which had been submitted as exemplars. While Procedures would be available for scrutiny by the Committee if required, it was not intended that these would routinely be submitted to PRC, unless subject to significant change. Whilst comfortable with this approach, it was agreed that it would be useful for a clear mapping of associated procedures to be attached to Policy Statements brought forward for approval. In relation the revised Donations Procedure the Committee noted changes to level and lines of approval, following the introduction of the Advancement Office. After discussion it was agreed to revisit these in more detail.


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UC/050218/Paper 12.2


To: Court REPORT FROM MEETING OF THE AUDIT & RISK COMMITTEE HELD ON 24TH JANUARY 2018


Court is invited to consider the report from the meeting of the Audit and Risk Committee, held on 24th January 2018. Court is asked to approve the attached refreshed Internal Audit Service – Terms of Reference.


The attached report details some of the items discussed at the meeting of the Audit & Risk Committee held on 24th January 2018. Appendix 1 - Refreshed Internal Audit Service – Terms of Reference (including summary of changes) for approval


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Partially Exempt *

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*Authors should indicate which sections/paragraphs may be covered by the exemption. Author: Sharon Cosh, Governance Support Co-ordinator Date: 29 January 2018

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Report from the Meeting of Audit & Risk Committee held on 24th January 2018 The following items were amongst those discussed at the above meeting: 1. Internal Audit 1.1 Progress Report to 24th January 2018

The Head of Internal Audit spoke to the Internal Audit Service report to 24th January and highlighted the changes to the reporting format. The internal audit programme continued to progress in line with the agreed programme scheduling, with two full scope audits being completed during the period. Assurance was given that progress towards achievement of outstanding recommendations continued to be monitored, with no particular areas of concern identified. Three further recommendations had been closed since publication of the report. It was agreed that the format for reporting on the status of recommendations would be reviewed. The members requested that regular reporting include a slightly fuller update on the actions identified within the audit, progress towards completion and where appropriate any information on related business improvements. The Committee agreed that reporting on the number of planned and actual days used in completing audits and following up on recommendations would be useful in order to determine any disparity with the time allocated in the planning process. A dashboard format could be helpful. The Committee was interested to note the additional assurance activities which the Internal Audit Service was currently involved in and highlighted the positive impact such projects would have in raising the profile of the Internal Audit Service across the University. The Committee noted that careful monitoring of the time commitment for such additional activities was required to ensure they did not impact on the audit programme. The Head of Internal Audit provided assurance that current activities were covered by the contingency allowance within the Audit Resource Plan. The Secretary to Court confirmed that outcomes from fraud or Public Interest Disclosure investigations would be reported to the Committee where appropriate (e.g. where controls issues/useful lessons learned were identified).

1.2 General Data Protection Regulations

Members discussed the General Data Protection Regulations: Preparations for Compliance Audit, which had received a ‘requires improvement’ rating. The new General Data Protection Regulations come into effect in May 2018 changing the compliance framework for the management of personal data and subsequently placing higher standards of accountability on the University. It was noted that while a programme of activities, which adequately addressed the key issues identified by the Information Commissioner’s Office, had been initiated by the University in 2017, some tasks within the programme had slipped against the indicative timeline.

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A detailed management response had been provided. Recommendations and associated management actions plans to address the observations identified during the audit had been agreed and considerable progress had been made against the action plan. Noting that the achievement of the recommendations was time critical, the Committee welcomed an update from the Secretary to Court and was assured by the progress which had been made towards the action plan since the publication of the report. It was recognised that increased engagement from departments would be required to complete all compliance actions in time for the May deadline. Given the time criticality a brief progress update at the Committee’s March meeting would be helpful. The annual report to Court on statutory compliance would reference the compliance position post-May. It was agreed that phase two of the audit, which would be reported to the Committee in May 2018, would provide assurances around the use of data encryption.

1.3 International Student Recruitment and Admissions

The Committee welcomed the audit of international student recruitment and admissions, which received a rating of ‘satisfactory’. It was noted that successful recruitment and admission of international students was key in achieving the University’s international targets within the Corporate Strategy. The Committee discussed the report and clarification was provided in relation to the actions. The ‘satisfactory’ opinion recognised recently implemented improvements and noted that further development was still in progress. Members were assured that the processes were appropriately directed towards achieving the required performance and value for money improvements.

1.4 Internal Audit Service – Terms of Reference Refresh

The Head of the Internal Audit Service spoke to the report which detailed the refresh of the Internal Audit Service Terms of Reference. The review ensured the statement reflected revised professional standards, with minor changes to terminology. Some minor areas for enhancement identified during a recent externally facilitated peer review of the Internal Audit Service were also addressed by the review. In addition to the revisions detailed in the report two additional sections had been added to the Terms of Reference, to reflect the reasonable but not absolute assurance which Internal Audit activities provided and to highlight the access to third party specialist resources by the Internal Audit Service. Following discussion the Committee endorsed the revised Terms of Reference for submission to Court for approval.

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2. Risk Management 2.1 Risk Management Progress Report

The Secretary to Court spoke to the risk management progress report, which provided an update on progress since the October 2017 meeting of the Committee. The Committee noted, that following discussion at the last meeting of the Audit and Risk Committee, the Risk Group would consider and make a recommendation to the next meeting of the Committee on whether cyber/IT disruption risks should be recorded on the Corporate Risk Register or remain within the consolidated School, Department & Project Risk Register. The Secretary to Court provided assurance that the Head of Resilience and Safety was comfortable with the changes to the process for monitoring risks within the Lanarkshire project. Clarification was provided in relation to the contract with the external partner for the operation of the London Campus. It was noted that recent internal audits at the London Campus had provided assurance around the operation of the Campus and compliance with UKVI and UWS standards.

2.2 Safeguarding Arrangements

The Chair reminded members that at the last meeting of the Committee a request was made for information on the University’s approach to managing risks related to safeguarding and security of staff and students. The Committee welcomed the paper, which provided an overview of the legislative framework within Scotland and the wider UK HE sector, and detailed the steps taken by UWS to manage its safeguarding responsibilities. While UWS had no specific policy for safeguarding, a range of related policies, controls and support was in place and working effectively. It was noted that these would be considered as part of the wider University policy review which was currently ongoing and would ensure that any necessary requirements were captured. Guidance on student safeguarding, currently being developed by the Leadership Foundation for Higher Education, would also be reviewed to take account of any recommendations or best practice which could strengthen the University’s approach. Clarification was provided around the limited impact which ‘named person legislation’ would have on the University’s responsibilities should it be implemented.

2.3 Deep Dive Analysis: Finance

The Chief Finance Officer presented a detailed analysis of the Corporate Risks related to Finance and the processes in place for managing these risks. The Committee discussed the current sources of income within the Scottish HE sector. While UWS remained one of the institutions which received most of its income from government, members were pleased to note continued progress towards diversifying income sources at UWS. The Committee noted the robust

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financial management reporting and monitoring arrangements in place, including comprehensive scenario modelling, and welcomed the improved engagement with Finance across the University. Members were pleased to note planned future developments, including system upgrades which should support further enhancements in monitoring and reporting.

3. Review of the Effectiveness of the Audit and Risk Committee

The Committee welcomed the new format effectiveness review document, which members agreed clearly highlighted the key areas for improvement. The Committee considered the areas where it had been identified that improvements could be made and agreed that further discussion would take place during the members’ in-camera session following the meeting. Members agreed that while the induction for new members on Court had been helpful, a specific induction for new Audit and Risk Committee members would also be useful, including an introductory session with the Internal Audit Service. The importance of access to external training and networking for Committee members was also noted; the External Auditor highlighted that they could assist in this regard. The Committee discussed the response to the section on effective control of fraud and other irregularities. It was noted that University’s fraud policy had been reviewed in March 2016. With recent changes in membership it was agreed that an update/clarification around the controls in place for the prevention and detection of fraud would be useful. The Head of Internal Audit would bring forward observations from the proactive reviews of financial data and transactions to a future meeting of the Committee. It was noted that some of the newer Committee members were not involved in the appointment of the External Auditors and were therefore not able to comment fully in this section of the effectiveness review. It was agreed that the paper previously submitted to the Committee detailing the tender process for the appointment of the External Auditors would be recirculated for information.

4. Audit and Risk Committee Schedule of Business 2017/18

The Committee noted that the agenda for the March meeting was lighter than normal given the scheduling of the Internal Audit reporting. The Committee agreed that a session on Value for Money and its reporting, delivered by the External Auditors, at the March meeting would be beneficial. It was also agreed that the External Audit Plan, which was due to come to the May meeting, would be brought forward to March.

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Appendix 1

Internal Audit Service – Terms of Reference Refresh At its meeting on 24th January 2018, Audit & Risk Committee received a paper from the Head of Internal Audit Service setting out proposed revisions to the Internal Audit Service Terms of Reference. After due consideration, Audit & Risk Committee endorsed the revised Terms of Reference and recommend the attached terms of reference for approval by Court. Summary of changes In accordance with the Financial Memorandum, the Internal Audit Service is required to act in accordance with the standards adopted by the Chartered Institute of Internal Auditors (CIIA). The majority of the changes in this refreshed document are presentational to ensure that the terms of reference remain aligned to terminology introduced through recent changes in CIIA standards. Further changes have been introduced to include explicit reference to aspects of existing practice within the Internal Audit Service, including: • A definition of reasonable assurance; • Granting authority to the Head of Internal Audit Service, subject to approval and

oversight controls, to secure additional resources necessary to deliver the approved audit programme

• Recognition that the Annual Report to Court must also be delivered to Scottish Funding Council;

• Current practices for distribution of detailed audit reports; • Clarification of the Internal Audit Service’s reporting responsibilities in connection

with audit work conducted on the activities of third parties; • Arrangements for liaison with other functions within the University having

responsibilities for compliance monitoring. The full text of the revised Terms of Reference is set out overleaf.

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“The internal audit service should have formal terms of reference defining its objectives, responsibilities, authority and reporting lines. The terms of reference should be agreed by the governing body on the recommendation of the audit committee.”

Handbook for Members of Audit Committees in Higher Education Institutions (Committee of University Chairs, 2008)

Purpose The purpose of internal audit is to enhance and protect organisational value by providing independent and objective risk-based assurance, advice and insights to management and the governing body concerning the adequacy and effectiveness of the University’s arrangements for governance, risk management, control and securing value for money. Responsibilities It is the responsibility of Court, the Principal & Vice-Chancellor and management to design, implement and operate arrangements for governance, risk management, controls and value for money. The Head of Internal Audit Service is responsible for giving an annual opinion to Court and the Principal & Vice-Chancellor, through the Audit & Risk Committee, on the adequacy and effectiveness of those arrangements. As a basis for forming this opinion, the Head of Internal Audit Service is responsible for undertaking an annual risk-based programme of assurance activities, authorised by the Audit & Risk Committee on behalf of Court. This risk-based methodology should consider risk and control concerns identified by management and specific areas highlighted for consideration by Scottish Funding Council and other funding bodies. The programme of assurance activities will have the following objectives:

• Appraisal of the soundness, adequacy, and application of arrangements for governance, risk management and internal controls;

• Confirmation of the extent to which systems of internal control ensure compliance with laws, regulations, policies and procedures;

• Confirmation of the extent to which assets and interests entrusted to or funded by the University are properly controlled and safeguarded from loss arising from improprieties, including fraud, corruption and other irregularities;

• Confirmation that accounting and other information is reliable as a basis for producing financial, statistical and other reports used for external and internal reporting and decision making;

• Confirmation that systems of control are laid down and operate to promote the economic, efficient and effective use of resource.

Assurance activities will be structured and designed to deliver reasonable but not absolute assurances regarding the adequacy and effectiveness of relevant arrangements. Reasonable assurance is a high level of assurance, but does not guarantee to detect all potential areas for improvement.

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The Head of Internal Audit Service is responsible for:

• Maintaining a professional audit staff with sufficient knowledge, skills, and experience to meet the requirements of these terms of reference;

• Issuing periodic reports to the Audit & Risk Committee summarising the results of audit activities;

• Assisting in the investigation of suspected fraudulent activities within the University; • Providing consulting and advisory services to management that add value and

improve the University’s governance, risk management and control processes, subject to independence, objectivity and competency considerations and without assuming management responsibility;

• Establishing a quality assurance and improvement programme to ensure the effective operation and development of internal audit activities;

• Advising the Audit & Risk Committee of emerging trends and successful practices in matters of governance, risk management, controls, and value for money.

Members of the Internal Audit Service hold no executive role, direct authority over, or responsibility for the design, implementation or operation of the University’s systems, processes or procedures, other than those directly connected with the operational management needs of the Internal Audit Service itself. Members of the Internal Audit Service do not prepare or maintain operational records, make management decisions, or engage in any other activity that could be construed as compromising independence. Independence, Authority and Accountability The independence of the Internal Audit Service is achieved through its organisational reporting and accountability lines, the scope of the function’s responsibilities, and the authority assigned to it. The Head of Internal Audit Service is accountable to the Principal & Vice-Chancellor and Court, through the Audit & Risk Committee, for the performance of the service. The Head of Internal Audit Service reports to the Chair of the Audit & Risk Committee. For day-to-day administrative purposes, the Head of Internal Audit Service reports to the Chief Finance Officer. The Head of Internal Audit Service has a right of direct access to the Chair of Court, the Chair of the Audit & Risk Committee, and the Principal & Vice-Chancellor. The Internal Audit Service has authority to access all of the institution’s records, personnel, and physical assets which it considers necessary to fulfil its responsibilities. Equivalent rights of access to records, personnel and physical properties held by other bodies funded by the University should be in place, secured as a condition of funding.

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The Internal Audit Service will be allocated sufficient resources to deliver the approved annual programme of work. The Head of Internal Audit Service may, following consultation with the Chair of the Audit & Risk Committee and the Chief Finance Officer, engage third party service providers to secure specialist or other resources where these are necessary for delivery of that programme of work. Reporting The Head of Internal Audit Service is required to submit an annual report to Court and the Principal & Vice-Chancellor through the Audit & Risk Committee. The report must relate to the University’s financial year and include any significant matters affecting the opinion up to the date of preparing the report. A copy of the annual report will be submitted to Scottish Funding Council following approval by Court. A summary progress report will be presented at each of the Audit & Risk Committee’s scheduled meetings, highlighting key issues and recommendations from audits completed in the period, future audit plans, and other pertinent matters. The Head of Internal Audit Service will promptly report any serious weaknesses in internal control systems, significant fraud, or other major risk or control exposures identified in the course of audit work to the relevant member of the Vice-Chancellor’s Executive Group, and then to the Principal & Vice-Chancellor, and the Chair of the Audit & Risk Committee, or the Chair of Court. Detailed reports will be prepared following completion of each audit assignment for circulation to process owners and members of the Vice-Chancellor’s Executive Group with portfolio responsibility for the areas within the scope of that assignment. Where appropriate to the subject matter, copies of reports may also be circulated to the relevant committees of Court or Senate with governance oversight of those areas. The Executive Summary sections of all internal audit reports completed in each reporting period will be circulated to members of the Audit & Risk Committee alongside the periodic summary progress report. Remit Assurance

All of the University’s operations and activities fall within the remit of the Internal Audit Service, irrespective of the source of funding of those operations and activities. The scope of work will not be restricted to the audit of systems, procedures and controls necessary to form an opinion on the financial statements, but will also include operational arrangements in the management and delivery of teaching, learning, research, and professional support activities.

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The operations and activities of the University’s agents and collaborative partners are within the Internal Audit Service remit to the extent that:

• The third party is applying funds sourced from or through the University to deliver the University’s objectives; or

• The third party is utilising the University’s systems or other resources to deliver its own objectives.

The Internal Audit Service will not normally deliver assurances to those third parties. Where appropriate, it may advise or recommend actions to University management responsible for managing the relationship with the third party where opportunities for improvement are identified. It is not within the remit of the Internal Audit Service to question the appropriateness of strategy, policy or academic judgement. However, the Internal Audit Service remit does include examination of the arrangements through which strategy, policy and academic decisions are made, communicated, monitored and reviewed, and related risks are identified and managed. The inclusion of any operation or activity within the scope of the Internal Audit Service’s remit does not necessarily mean that all operations and activities will be subject to audit review, but that operations and activities will be evaluated as part of an annual risk based assessment of audit needs and priorities and may be incorporated into the programme of work presented to the Audit & Risk Committee for approval based on the results of that assessment. The Head of Internal Audit Service will advise Court, (through the Audit & Risk Committee) of the risks to which it and the University may be exposed through any limitation of audit scope or coverage. Where the Head of Internal Audit Service believes that such limitations are unacceptable, this will be formally reported to the Chair of Court, the Chair of the Audit & Risk Committee, and the Principal & Vice-Chancellor. Consultancy The Internal Audit Service may also conduct special reviews or provide other advice on governance, risk management, control or value for money matters requested by Court, the Audit & Risk Committee, or management, subject to resource constraints and the need to maintain independence and objectivity at all times. Any such advice is to be provided without prejudice to the Internal Audit Service’s right to review and reappraise the areas for assurance purposes at a later date. Advice and Recommendations It is the responsibility of the Internal Audit Service to draw to management’s attention any identified issues regarding the effective, efficient or economic operation of arrangements for governance, risk management, or controls and to make recommendations for improvements. It is management’s responsibility to consider those recommendations and to:

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• Agree to implement the recommended action, or to suggest and agree an alternative action that addresses the issue; or

• Decide not to implement any change and to accept the identified risk exposures.

Where the Internal Audit Service fails to reach an agreement with management on the appropriateness of management’s response to a recommendation, the matter will be escalated through the Principal, the Audit & Risk Committee and ultimately Court to determine whether to accept the risks of not taking any action or to implement suitable mitigating actions. Standards and Approach The work of the Internal Audit Service will be undertaken in accordance with the mandated requirements of the International Professional Practices Framework of the Institute of Internal Auditors as augmented by UK Public Sector Internal Audit Standards and other regulations and standards specified by the University’s funding bodies. Liaison with other Assurance Providers The Internal Audit Service will liaise with the University’s external auditors and will take appropriate steps to ensure that the work of internal and external auditors is co-ordinated to avoid unnecessary duplication of effort and to optimise the assurances obtained by the University from its internal and external audit services. The Internal Audit Service will also liaise with the audit functions of the University’s funding bodies. The Internal Audit Service will also work closely with other functions within the University having responsibilities for independent compliance monitoring (e.g. Resilience & Safety, Compliance, Quality Enhancement), with the objective of complementing the work of those functions. Quality Assurance The Head of Internal Audit Service will implement measures to monitor the effectiveness of the service and compliance with standards. These measures will include: • Agreed working practices and performance standards for all audit work, including

embedded quality management activities to ensure compliance; • Performance indicators; • Annual internal self-assessment against professional standards; • An externally facilitated peer assessment against professional standards.

The Audit & Risk Committee will consider and approve these performance measures and may seek an independent assessment of the effectiveness of the Internal Audit Service.

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Approval of Terms of Reference The Head of Internal Audit Service is responsible for performing an annual review of the Terms of Reference to confirm that these remain aligned to relevant standards and regulations, the priorities and practices determined by the Audit & Risk Committee and other relevant factors. Following completion of each review, the Head of Internal Audit Service is responsible for submitting the Terms of Reference, incorporating any proposed revisions as necessary, for consideration and endorsement by the Audit & Risk Committee and approval by Court.

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UC/050218/Paper 12.3


To: Court Report from meeting of Remuneration Committee held on 26th January 2018


Court is asked to note the report.


This report highlights for the information of Court some of the items discussed at a meeting of the Remuneration Committee held on 26th January 2018


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Can this paper be included in open business? YES

If no, please indicate which exemption would apply, whether the information is fully or partially exempt and the timescale for this.

For detailed guidance on FoI exemptions, please refer to FoI Guidance note


Partially Exempt *

Timescale







*Authors should indicate which sections/paragraphs may be covered by the exemption.

Author : Alison Loudon, Assistant Secretary to Court

Date : 29th January 2018

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REPORT FROM MEETING OF REMUNERAITON COMMITTEE HELD ON 26TH JANURY 2018 The following items were amongst those discussed at the above meeting: 1. Committee of University Chairs – Draft Remuneration Code / Scottish Code

of Good HE Governance (2017 Edition)

The Chair advised members that, in the light of growing public interests in the remuneration of Vice-Chancellors and senior university staff, the Committee of University Chairs (CUC) had developed draft Remuneration Guidance in the form of a Code, which was currently out consultation with members. Members noted that, although the Remuneration Guidance would apply across the UK HE Sector, Scottish Institutions were bound by the SFC’s accounts direction and would need to look first to the Scottish Code of Good HE Governance. It was intended that the Remuneration Code would be voluntary but on a “comply or explain” basis and that such statements would be included in institutions’ annual accounts. The Chair of Court advised members that the draft CUC Remuneration Guidance would be discussed at a forthcoming meeting of the Committee of Scottish Chairs (CSC). After discussion, the Committee agreed that, in general, it was comfortable with the provisions of the draft Remuneration Guidance and a number of areas of good practice were identified. It was agreed, once approved, a UWS action plan would be developed to take these forward along with some areas where further clarification of UWS practice was required. The Committee agreed to await the outcome of the CSC discussions on the draft guidance before deciding whether or not the University should respond direct. The attention of the Committee was drawn to paragraphs 78-81 of the revised Scottish Code which addressed the membership and operation of the Remuneration Committee. The Committee was comfortable that it complied with the revised Scottish Code in terms of membership of the Committee, the remuneration policy framework and the use of benchmarking information to ensure evidence-based decision making. Evidence of achievement against objectives to support recommendations for performance awards would also be required. It was noted that in light of the new Remuneration Code reporting to Court would be revisited, taking into account the need for confidentiality. With regard to the requirement in the revised Scottish Code to seek the views of representatives of students and staff of the institution, including representatives of recognised trade unions, in relation to the remuneration package of the Principal and the senior executive team, the Committee discussed a range of ways to ensure compliance. It was agreed that the Chair of Court would reflect on the most appropriate way to ensure appropriate consultation prior to recommendations being made to the Remuneration Committee.

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Further consideration would also be given to the introduction of guiding principles to members of Court in relation to disclosure of information of a confidential or proprietary nature concerning the business of the University. This would be taken forward as part of the work of the overarching review of compliance with the revised Scottish Code.

2. Any Other Business The Chair of Court advised that she had requested the Chief Finance Officer to provide a list of frequently asked questions to supplement the statement within the University’s Financial Statements in relation to the Principal’s emoluments. It was agreed that these should be provided to the Committee as soon as possible.


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UC/050218/Paper 13.1


To: Court REPORT FROM MEETING OF SENATE HELD ON 17TH JANUARY 2018


To note report for information.


The attached report highlights for the information of Court some of the items discussed at a meeting of the Senate held on 17th January 2018.


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Is an Equality Impact Assessment Required? NO If Yes, please attach to report If Not, why not? - This report does not affect policy or decision making



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Partially Exempt *

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*Authors should indicate which sections/paragraphs may be covered by the exemption. Author: Elizabeth Marshall, Assistant Secretary to Senate Date: 25th January 2018

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REPORT FROM THE MEETING OF SENATE HELD ON 17TH JANUARY 2018 Standing Orders In the absence of the Principal and Depute Principal, Senate (under Standing Order 16) agreed to the suspension of Standing Order 10 in relation to the Chair of Senate, and the Vice Principal (Academic) took the chair for the 46th meeting of the UWS Senate. The following items were amongst those discussed at the above meeting:

1 ‘Academic Life, Vision to Implementations’ Senate welcomed a strategic presentation by the Vice Principal (Academic) outlining the principles and ambitions for Academic Life which would incorporate the functions of Quality Enhancement Support Team (QuEST), Education Futures, UWS Academy, Research and Impact Development and Enterprise and Employability. The concept of Academic Life is to provide a single strategic hub for academic staff and PGR student development which would mirror the single support hub provided for students by Student Life. Senate heard that the UWS Academy would develop an Academic Professional Development Framework to support academic staff to deliver contributions to meet the Corporate Strategy KPIs. The UWS Academy would lead the University on training and academic support and would seek to harness the expertise and practice within Schools to share and deliver training with colleagues. 2 Proposed Doctoral College Approval was sought in relation to a name change from the Graduate School to the Doctoral College. Colleagues queried the role and function of the proposed Doctoral College and understood that it would provide a collegiate approach to doctoral training in conjunction with the UWS Academy and continue to monitor progression and completion of PGR students. It was confirmed that the leadership of Professional Doctorate Degrees would remain within academic schools. The Implications for the Regulatory Framework and the role of the Graduate School Board and its explicit responsibilities for research students and research degrees would be taken forward by the Associate Principal (Research) in conjunction with the Senate Office. 3 Structure of the Academic Year and Term Dates 2018/19 and 2019/20 Senate approved a number of proposals in relation to the review of the Structure of the Academic Year and the subsequent term dates for 2018/19 and 2019/20. The proposal to transition for ‘trimester’ to ‘term’ was approved for implementation from 1st August 2018. Further consideration would be given to the naming of the terms. The start date for T1 and the end date for T3 have not changed from previously published dates and there will continue to be three equal terms of 15 weeks each.

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The key features of the academic year following the consultation are:

• No change to T1; • A later start to T2, commencing the first Monday after the New Year; • A 2 week fixed Spring break in the first 2 weeks of April; • Changes to T2 which will have 12 weeks before the Spring break and 3

weeks following the break; • No break between T2 and T3, • There will be a 2 week break at end of T2.

A separate consultation on the timing of Subject Panels and Progression and Award Boards is ongoing and is expected to report shortly. 4 Holistic Portfolio Review – progress report on new process The Vice Principal (Academic) introduced the proposed new approach to portfolio review which would help to establish strength and weakness in the portfolio to inform future developments. The data and set of evidence which would be made available on a new programme health dashboard would enable discussions and decisions to be made against a set of performance indicators including progression, destinations, student satisfaction and applications. Senate acknowledged that the full costing model was still to be finalised. 5 Inaugural Programme Leader Event Senate welcomed a report of the inaugural programme leader event held on 5 December 2017, which around 60% of programme leaders attended. Senate discussed the evident value of the event and challenges of securing wide and comprehensive engagement in such events in the University calendar and was pleased to note future programme leader events planned for March and June 2018. 6 General Data Protection Regulation (GDPR) Senate’s attention was drawn to the November 2017 Court report at which the General Data Protection Regulation (GDPR) was highlighted. In order to prepare for the Regulation which would come into force from May 2018 online training was being prepared by Legal Services and Deans were encouraged to ensure all staff participated in the training options (including bespoke). Senate recommended that the training be compulsory for all staff. 7 Report from the Professoriate The report from the Professoriate advised Senate of the forthcoming election for co-chairs of the Professoriate, the challenges of engaging the full complement of UWS Professors and that the Professoriate meetings continued to discuss ‘hot topics’ such as the REF and refreshment of learning and teaching pedagogy. The contribution of Visiting and Honorary Professors was noted and all Professors were encouraged to liaise with the UWS Academy to share expertise and leadership in scholarship.

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8 Report from the meetings of the Vice Chancellor’s Executive Group held

between October 2017 and January 2018 Senate noted a summary of items covered at the Vice Chancellor’s Executive Group between October 2017 and January 2018 including the reshaping of the three School of Engineering and Computing, Science and Sport and Health, Nursing & Midwifery into two Schools and the formation and structure of Academic Life. 9 Reports from Standing Committees (EAC, REAC, GEAC) The following items were reported: Joint meeting of Advisory Committees Senate was reminded of the forthcoming combined meeting of the Senate Advisory Committees (EAC, REAC and GEAC) scheduled for 24th January 2018 to share input to the development of the three Enabling Plans for Student Success, Research & Enterprise and Global Engagement in support of the Corporate Strategy. Review of new programme approval process Senate noted a review of the new programme approval process which would include greater scrutiny of the business case, as well as streamlining the approach. Development of draft Student Success Policy Senate noted the development and progress of the draft Policy for Student Success, noting that it was shortly going to Schools for consultation. International Student recruitment and admissions The GEAC report highlighted the challenges around the conversion of offers to enrolment for T1 and the impact that CAS refusals had on recruitment. A number of measures were put in place to improve T3 recruitment. REF preparations Senate noted the progress of the engagement with PURE and the benefits of the platform to support REF preparation. Some residual challenges in relation to the integration with staff profiles on the University website were highlighted, and these would be addressed as a matter of priority. Knowledge Exchange Framework Senate noted the proposals by the UK government to establish a Knowledge Exchange Framework (KEF) to sit alongside research Excellence Framework (REF) and Teaching Excellence Framework (TEF).

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Review of Regulatory Framework Senate noted progress in the proposals to streamline the Regulator Framework. A number of working groups had been established and Schools would be invited to contribute to the consultation. 10 Assessment Marking A number of School Board reports included proposals to support assessment marking and feedback by expanding the pool of markers, such as associate tutors and Recognised Teachers of the University (RTUs). Student representatives sought assurances that feedback times and quality would be maintained and Senate discussed the range of measures that existed to support assessment such as moderation, external examiners and guidance for markers in the Assessment Handbook.

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UC/050218/Paper 15


To: Court PROVISIONAL SCHEDULE OF MEETINGS – 2018/2019


Members of Court and attending members are asked to note the proposed schedule of Court and its main committee meetings for the 2018/2019 academic year.


The attached report sets out the schedule of dates of meetings of Court, its main sub Committees and graduation dates for the 2018/2019 academic session.


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Once dates are finalised diary appointments will be sent out to members of Court and VCEG for Court and the relevant Committees. The finalised University Calendar of Dates will be published on the Staff Intranet.


Is an Equality Impact Assessment Required? N/A If Yes, please attach to report If Not, why not?



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Partially Exempt *

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*Authors should indicate which sections/paragraphs may be covered by the exemption. Author: Sharon Cosh, Governance Support Co-ordinator Date: 29th January 2018

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COURT AND COURT COMMITTEES SCHEDULE OF MEETING DATES – 2018/2019 ACADEMIC YEAR Meeting venues to be confirmed Court Monday 12th November 2018 2.30pm Monday/Tuesday 11th/12th February 2019 12 Noon Day 1 – 2pm Day 2 Thursday 25th April 2019 4pm Monday 24th June 2019 10:00am (followed by Lunch) Should business dictate, an extra-ordinary meeting of Court will be held on 10th September 2018 at 4pm. Audit & Risk Committee Wednesday 24th October 2018 4pm Tuesday 22nd January 2019 4pm Tuesday 26th March 2019 4pm Tuesday 28th May 2019 4pm Policy & Resources Committee Monday 22nd October 2018 4pm Monday 28th January 2019 4pm Tuesday 29th March 2019 4pm Monday 3rd June 2019 4pm Governance & Nominations Committee Tuesday 25th September 2018 4pm Tuesday 14th May 2019 4pm Remuneration Committee Tuesday 11th September 2018 4pm

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Graduation Ceremonies Summer: Hamilton 26th June 2018 Ayr 29th June 2018 Paisley 3rd, 4th, 5th July 2018 Winter: Dumfries 25th October 2018 Ayr 6th November 2018 Hamilton 8th, 9th November 2018 Paisley 14th, 15th, 16th November 2018 2018 PRIZE GIVING Thursday 15th November 2018 – Paisley Abbey

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