The place of useful learning

The University of Strathclyde is a charitable body, registered in Scotland, number SC015263

UNIVERSITY COURT – AGENDA Thursday 2 October 2014, 09.30 – 12.00

Court/Senate Suite, Collins Building

Apologies: None Declarations of interest: None

Introduction

1. Minutes of the meetings held on 25 June 2014 and 16 April2014 (special meeting re: National Physical Laboratory)

Paper A

2. Matters arising

3. Principal’s Report Oral

Substantive items

4. Student Recruitment update Paper B

5. National Student Survey report Paper C

6. Outcome Agreement 2013/14 self-evaluation report & guidance Paper D

7. Operating Plan 2014/15 Paper E

8. National Physical Laboratory update Paper F

Items for formal approval

9. Convener’s Actions Paper G

[Note: item postponed until 20 November meeting]

10. University Fellowship nomination Paper H

11. Report for Scottish Funding Council: internal review of quality Paper I

12. Scottish Code of Good Higher Education Governance Paper J

13. Corporate Risk Register Paper K

Items for information

14. Complaints Handling Annual Report Paper L

15. USS Pension Scheme consultation Paper M

16. 2014 Celebrations update Paper N

17. Court Members’ Appraisal & Survey Oral

Committee reports

18. Senate Paper O

19. Executive Team Paper P

20. Court Business Group Paper Q

21. Audit Committee Paper R

22. Estates Committee Paper S

23. Staff Committee Paper T

24. Remuneration Committee Paper U

Closing remarks

25. Any other business

Date of next meetingThursday 20 and Friday 21 November 2014, Ross Priory

1

MINUTES OF UNIVERSITY COURT

25 June 2014

Present: Richard Hunter (Convener) Principal Professor Sir Jim McDonald, Vice-Principal Professor Kenneth Miller, Dr Jack Perry, David Gray, Robin Crawford, Dr Archie Bethel, Marion Venman, Dr Jane Morgan, Margaret McGarry, Dr Rose-Mary Harley, Dr Veena O’Halloran (for Items 14-18), Professor Lisa Woolfson, Professor James Thomson, Professor Jim Fraser, Niall Sturrock, Kwaku Adjei, Roza Salih

Attending: Hugh Hall, David Coyle, Professor Tony McGrew, Professor Iain Hunter, Professor Susan Hart, Professor Scott MacGregor, Sandra Heidinger, Simon Jennings, Ray McHugh, Stella Matko, Dr Lewis Allan, Gary Paterson (Student President-elect), Mairi MacVicar (Student Vice-President-elect)

Apologies: Ronnie Cleland, Gillian Hastings, Jeremy Beeton, Councillor Stephen Curran, Professor

Niamh Nic Daeid

Welcome and apologies The Convener noted apologies and welcomed Gary Paterson and Mairi MacVicar as Student President-elect and Student Vice-President-elect respectively. There were no declarations of interest. 1. Minutes The minute of the meeting on 1 May 2014 was approved. 2. Matters arising Court congratulated University staff on the awards of:

Times Higher Education Leadership and Management Awards 2014 – Knowledge Exchange initiative of the year for the Engage with Strathclyde programme.

JISC iTech Awards 2014 - ‘highly commended’ citation for ‘Murder Mystery MOOCs: A novel way of storytelling to introduce forensic science.’

3. Principal’s Report

The Principal provided updates on the following key activities since the May meeting:

National Physical Laboratory

HE Policy and National Strategic Engagement – visit by Professor Alice Brown, Chair, Scottish Funding Council; SFC Strategic Dialogue Meeting; visit by Dr Lesley Thompson, Director of Sciences and Engineering, EPSRC

Engagement with UK, Scottish and other political representatives

International engagements, including visits to New York, Rio de Janeiro and Belo Horizonte

New senior appointments: Vice-Principal, Executive Dean of Science, Director of Estates Services, Vice-Deans and Heads of Departments

Launch of the Oil & Gas Institute

2014 Space School and 10th anniversary events

Children’s University Graduation

2

4. Q3 Business Report The third quarter Business Report was presented. The Chief Financial Officer commented on the improvement in the forecast surplus compared with the budgeted surplus, stability in income compared with Q2 and improvements in expenditure reduction against budget. A significant underspend on the single campus project and the deferred implementation of the new Finance information system was noted. The Director of Strategy and Policy commented on the stability in student numbers compared with Q2, with some modest growth in postgraduate research student numbers. The following points were noted in discussion:

Improvements in the processing speed of taught postgraduate applications

Improvements to the Business Reports for the following academic year

The University’s relatively low number of Rest of UK students and strategies to increase numbers

Increasing further the number of students who study abroad during their degree course

5. 2014/15 Budget and Financial Forecast The Chief Financial Officer (CFO) presented the draft budget for academic year 2014/15 alongside the draft four year financial forecast for submission to the Scottish Funding Council. The CFO noted that:

The budget is intended to facilitate the achievement of key strategic objectives, including the delivery of a surplus to provide the capacity for future investment

Projected operating surpluses are modest compared to the UK sector average of surpluses of 4% of income – work will be undertaken to allow for the projection of larger surpluses providing the University with greater ability to invest in staffing, estates, studentships and IT systems

Expected growth in SFC block grant income is likely to be modest

In-line with the Estates Strategy, cash balances will be reduced during the planning period with the drawdown of the European Investment Bank loan completed by spring 2015

The Treasurer signalled support for the draft Budget and future work to grow projected surpluses and noted possible changes to employer pension contributions as an area of uncertainty over the four year forecast period. The following points were noted in discussion:

The assumption that the REF 2013 results are budget-neutral

The repayment terms for the European Investment Bank loan

The size of the University estate relative to income generation and on-going work to improve efficiency, including the new Combined Heat and Power system

Student accommodation charges and related planned improvements to the estate

Improved in-year monitoring of performance through Business Reports and SUnBIRD (Strathclyde University Business Intelligence Reports & Dashboard) system

Court approved the draft budget and financial forecasts.

6. Strathclyde Business School update The Executive Dean of Strathclyde Business School provided an overview of the strategic priorities for the School and performance to date. Court noted indicators of excellence, including postgraduate and undergraduate UK and international rankings, quadruple accreditation for the School and the recent Small Business Charter Award. Increases in academic staff holding PhDs (to 72% of academic staff), a higher proportion of female staff than many UK benchmark institutions (36%), the ambition to double research income by 2016/17 and the major collaborative research themes for the School were noted. Court discussed the Business School’s strong performance in recruiting students from MD20 and MD40 backgrounds (over 10% of intake), the number of students who undertake an international experience (35% of home undergraduate students), the balance of research and teaching income and the potential for

3

income generation from businesses, including developing integrated offers with other areas of the University (for example the Technology & Innovation Centre). 7. Faculty of Science update The Executive Dean of the Faculty of Science provided an overview of the strategic priorities for the Faculty and performance to date. Court noted that the Faculty employs ~200 academic staff with a further 200 technical staff, 3100 undergraduate students, 157 taught postgraduate students and 450-500 postgraduate research students. It was noted that the Faculty has submitted 35 applications for funding under the EU’s Horizon 2020 initiative, is developing a strong research capability in quantum technologies and engages in knowledge exchange activities via the Chemistry Clinic and the Strathclyde Institute of Pharmacy and Biomedical Sciences Knowledge Exchange Hub. With regard to teaching, the Faculty recently won all four Student Association teaching awards, will seek to grow taught postgraduate courses in areas of research excellence and has seen rises in undergraduate entry tariff scores while remaining committed to widening access. 8. USSA Financial Statements 2012/13 and Budget 2014/15 The Student President introduced the Financial Statements (2012/13) and draft Budget (2014/15) for the Students’ Association. Court discussed plans to grow USSA reserves in future years, with the Chief Financial Officer to meet with the USSA Chief Executive and Student President to consider further over the summer period. Court approved the draft USSA budget for 2014/15 and noted the 2012/13 Financial Statements. 9. Governance Code implementation Court received an update on the implementation of the Scottish Code of Good Higher Education Governance and approved the following recommendations to assist in implementing the Code:

appointment of the the Vice-Convener as ‘Court intermediary’, with an agreed process for meeting without the Convener present if requested

adoption of the equality and diversity statement set out in the paper

revision of the terms of reference and composition for Remuneration Committee, as detailed in the paper

In addition, two minor amendments to University Regulations were approved:

including the terms of reference and composition of Court Membership Group in Regulations

amendment to the Regulation stipulating the Senior Officer named as Convener of Estates Committee, following the appointment of a new Vice-Principal

10. Court and Committee Membership Court approved the following recommendations from Court Membership Group:

Court Membership:

renewal of membership for Dr Jack Perry for a three year term, from 1 August 2014 to 31 July 2017

appointment of Alison Culpan for a one year term in the first instance, from 1 August 2014 to 31 July 2015

appointment of Malcolm Roughead OBE for a one year term in the first instance, from 1 August 2014 to 31 July 2015

appointment of Susan Kelly for a one year term in the first instance, from 1 August 2014 to 31 July 2015

Convener of Court: renewal of Richard Hunter’s appointment as Convener for a three year term, from 1 August 2014 until 31 July 2017

4

Vice-Convener of Court: amendment to Ordinance 2.1.3 as drafted in the paper and appointment of Ronnie Cleland as Vice-Convener for a two year term, from 1 August 2014 until 31 July 2016

Treasurer: renewal of Dr Jack Perry’s appointment as Treasurer for a three year term, from 1 August 2014 to 31 July 2017

Deputy Convener of Court (Estates): appointment of Marion Venman as Deputy Convener (Estates) for a two year term, from 1 August 2014 to 31 July 2016

Audit Committee: renewal of Paula Galloway’s co-option for a three year term, from 1 August 2014 to 31 July 2017

Court Business Group and Court Membership Group: appointment of Professor Lisa Woolfson for a two year term, from 1 August 2014 to 31 July 2016.

11. Values update Court noted an update on the implementation of the University Values. 12. Annual Health and Safety Report Court reviewed and noted the annual health and safety report, submitted by the Statutory Advisory Committee on Safety & Occupational Health. 13. Senate Court noted the Senate report and approved the conferment of four titles of Emeritus Professor as recommended by Senate:

Professor James Alexander, SIPBS (from 1 August 2014)

Professor Graham Coombes, SIPBS (from 1 August 2014)

Professor Alan Harvey, SIPBS (from 1 January 2015)

Professor Donald Christie, School of Education (from 1 August 2014) The following committee reports were noted by Court: 14. Executive Team 15. Court Business Group 16. Audit Committee 17. Estates Committee 18. Valedictions The Convener thanked the following Court members leaving at the end of the academic year for their commitment and service:

Vice-Principal Professor Kenneth Miller

Lay members David Gray (Deputy Convener, Estates) and Robin Crawford

Senate members of Court, Professor Niamh Nic Daeid and Professor Jim Fraser

Student President Kwaku Adjei and Student Vice-President Roza Salih Date of next meeting

Thursday 2 October, 09.30 – 12.00, Court/Senate Suite, Collins Building

LA, 30 June 2014

1

MINUTES OF UNIVERSITY COURT

16 April 2014 (Special Meeting)

Present: Richard Hunter (Convener) Principal Professor Sir Jim McDonald, Robin Crawford, Ronnie Cleland, Dr Jack Perry, David Gray, Gillian Hastings, Dr Jane Morgan, Jeremy Beeton, Kwaku Adjei, Margaret McGarry, Professor Niamh Nic Daeid, Dr Veena O’Halloran, Professor James Thomson, Councillor Stephen Curran, Roza Salih

Attending: Hugh Hall, David Coyle, Professor Iain Hunter, Professor Susan Hart (from 10.25am), Professor Scott MacGregor, Brian Green, Professor David Littlejohn, Simon Jennings, Professor Sara Carter, Jill Farrell, Darren Thompson

Apologies: Vice-Principal Professor Kenneth Miller, Dr Archie Bethel, Dr Rose Mary Harley, Marion Venman, Niall Sturrock, Professor Lisa Woolfson, Professor Jim Fraser

Welcome and apologies

The Convener noted apologies and explained that this was a special meeting of Court to seek approval for the University’s bid to lead and operate the UK Government’s National Physical Laboratory (NPL), in partnership with the Department for Business, Innovation & Skills (BIS) and the University of Surrey.

The Convener offered thanks to senior management, on behalf of Court, for the significant work undertaken so far to develop the bid proposal.

1. Matters arising

There were none.

2. National Physical Laboratory

[Reserved]

3. Any other business

There was none.

Date of next meeting

Thursday 1 May, 09.30 – 16.00, strategy session, Court/Senate suite, Collins Building

DT, 17 April 2014

Student Recruitment update [Reserved item]

Paper B

• Increased response rate to 68%, up one pointfrom last year and representing the views of 1693respondents.

• Improved on last year’s performance – 89%overall satisfaction score, up 3 points on 2013.

• Increases in 7 out of 8 sections.

• Maintained the score in the remaining section.

National Student Survey (NSS) 2014

Strathclyde headline results:

Paper C

Strathclyde results by section

2014 2013 difference

Teaching on my course 88 86 +2

Assessment & Feedback 64 62 +2

Academic Support 80 80 0

Organisation & Management 78 71 +7

Learning Resources 90 89 +1

Personal Development 87 85 +2

Overall Satisfaction 89 86 +3

Students’ Union 77 73 +4

Outcomes over recent years:

55

60

65

70

75

80

85

90

95

2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4

Learning Resources

Overall Satisfaction

Teaching on my course

Personal Development

Academic Support

Organisation and Management

Assessment and Feedback

Strathclyde UK HEIs Top Quartile Scotland

Teaching on my course 88 87 90 87

Assessment & Feedback 64 72 77 67

Academic Support 80 81 84 81

Organisation & Management 78 79 84 77

Learning Resources 90 86 87 87

Personal Development 87 82 82 83

Overall Satisfaction 89 86 90 87

Students’ Union 77 68 71 67

Strathclyde UK HEIs Top Quartile Scotland

Teaching on my course 88 1 -2 1

Assessment & Feedback 64 -8 -13 -3

Academic Support 80 -1 -4 -1

Organisation & Management 78 -1 -6 1

Learning Resources 90 4 3 3

Personal Development 87 5 5 4

Overall Satisfaction 89 3 -1 2

Students’ Union 77 9 6 10

Positive vs Negative feedback

27%

25% 17%

14%

9%

2%

4%

2%

NEGATIVE

3%

28%

41%

5%

7%

3% 10%

3%

POSITIVE

Assessment & Feedback

Course

Staff

Organisation & Management

Resources & Facilities

General Positive Comments

Personal & ProfessionalDevelopment

University Environment

Results – Communication and Review

• Detailed reports issued to Heads of Department/Schools for review and action.

• Presentation and discussion at Senate 10.09.14

• Presentation and discussion at Leadership Group 23.09.14

• Consideration at Quality Assurance Committee

Actions on Assessment & Feedback

• New Assessment & Feedback Policy and suite of guidelines presented by Lizann Bonnar and

approved by Senate on 10.09.14

• Resources for staff on communicating the policy

• New web platform for sharing effective practice going live in October

• Short videos on using Myplace to implement policy going live in October

• Enhanced use of Technology for on-line assessment and feedback

Next Steps - Staff

Resources for students

• Booklet on new policy and inter-relationship with personal development –

“Making the Most of your Assessment & Feedback at Strathclyde”

• Digital version on the student learning/teaching webpage

• “Reflect on your Feedback” stickers on paper copies of returned

assessments

• Continuing programme of events, workshops and sharing of good practice

• On-going student membership of Assessment & Feedback Working Group.

Next Steps - Students

• Review of the NSS, report on the Higher Education FundingCouncil for England website:www.hefce.ac.uk/whatwedo/lt/publicinfo/nss

• Opportunity for the UK sector to provide feedback on initialpoints and recommendations

• To be followed by testing in Autumn 2014, piloting in Spring2015, prior to formal consultation in Autumn 2015

• Any formal changes will take effect from Spring 2017

NSS Review

Key Questions

• Whether updated NSS should include questions on student

engagement (with their own learning, with the learning community and

with opportunities to input into the development of their own courses);

• Whether some existing questions that are very similar to each other

can be deleted;

• Whether some questions should be re-phrased in order to reduce the

prevalence of “yea-saying”, where students reply with the same

response to every question; and

• How practical barriers for students to complete the survey can be

overcome (developing a NSS app and discontinuing the postal survey).

NSS Review continued

• Any formal changes to the survey will take effect from Spring 2017. A secondpilot may be undertaken in 2016.

• An advisory group to oversee the piloting phase is being assembled, andScottish representation is being sought via the Universities Scotland PublicInformation Group.

• This review is part of the larger review of the public information landscape,KIS and the Unistats website.

• Strathclyde has responded to the consultation (via Universities Scotland) andwe have indicated a willingness to participate in the 2015 piloting exercise.

Outcome Agreement: Key points from SFC Guidance for agreements covering 2015-16 and Draft Self-Evaluation Report covering 2013-14

September 2014 - [Reserved item]

Paper D

National Physical Laboratory Progress Update - [Reserved item]

Paper F

The place of useful learning

The University of Strathclyde is a charitable body, registered in Scotland, number SC015263

Convener’s Actions

Date of Meeting: 2 October 2014

Paper Submitted by: On behalf of the Convener

Key contact(s):

Date of Production: 12 September 2014

The Convener has taken action on behalf of Court and approved the following matter.

Court is asked to homologate this action:

Appointment of Professor Atilla Incecik as Acting Executive Dean of the Faculty of Engineering

from 1 October 2014, following Professor Scott MacGregor’s appointment as Vice-Principal

Paper G

[Reserved]

2

University Fellowship nomination: [Reserved]

Background

1. The award of Fellowship of the University was established by Court in 1988, followingrecommendation by the University Management Group that ‘a new category of honorific awardwas required to show appreciation of notably long and distinguished services to the University’.1

2. Court resolved that:

(i) an honour entitled ‘Fellowship of the University’ be created;

(ii) Fellowship of the University be awarded sparingly by Court as a symbol of very high esteem arising from long and distinguished service to the governance of the University;

(iii) the Fellowship of the University be deemed to bestow on the recipient Membership of the University for as long as the Fellow shall live; and

(iv) Fellows of the University be afforded an appropriate place in the Order of Precedence at ceremonies and have an appropriate costume [later established as a blue silk gown with collar and open sleeves half the length of the gown and with facings of scarlet silk, worn with a stiff-brimmed black velvet Tudor bonnet.]

3. If approved, Senate will have an opportunity to comment on the nomination at their Januarymeeting, alongside the nominations for Honorary Doctorates.

Recent Fellowships

4. Over the last decade, Court has awarded University Fellowships to the following recipients:

Tom Monaghan, former Vice-Convener of Court and Treasurer - May 2004

Annabel MacNicoll Goldie, Member of the Scottish Parliament - November 2004

Andrew Hamnett, former Principal and Vice-Chancellor - May 2009

Dr Peter West, former Secretary to the University, 1990-2010 - May 2010

Dr Gerald Wilson, former Vice-Convener of Court - May 2011

5. In addition, former Convener of Court Fraser Livingston was awarded an Honorary Doctorate inthe June 2008 graduations.

Nomination for [Reserved]

6. [Reserved]

1 Court minute, 12 April 1988

Paper H

3

7. [Reserved]

Recommendation

8. Court is invited to approve the nomination of [Reserved] for the award of Fellowship ofthe University in recognition of [Reserved].

Annual Statement on Institution-led Review of Quality

Academic Year 2013-14 for the Scottish Funding Council

Introduction

1. This report provides the University of Strathclyde’s annual statement on institution-led review of

quality assurance and enhancement activity for the academic year 2013-14.

2. The implementation of the Performance Measurement Framework is bringing a step-change in

our institutional approaches to self-evaluation, strategic change management and monitoring of

progress against key targets. As an institution we are committed to taking a modern outlook to

generate new ideas, create opportunities and engage in effective partnerships across our

Education provision, and Research and Knowledge Exchange activities. Taking a pro-active,

reflective and self-evaluative approach is therefore critical to our success; both in terms of

defining our strategic goals and creating effective measures which demonstrate our progress

towards achievements.

3. As the academic governing body of the University, Senate plays a pivotal role in leading cross-

institution evaluation and monitoring of academic matters, including academic standards and

quality. All Education committees report to Senate, which considers all matters relating to the

strategic direction of our Education provision. The University’s committee structure oversees all

Education strategy, provision, monitoring and enhancement and continues to operate

effectively. The Education Strategy Committee, convened by the Vice Principal, provides

strategic direction with the Quality Assurance Committee overseeing our institutional quality

framework and the Learning Enhancement Committee focusing upon enhancement of learning

and teaching.

4. The Educational ethos and approach at Strathclyde is one of continual innovation to provide an

intellectually stimulating environment and build on our strengths in research and knowledge

exchange. Our strategic aim is to develop students who are engaged, enterprising, enquiring,

and ethically, globally and culturally aware. Progress in our strategic aims for Education is

monitored by our Education Strategy Committee, through a detailed action plan. The detail of

this plan was revised in 2013-14 to track activities across 8 high level themes, to detail reporting

routes and linkage with the University’s Performance Measurement Framework. Priorities

include a focus on assessment and feedback, curriculum enhancement and flexibility,

internationalisation and effective use of technologies.

5. In 2013-14 the University formally engaged with the QAA Enhancement-Led Institutional

Review (ELIR). In July 2014, the University was pleased to note the QAA’s confirmation of

secure arrangements for academic standards and quality enhancement at the University of

Strathclyde. Following the on-site visits that took place in February and March 2014, QAA

reviewers judged that the University has effective arrangements for managing academic

standards and enhancing the student learning experience. This is the most positive judgement

given by ELIR teams and means the University has robust arrangements for securing academic

standards and for enhancing the quality of the student experience.

Paper I

2

6. The University of Strathclyde was named UK Entrepreneurial University of the Year 2013/14

in the Times Higher Education awards. This prestigious title reflects Strathclyde’s status as a

leading international technological university and its founding mission to be a “place of useful

learning”.

Institution-Led (Internal) Review Activity

Overview

7. The Quality Assurance Committee of the University’s Senate has overall responsibility for the

quality assurance of the University’s academic provision and of the academic standards of its

awards through its oversight of annual and cyclical quality assurance processes. It considers

the outcomes of subject reviews from a holistic perspective and identifies issues that have

relevance and impact across the institution. Approaches to internal review appropriate to each

Faculty are approved by the Quality Assurance Committee of Senate, and Faculties must

conform to current Procedures and Guidelines for internal review set by the University in line

with its statutory responsibilities. This approach allows for a consideration of learning and

teaching alongside research and knowledge exchange activities, as well as the broader issues

of resources, leadership and management.

8. Responsibility for annual course and class monitoring and review lies at Faculty and

Department / School level and Annual Faculty Reports are considered jointly by the Quality

Assurance and Learning Enhancement Committees of Senate. These provide updates on

enhancement activities and confirmation that appropriate quality assurance is in place in each

of the four Faculties. As well as a reflective analysis of AY 2012-13, there continues to be a

strengthened focus on how each Faculty’s enhancement activities contribute to the delivery of

overall strategic priorities and the annual report template aligns with the ELIR methodology.

These reports are peer-reviewed and provide a valuable source of examples of good practice

for wider dissemination across all Faculties. The peer-review process was expanded this year

to include representatives of each of the other Faculties and the Education Enhancement team.

9. Student representation is integral to our internal review processes with a student representative

forming an essential part of the review panel membership. Meetings are also held with

representative groups of students to inform the deliberations of review panels. Students are

engaged and involved in academic quality in many ways; through class representation,

participation in Student-Staff Liaison Committees, University-wide focus groups, and

membership of Faculty Academic Committees. Members of the University of Strathclyde

Students’ Association (USSA) Executive Committee actively participate in key University

Committees including the Learning Enhancement Committee, Quality Assurance Committee,

Education Strategy Committee and Senate. The Teaching Excellence Awards initiative, led by

the Strathclyde Students Association, raises the profile of teaching and involves a high level of

student engagement. The University also encourages its students to play an active role in the

dialogue about its strategy and vision for the future.

10. The University’s preparations for its Enhancement-led Institutional Review (ELIR) conducted by

the Quality Assurance Agency (Scotland) in February / March 2014 were progressed by an

ELIR Working Group comprising representatives of each of the Faculties, Student Experience

and Enhancement Services including Education Enhancement, and the Students’ Association.

The process was led by the Vice-Principal via a senior ELIR Steering Group.

3

11. The University also participated in the QAA Review of Transnational Education (United Arab

Emirates) conducted in February 2014. This focussed on the Strathclyde Business School’s

MBA provision in the UAE. The University welcomes the acknowledgement of positive features

respecting its MBA programme in the UAE including the effective global organisation of the

MBA programme and the growing engagement with the local business community and is

pleased to report that the recommendations contained within the Report are already being

addressed.

Institution-Led (Internal) Review Schedule 2013-2014

12. Institution-Led (Internal) Quinquennial Reviews took place as outlined in the table below. As

the Strathclyde Business School had previously undergone a Faculty-wide Review in 2011-12,

only three reviews were conducted in 2013-14 (one in each of three remaining Faculties).

Faculty Department / School

Engineering Electronic and Electrical Engineering

Science Strathclyde Institute of Pharmacy & Biomedical Sciences

Humanities & Social Sciences Government and Public Policy

External Accreditation

13. Accreditation and re-accreditation visits by various PSRBs took place as outlined in the table

below. Unless otherwise stated, all visits led to the envisioned validation / accreditation / re-

accreditation being awarded.

Faculty Department / School / Course

Reviewing body Date of Visit

Engineering Architecture Royal Institute of British Architects (RIBA)

Revalidation Visit deferred to 2014/151

Engineering MArch in Architectural Design (International) now holds Part 2 RIBA exemption.

Royal Institute of British Architects (RIBA) 2

December 2013

Engineering MSc Urban Design Royal Town Planning Institute (RTPI)

February 2014

Engineering MSc/BSc Environmental Health

Royal Environmental Health Institute of Scotland (REHIS)

June 20143

Engineering DMEM Chartered Institute of Purchasing and Supply (CIPS)

renewed annually on application

Engineering Biomedical Engineering Health Professional Council

4 June 20144

Science BSc Mathematics and Statistics

Royal Statistical Society April 2013

Science MSc Forensic Science MChem Forensic and Analytical Chemistry

Forensic Science Society December 2013

Science Master of Pharmacy5 General Pharmaceutical Council (GPhC)

February 2014

Science MPharm 2+2 IMU, Malaysia6 General Pharmaceutical Council (GPhC)

May 2014

4

Strathclyde Business School

AACSB re-accredited for 5 years

February 2014

Strathclyde Business School

AMBA re-accredited for 5 years

March 2014

Strathclyde Business School

Small Business Charter April 2014

HaSS BA in Social Work Scottish Social Services Council

4 February 2014

HaSS Master of Social Work Scottish Social Services Council

5 February 2014

HaSS PG Cert in Mental Health Social Work

Scottish Social Services Council

17 February 2014

HaSS LLB Dual qualifying (Scots and English Law) LLB Graduate Entry Dual qualifying (Scots and English Law) PG Dip in English Law LLM in English Law

Law Society of Scotland; Law Society of England and Wales; Council of Legal Education (NI) including the Law Society for Northern Ireland

4 February 2014

Notes:

1 RIBA agreed to defer the planned re-validation visit in 2013-14 to 2014-15 as Architecture was moving to a new building and a reorganised department in September 2014

2 not previously reported 3 Extension requested as BSc will run out in one more year 4 Annual monitoring declaration letters received for MSci / BSc in Prosthetics and Orthotics 5 MPharm re-accredited for 6 years 6 MPharm 2+2 programme with IMU, Malaysia reaccredited until the programme is phased out, the last

intake being in January 2014

Review Outcomes

14. Senate has oversight of all internal review outcomes through the Senate Business Committee,

which receives Quinquennial Review reports submitted to the Quality Assurance Committee.

These are provided in Faculty reports to Senate and Senate also receives minutes of Quality

Assurance Committee meetings at which the Review reports are considered, highlighting any

commendations and recommendations.

15. The Quality Assurance Committee is the institution’s representative body of expertise for all

matters pertaining to the quality assurance of our education provision; reporting to Senate after

each meeting. The Quality Assurance Committee plays a key role in driving forward the

University’s academic quality framework, including monitoring of all internal reviews and

implementation of and reflection upon the UK Quality Code for Higher Education. A mapping

process was undertaken during 2013-14 to ensure alignment of the University’s academic

policies and practices with the Quality Code.

16. Outcomes from Quinquennial Reviews are reported to the Quality Assurance Committee, with

Vice Deans Academic taking responsibility for forward actions. Responses are monitored at

Faculty and institutional level through the Quality Assurance Committee.

5

17. The outcomes of external accreditation visits are considered at Faculty Academic Committees

and also reported to the Quality Assurance Committee on an annual basis; these were

considered at its meeting on 13 June 2014.

Areas of Positive Practice

18. A number of examples of positive practice have been identified, through both internal and

external review. As highlighted above, good practice is shared widely across the University to

ensure the continued enhancement of our learning and teaching. Examples of positive practice

are listed below, some of which (a-g) feature in the ELIR Outcome Report signifying an

external, robust and authoritative judgement:

a. The University has developed and communicated a clear strategy and vision, building on

institution-wide self-evaluation and involving significant organisational change. The strategic

leadership of the management team is evident and the strategic goal to become a leading

international technological university has been communicated effectively to staff and students.

b. The University has an effective and systematic approach to engaging staff in the delivery of

institutional strategy, demonstrated by the Accountability and Development Review (ADR)

process and 4 Pathways structure (academic, research, teaching and knowledge exchange).

c. The University has a strong commitment to widening participation, as demonstrated by its

proactive outreach strategies and collaborative initiatives which are specifically designed to

support non-traditional students in accessing the University.

d. The University has a culture of encouraging and supporting learning and teaching initiatives that

enhance the student learning experience. This is underpinned by the University’s use of

innovative and active experiential learning environments which enable students to learn in live

or simulated ‘real-world’ contexts.

e. The University’s Researcher Development Programme, which has a compulsory credit bearing

element, supports the systematic development of a range of professional skills and attributes for

all research students.

f. Priority is given to promoting and supporting student mobility. The University has evaluated

students’ experiences of study exchange and has used the outcomes of this evaluation to

enhance provision and identify ways of making mobility a more attractive, widely available and

viable option for all of its students, including those with disabilities.

g. The outcomes of student surveys and external examiners’ reports are systematically considered

as part of the University’s annual monitoring processes and are used to enhance the student

learning experience and inform institutional policy and practice.

h. The cross-faculty peer review feature of the University’s annual monitoring and reporting

processes has particular benefits in promoting the identification and sharing of good practice.

i. In 2014, after very substantial and dedicated effort to completely redesign the Master of

Pharmacy (MPharm) programme, starting from first principles, the programme was accredited

for six years by the General Pharmaceutical Council (GPhC) with no conditions or

recommendations attached.

j. The University introduced a more robust complaints recording and reporting process from 2013-

14, with outcomes and subsequent service improvements being reported to the Executive Team

and Court.

19. Our undergraduate and postgraduate course provision benefits from a high level of external

recognition of quality through both Professional, Statutory and Regulatory Body accreditation

and the positive reports from External Examiners, for example:

6

All external accreditations / re-accreditations were achieved with a range of positive

commendations and with no significant issues.

The University attaches high importance to External Examiners’ reports and the on-line

reporting mechanism gathers quantitative data as well as free text comments respecting the

overall quality of the degree programmes(s). Key headline messages underline that External

Examiners are taking their responsibilities seriously and providing full and constructive feedback

on strengths/weaknesses and recommendations for enhancement and that the standards of

teaching, learning and assessment at Strathclyde are high. This is reflected in the

achievements of our students which are comparable with those in other UK HEIs in which the

External Examiners have experience.

Areas for Development

20. Some areas for development have emerged, which are being addressed by the relevant

Department/School and Faculty, as well as considered at University level. Examples are listed

below and include some identified through the ELIR process (a-e):

a. The University will make demonstrable progress, within the next academic year, in revising its

approach to periodic institution-led review to ensure the revised process gives adequate

scrutiny to learning and teaching across all parts of the institution, considering the scope, focus,

granularity and consistency of implementation across the institution. This review has already

been scoped and will be progressed via a dedicated short-life Working Group.

b. Improving aspects of the assessment and feedback process is an institutional priority. The

University will continue to progress work to enhance assessment and feedback policy and

practice with a renewed focus on the scheduling and sequencing of assessments and the

related feedback. The Assessment and Feedback Policy and the suite of corresponding

procedures and guidelines were revised during 2013-14 for implementation in 2014-15.

c. The University will continue to explore ways in which there can be increased curricular flexibility

to enable more students to engage in the types of innovative and active experiential learning

that it is providing, for example through the Vertically Integrated Projects programme which

brings together students across disciplines and levels of study.

d. The University will take steps to ensure that our graduate attributes are referenced more

explicitly in curriculum development processes, to ensure these attributes are embedded in the

curriculum and to promote student awareness of their importance in learning and teaching.

e. The University will take steps to promote the equivalence of the postgraduate student

experience across the institution by developing an approach to staff workload planning that

recognised all aspects of learning and teaching, including research student supervision.

f. At the end of 2014, the Department of Electronic and Electrical Engineering (EEE) will face a

major structural change when a significant number of research staff move into the Technology

and Innovation Centre (TIC). This presents an opportunity to consider the evolution of the

Department and how it can be taken to the next level, but there will also be challenges in

retaining departmental identity, maintaining good communications, and managing academic

delivery.

g. The Review of the Strathclyde Institute for Pharmacy and Biomedical Sciences (SIPBS)

prompted a recommendation that the Institute encourage the establishment of initiatives for

PGR students to support their own learning, for example by seeking credits for involvement in

such activity through the Researcher Development programme (RDP) to encourage students to

participate.

7

h. The acquisition of feedback from postgraduate taught students on their learning experience

remains an on-going challenge as responses to the Postgraduate Taught Experience Survey

(PTES) are limited; however, views are sought through internal review mechanisms.

i. There will be a focus on the postgraduate student experience in 2014-15 involving liaison

between the Quality Assurance Committee and the Researcher Development Group to close

perceived gaps between the committees and processes.

j. The University is taking an holistic approach to reviewing PGT provision, reflecting upon this in

the context of mainstreaming internationalisation and a focus on the postgraduate student

experience will be explored through the Quality Assurance Committee.

Student Engagement

21. The University enjoys a highly productive relationship with the Strathclyde Students’

Association. Sabbatical officers participate in all senior University committees and the USSA

President has worked in collaboration with the institution’s Executive leads to represent the

students’ voice in the context of our Outcome Agreement by helping to set our institutional

targets in the area of Widening Access.

22. Monitoring the student experience is effected through a range of mechanisms, through

institutional level meetings between key Professional Services and Academic Leads, alongside

Student-Staff Liaison Committees, class evaluation and informal feedback.

23. The University’s preparation for Enhancement-Led Institutional Review has incorporated a

broad range of student views as part of an institution-wide consultation.

24. The Student Executive collectively participates in all self-evaluation activities led through our

University committees. All senior committees of Senate, along with all sub-committees, working

groups and special task groups have student representation from the appropriate Student

Executive members. This ensures that the student voice is at the heart of our evaluative

processes and is able to influence the output and implementations of key strategic activities

across the institution. Commonly, the Student Executive will reach out to the wider student body

through surveys and social media to capture a cross-section of views. Similar processes are

used by student representatives on Student-Staff Liaison Committees (class reps), and the

students who serve on Faculty committees.

25. The Principal holds monthly meetings with the President of the Students’ Association, and

meets other sabbatical officer holders on a regular basis. Through these meetings the Principal

is informed directly on matters of interest to the student body and the relevant sabbatical

officers are informed about key University developments. These meetings can also provoke

further reflective discussion within the formal committee environment, a recent example being

the Vice President Education’s focus on a Peer Support scheme, a new joint initiative between

the University and the Students’ Association.

26. Discussions to support Co-creation of the Curriculum are also being taken forward with USSA

via the Learning Enhancement Committee. Two pilot projects were currently underway, one in

the Department of Computer and Information Sciences and one in History in the School of

Humanities. It is anticipated that the practices and outcomes of the USSA Co-creation Pilot will

be shared through an informal event later in the year to inform the wider academic and

professional services community.

8

27. In 2013, the University of Strathclyde Students’ Association set a target to establish a student

peer support system. USSA focussed on creating a cohesive approach to peer support across

the University which could both encompass projects already in existence which fall under the

umbrella of peer support, and encourage the development of new projects. The USSA peer

support project is based on the idea of student volunteers drawing upon their experience and

knowledge related to their course and University to provide other students with academic,

practical and individual support. A main aim of the project is to nurture relationships between

students, creating a better sense of community cohesion (at the departmental, faculty and

university levels), and improving upon the student experience. It also aims to help students

adapt to their academic environment as it changes (and provide early, informal intervention

which could potentially improve progression and retention). Based on semester one research,

a pilot scheme was implemented in semester two involving five departments with a view to

establishing a system which could be adopted university-wide in 2014-2015

Annual Monitoring Processes

28. An overview of annual quality monitoring processes conducted under the auspices of the

Quality Assurance Committee is captured in Annex 1. It is anticipated that the membership of

the Quality Assurance Committee will be augmented in 2014-15 with the inclusion of a

representative from the Strategy and Policy Directorate in order to provide insight into the range

and granularity of data available for the purposes of quality monitoring and assurance.

Public Information about Quality

29. The Strategy and Policy Directorate is the key contact point for public information on our

strategic targets and wider institutional facts and figures including the verification and provision

of data used by league table compilers, and for internal queries relating to analysis of league

table position.

30. A range of performance measures and related data are collected, presented and analysed

across the University on both a routine and ad hoc basis. Refreshed annually using internal and

external data, the University’s Management Information Profiles (MIPs) present 3-year time

series figures for a wide-ranging set of data items and indicators, such as UCAS tariff points,

retention rates, undergraduate and postgraduate student population including data on retention,

student satisfaction, degree outcomes and destinations of leavers, CPD income and space

occupied. The MIPs are published internally on SharePoint at University-level and by

Faculty/Department. This data informs the analysis within the Faculty annual reporting process.

31. Through our phased Strathclyde University Business Intelligence Reports and Dashboard

(SUnBIRD) Project, we are working to meet internal information needs for readily-accessible

drill-down data from corporate data systems. This corporate management information project is

using a data warehouse and data visualisation software to present data in the form of

dashboards with accompanying reports.

32. The Student Surveys Team within the Student Experience and Enhancement Services

Directorate prepares analyses of a range of student survey data incorporating the NSS, PTES,

PRES and DHLE, along with an internal induction survey on the experience of first year

undergraduate students. The Strathclyde Undergraduate Student Survey - which asks students

who are new to Strathclyde about their levels of satisfaction on their course - was introduced in

9

2013-14. The Student Surveys Team works closely with the Faculties to manage and promote

engagement with external survey submissions. Summary outcomes from these surveys are

disseminated externally and internally via the Student Surveys webpage.

33. The introduction of the Key Information Set data return has seen the implementation of a

renewed approach to the external publication of undergraduate course information. The

University’s presentation of public information regarding all of its undergraduate courses is

consistent and accessible on the Unistats webpages through its participation in KIS. A formal

internal sign off process is in place to manage the quality of the data. The return has generated

a welcome consistency in the presentation and collation of information, with a new

undergraduate course web site now published online. Further opportunities for enhancement in

the collation, management and use of course data, identified through Key Information Set

implementation from 2012, have been incorporated into the Student Information and

Management Systems (SIMS) project on the management of curriculum data across the whole

student life cycle. Course prospectuses are published after consultation between the

University’s Marketing and Development Services Directorate and academic Departments and

Schools. All publications are signed off by a key contact nominated by the Head of Department.

34. The University recognises the importance of the internet in managing relations with the wider

public, from prospective students to employers, government agencies and funding bodies. The

Executive Team has endorsed the initiation of a Web Transformation Programme, which is

tasked with undertaking significant redevelopment of the University’s web presence. The project

is developing an ongoing strategy for an innovative and coherent web presence, along with

recommendations for continued development and governance beyond the lifetime of the initial

project. The Web Transformation Programme plays an important role going forward in our

strategic approach to our institutional management of public information, including course web-

pages, integrated KIS data, institutional prospectuses and detailed degree information.

35. All information relating to the institutional management of quality has been consolidated and is

available in the public domain. This includes a revised approach to the presentation of policy to

the student community. A former student Vice-President (Education) was engaged in a short

project to produce student friendly policy web-pages to contextualise institutional academic

policy in a more accessible tone for the student community. Our course regulations are

published externally and Senate approved a proposal to bring forward the deadlines for updates

to Course Regulations in the academic cycle. This will facilitate an enhanced approach to our

public dissemination of this information including our compliance with the terms of the Erasmus

University Charter.

Institutional Reporting on Quality

36. While the University Senate confers delegated responsibilities for detailed scrutiny of quality

assurance matters to the Quality Assurance Committee, significant matters of note will be

referred to Senate for consideration and approval. The University Court also has oversight of

institutional quality reporting via quarterly Court Business Reports. Quality assurance matters

are incorporated within reports on our Education provision.

37. Institutional reports on quality also incorporate external measures of quality. The results of the

NSS are an important source of data in the University’s quality assurance and enhancement

processes. At an institutional level, Senate reviews the high level results of the NSS and

participates in discussion on resulting institutional actions. The Quality Assurance Committee

reviews NSS results and monitors actions at a Faculty level. Pursuing curriculum enhancement

10

activities informed by feedback within the NSS is overseen by the Learning Enhancement

Committee.

38. In 2014, the University of Strathclyde's satisfaction rating rose by 3% to 89% in the annual

National Student Survey (NSS) in 2014. The University’s satisfaction score of 89% is 1% higher

than the averages for both Scotland and the UK as a whole. Strathclyde matched or improved

its performance in each of the survey’s eight categories, with particularly notable increases of

7% for Organisation & Management and 4% for Students’ Union. The University scored 9%

above the UK average for Students’ Union, 5% for Personal Development and 4% for Learning

Resources. Individual subjects, the strongest performances included Social Work – which was

10% above the sector average – Physics, Economics and Chemistry. The most significant

increases were in Social Work, Biology and Mathematics & Statistics.

39. The outcomes of the 2013 NSS have informed the work of an Assessment and Feedback

Working Group which conducted a comprehensive review of the institutional approach to

Assessment and Feedback during 2013-14. Led by an Academic Champion, the Group has

revised the University’s Assessment and Feedback Policy and suite of complementary

procedures for implementation in 2014-15, following consultation with a broad range of

stakeholders including the student body.

40. The Quality Assurance Committee also reviews feedback arising from the wider suite of student

surveys and other internal feedback mechanisms to monitor progress on actions from student

feedback.

Forward plan of Internal Reviews

41. A summary of the forward plan of internal reviews is attached as Annex 2.

Annual Statement of Assurance

42. In line with SFC guidance, an annual statement of assurance confirming that this report has

been endorsed by Court (the University’s governing body) will be signed by the Convener of

Court and returned under separate cover.

Further information

43. For further information, contact [Reserved].

2 September 2014

11

QUALITY ASSURANCE COMMITTEE – MAIN BUSINESS CONSIDERED ANNUALLY Annex 1

Annual Class Monitoring (UG IM PGT)

– overview of classes below 75% pass

rate

Review of progression and awards

(UG IM PGT PGR)

Overview and issues arising from

Complaints, Senate Discipline and

Senate Appeals Cases

Collaborative Provision – overview of

agreements, QAA Audit Visits

NSS Survey

Report on outcomes of NSS, High

Level Analysis and identification

areas of Good Practice (produced

by SEES)

PRES Survey

PTES Survey

Internal Review External Examiners

Annual Monitoring Student Feedback

Appointment of External Examiners

Appointment of Examining

Committees for PGR students

Summary Reports from External

Examiners and Departmental

Responses

Extracts from minutes of Faculty

Academic Committees

Overview and Key Trends

Faculty Reports: Quality Assurance

and Enhancement

Departmental Review – Issues

Relating to Learning & Teaching

PSB Accreditation Visits – outcomes

and recommendations

Institutional Statement on Internal

Review (approved by Senate and

Court)

V-D(A)s are required report on classes below 75% pass rate

Data drawn from Planning statistics to show key trends over a 4 year period

Where appropriate QAC makes recommendations to ESC for policy changes

Online database developed in 2010-11.Faculties undertake a full audit every 3years and report on provision annually.

Produced for joint meeting of QAC and LEC by Faculty Managers in consultation with V-D (A) and departments, incorporating peer review by another Faculty. Discussed extensively at Faculty level.Information gathered disseminated to appropriate areas in the University

QAC has approved School Reviews for HaSS Faculty and Faculty-wide review for SBS.Science and Engineering Faculties will continue with the system of Departmental Reviews. Review of institutional approach underway following ELIR 2014 recommendation.

A detailed analysis of student of the outcomes of the NSS is prepared for ESC and QAC. The ADP (L&T) and the Director of SEES have individual meetings with Deans, Faculty Managers and designated staff within each Faculty to discuss detailed results, trends, student comments, etc. Meetings are also held with staff from high performing areas (sharing of good practice) and low performing areas to address poor results and identify any support needed. The ADP (L&T) and the Director of SEES also visit high performing institutions to learn from their good practice.

On receipt EE reports are considered by HoDs/Course Directors who are required to respond directly to EEs and to the Centre. Using Sharepoint, EEs submit reports electronically and there is a built-in facility for HoDs/Course Directors to comment. Issues of significant concern are brought to the attention of the ADP (Learning and Teaching) and the relevant Vice-Dean (Academic). Summary reports are generated for scrutiny by Faculty AcademicCommittees initially and by QAC.

Annual report to Scottish Funding Council on internal review activity

12

Annex 2

University of Strathclyde

Schedule of Reviews

Faculty Type of Review Department/School/Degree Next review date Last Reviewed

Engineering Departmental Architecture 2015/16 2010/11 (April 2011);

2005/06 Engineering Departmental Biomedical Engineering

(NCPO & Bioengineering merged from 2012/13)

2014/15 (See below for dates of previous reviews)

Engineering Departmental Chemical and Process

Engineering

2017/18 2012/13; 2007/08 (May 2008);

2002/03Engineering Departmental Civil and Environmental Engineering 2015/16 2010/11 (Nov 2010);

2004/05

Engineering Departmental DMEM 2016/17 2011/12 (June 2012); 2006/07 (Apr 2007);

2000/01Engineering Departmental Electronic & Electrical

Engineering

2018/19 2013/14; 2008/09 (Jan 09); 2002/03

Engineering Departmental Mechanical Engineering 2014/15 2009/10; 2004/05

Engineering Departmental NAME 2016/17 2011/12 (May 2012); 2006/07 (Apr 2007)

Science Departmental Computer & Information

Science

2016/17 2011/12 (March 2012);

2006/07 - undertaken as a

University led review

(rather than Faculty-led).

Science Departmental Mathematics & Statistics

(Mathematics and STAMS merged from

2009/10)

2016/17 2011/12 (April 2012);

2006/07 - Maths;

2005/06 - STAMS

Science Departmental Physics 2014/15 2009/10 (Oct 2009);

2004/05 Science Departmental Pure and Applied

Chemistry

2017/18 2007/08 (Feb 08); 2012/13

Science Departmental Strathclyde Institute of

Pharmacy and Biomedical

Sciences

2018/19 2013/14; 2008/09 (Feb 2009)

Science Faculty Natural Sciences, BSc (Hons)

(Intake to the degree suspended from 2011/12 and only 2 students remaining)

2014/15 (no longer required given limited student numbers)

2009/10 (Dec 09) 2005/06

(Feb 06)

SBS Faculty Faculty-Wide Review 2016/17 2011/12 (November 2011) (See below for dates of

previous reviews)

HASS School Education (Childhood and Primary Studies,

Curricular Studies, Education and

Professional Studies, Community Arts)

2014/15 (See below for dates of

previous reviews)

HASS School Humanities (Creative and Aesthetic

Studies, English Studies, History, Modern

Languages)

2017/18 2012/13

(See below for dates of

previous reviews)

HASS School Psychological Sciences and Health

(Speech and Language Pathology,

Counselling, Sport and Psychology)

2016/17 2011/12 (March 2012)

(See below for dates of

previous reviews)

HASS School Social Work & Social Policy (Community

Education, Glasgow School of Social

Work, Geography and Sociology)

2014/15 (See below for dates of

previous reviews)

HASS School Government and Public

Policy (Government)

2018/19 2013/14; 2008/09 (Nov 2008) 2001

HASS School Law (Law School) 2015/16 2009/10 (Feb 2011)

13

University of Strathclyde

Previous schedule of Reviews

(taking into account structural re-organisation within

HaSS, SBS and Engineering)

Faculty Department/ School Last Reviewed

SBS Accounting and Finance 2008/09; 2001/02

SBS Economics 2008/09; 2000/01

SBS Hospitality and Tourism Management 01/04/2005 # See below

SBS Human Resource Management 2008/09 2002/3

SBS Hunter Centre for Entrepreneurship Established as an Academic Department 2007/8

SBS Management Established 2007/8

SBS Management Science May-07

SBS Marketing Apr-06

HaSS Childhood and Primary Studies 2005/06 2009/10* QMC considered and approved a request

that the requirements of Departmental Review had been

overtaken through a range of reviews (QMC 157.3)

HaSS Creative and Aesthetic Studies (merged with

Sport, Culture and the Arts wef 2008/9)

2007/08* 2005/06 *Excellence Review accepted and approved as

substituting for Departmental Review (QMC 123.3)

HaSS Curricular Studies 2007/08* 2004/05 *Excellence Review accepted and approved as

substituting for Departmental Review (QMC 123.3), QMC considered

and approved a request that the requirements of Departmental

Review had been overtaken through a range of reviews (QMC 222.2)

HaSS Educational and Professional Studies 2006/07. QMC considered and approved a request that the

requirements of Departmental Review had been overtaken

through a range of reviews (QMC 222.2).

HaSS Sport, Culture and the Arts 2007/08* 2003/04 *Excellence Review accepted and approved as

substituting for Departmental Review (QMC 123.3)

HaSS Glasgow School of Social Work June 2009 2003/04

HaSS English Studies 2006/07 (Dec 06)

HaSS Geography and Sociology Sociology: Faculty Review 2003. Geography: University Review

2002. Faculty Review and University Review accepted and

approved as substituting for Departmental Review (QMC 1571).

HaSS Government 2008/09 (Nov 2009); 2001

HaSS History 2006/07 (Jan 2007)

HaSS Modern Languages (restructuring w/ef

2009/10)

2004: University Review. University Review accepted and

approved as substituting for Departmental Review (QMC

157.1)

HaSS Psychology 2005/06 (Jan 2006)

HaSS Law School 2004/05 (April 2005)

Engineering Bioengineering 2009/10 (Dec 2009)

2003/04Engineering National Centre for

Prosthetics and Orthotics

2008/09 (Feb 2009)

# From session 2009/10, the activities of the Hospitality and Tourism Management Department were transferred to other

departments within the Faculty.

Scottish Code of Good Higher Education Governance

Background

1. The Scottish Code of Good Higher Education Governance was published in July 2013 and statesthat the Scottish Funding Council (SFC) will require institutions to follow the code as a condition ofgrant for public funding. Institutions are expected to comply with the Code’s Main Principles and toobserve the supporting guidelines by 1 August 2014.

2. The Scottish Funding Council published a guidance note on 4 September 2014, which confirmedthat compliance with the Governance Code is a condition of grant funding, with the caveat that‘there are certain areas where we consider tighter interpretation is required’, these being:• Comply or explain – if an institution feels unable to comply with a Main Principle of the Code,

it should contact SFC at an early stage rather than wait until publication of the annual financialstatements

• Effectiveness reviews – the annual internal effectiveness review should be ‘robust’ andsummarised results should be included in the financial statements.

• Small Specialist Institutions – SFC questions the need to make special reference to SSIs,given that the comply or explain approach already applies

• Review of the Code – SFC agrees that the Code should be reviewed after 3 years but thinksthat there should be a mechanism for earlier amendments in response to major or widely helddevelopments in good practice. SFC expects any review by the Scottish Chairs to be inclusiveand to capture the experiences of stakeholders and expects that the Code will be ‘enhanced’over time.

Progress made

3. In order to monitor implementation of the Code across the sector, the Committee of ScottishChairs and Universities Scotland have asked each institution to submit a response detailingcompliance with the Main Principles and supporting guidelines of the Code. The draft responsesare contained in Annex A (Main Principles) and Annex B (supporting guidelines) of this paper.

4. In summary, subject to approval of the recommendation in this paper, the University ofStrathclyde will be fully compliant with the Main Principles and will be observant of the supportingguidelines of the Code.

Standing orders

5. Court’s standing orders were last updated in July 2011 and require a small number ofamendments in order to be fully compliant with the Code. A revised version with changes markedup is contained in Annex C. The changes are to:

• Reflect in the standing orders previously agreed changes to the appointment and terms ofoffice of the Vice-Convener approved by Court in June 2013 and June 2014

• State that Court shall meet no fewer than four times a year (as per the Governance Code)• State that certain items in exceptional circumstances (likely relating to individual members

of the University or commercially sensitive material) may be declared as ‘closed business’and not open to discussion by the whole of Court (as per the Governance Code)

2

Paper J

Recommendations

6. Court is invited to approve:• The University’s submission to the Committee of Scottish Chairs and Universities

Scotland, which confirms compliance with the Code. (Annexes A and B)• Revised Governance Code-compliant standing orders for Court (Annex C).

3

The Scottish Code of Good Higher Education Governance Implementation of the Code

The Scottish Code of Good HE Governance was published in July 2013 and, through this report, the Chairs of the Scottish Universities are gathering information on institutions’ responses to the Code. Reports will be reviewed by the Universities Scotland executive, and a summary report prepared for consideration by the Committee of Scottish Chairs.

PART 1 of the Report sets out the Main Principles of the Code and, against each, asks you to state whether your institution complies with the Principle. Where it does not, you should explain why. PART 2 of the Report sets out the Supporting Guidelines and, against each, asks if your institution follows the Guideline. In respect of the Main Principles and the Supporting Guidelines, you are also asked to provide information on improvements in governance practice that have been introduced by your institution following publication of the Scottish Code, in July 2013.

PART 1 - Main Principles Compliant (Y / N)

If not, why not? Improvements made since July 2013?

GOVERNING BODY

Main Principle 1 Every Higher Education Institution shall be headed by an effective governing body, which is unambiguously and collectively responsible for overseeing the Institution’s activities. In discharging its responsibilities, it shall: • ensure the Institution’s long-term sustainability;• conduct its affairs according to specified ethical

standards;• have due regard to the interests of stakeholders and the

wider public;• determine the Institution’s future direction and set the

Institutional values;• ensure the protection of the academic freedom of

relevant staff in compliance with relevant legislationand its own governing instruments;

• ensure that it observes good practice in regard toequality and diversity;

• foster a suitable environment whereby knowledge maybe advanced and the potential of learners fulfilled; and

• take all final decisions on matters of fundamentalconcern to the Institution.

Y

Re: equality & diversity - advertisement of lay Court vacancies now include reference to a desire for diverse membership. Advertisements for vacancies in 2014 were placed in professional media, such as Women on Boards, with the intention of encouraging more female applicants.

LEGAL OBLIGATIONS

Main Principle/Supporting Guidelines Compliant? If not, why not? Improvements since July 2013?

Main Principle 2 The governing body shall ensure compliance with the governing instruments of the institution, as well as other appropriate legal obligations including any arising in connection with its charitable status.

Y

CONDUCT OF MEMBERS

Main Principle 3 The governing body and its individual members shall at all times conduct themselves in accordance with accepted standards of behaviour in public life which embrace selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

Y

FREQUENCY OF MEETINGS

Main Principle 4 The governing body shall meet sufficiently regularly and not less than four times a year, in order to discharge its duties effectively. Members of the governing body shall attend its meetings regularly and actively participate in its proceedings.

Y

STATEMENT OF PRIMARY RESPONSIBIITIES

Main Principle 5 The governing body shall adopt a Statement of Primary Responsibilities which shall include provisions relating to: • approving the mission and strategic vision of the

Institution, long-term business plans, key performance indicators (KPIs) and annual budgets, and ensuring that these have due regard to the interests of stakeholders;

• appointing the Head of the Institution (the Principal) aschief executive officer of the Institution and putting in place suitable arrangements for monitoring his/her performance. Both the appointment and the monitoring of performance of the Principal shall include

Y Statement of Primary Responsibilities updated to include references to appointment and monitoring of Principal to include consultation with all members of Court and ensuring quality of educational provision within the University

Page 2

Main Principle/Supporting Guidelines Compliant? If not, why not? Improvements since July 2013?

consultation with all members of the governing body; • ensuring the quality of Institutional educational

provision; • ensuring adherence to the funding requirements

specified by the Scottish Funding Council in its Financial Memorandum and other funding documents;

• ensuring the establishment and monitoring of systemsof control and accountability, including financial and operational controls and risk assessment, clear procedures for handling internal grievances and ‘whistleblowing’ complaints, and for managing conflicts of interest; and

• monitoring institutional performance against plans andapproved KPIs which, where possible and appropriate, should be benchmarked against other comparable institutions.

RESPONSIBILITIES OF MEMBERS

Main Principle 6 All members shall exercise their responsibilities in the interests of the Institution as a whole rather than as a representative of any constituency. The Institution shall maintain and publicly disclose a current register of interests of members of the governing body on its website.

Y Register published online (previously available on request)

THE CHAIR

Main Principle 7 The chair shall be responsible for the leadership of the governing body, and be ultimately responsible for its effectiveness. The chair shall ensure the Institution is well connected with its stakeholders, including staff and students.

Y

THE HEAD OF THE INSTITUTION Authority delegated to the Principal

Page 3

Main Principle/Supporting Guidelines Compliant? If not, why not? Improvements since July 2013? Main Principle 8 The Principal shall be responsible for providing the governing body with advice on the strategic direction of the Institution and for its management, and shall be the designated officer in respect of the use of Scottish Funding Council funds and compliance with that Funding Council’s Financial Memorandum. The Principal shall be accountable to the governing body which shall make clear, and regularly review, the authority delegated to him/her as chief executive, having regard to that conferred directly by the instruments of governance of the Institution.

Y

reviewed by Court at May 2014 meeting

MEMBERS Main Principle 9 There shall be a balance of skills and experience among members sufficient to enable the governing body to meet its primary responsibilities and to ensure stakeholder confidence. The governing body shall draw up and make public a full evaluation of the balance of skills, attributes and experience required for membership of the governing body, which shall inform the recruitment of independent members of the governing body. The membership of the governing body shall be regularly assessed against this evaluation. The governing body, having due regard to applicable law, shall establish appropriate goals and policies in regard to the balance of its independent members in terms of equality and diversity, and regularly review its performance against those established goals and policies.

Y

Court Membership Group has drawn up a balance of skills, attributes and experience required for Court membership – published in April 2014 alongside adverts for lay member vacancies. Court established appropriate goals and policies at June 2014 meeting.

Main Principle 10 The governing body shall have a clear majority of independent members, defined as both external and independent of the Institution. A governing body of no more than 25 members represents a benchmark of good practice.

Y

Page 4

Main Principle/Supporting Guidelines Compliant? If not, why not? Improvements since July 2013?

Main Principle 11 Appointments of the chair, and of members appointed by the governing body, shall be managed by a nominations committee, normally chaired by the chair of the governing body (except where the committee is managing the appointment of the chair’s successor) and which includes at least one appointed staff member (that is a member of staff of the Institution who has been elected or nominated and as a result serves on the governing body) and one student member of the governing body. To ensure rigorous and transparent procedures, the nominations committee shall prepare and publish written descriptions of the role and the capabilities desirable in a new member, based on a full evaluation of the balance of skills and experience of the governing body.

Y

Court has approved a change to the composition of Court Membership Group to add an appointed staff member of Court. Written descriptions of the role and capabilities desirable in a new member published in April 2014 alongside adverts for lay member vacancies.

When selecting a new chair, a full job specification including description of the attributes and skills required, an assessment of the time commitment expected and the need for availability at unexpected times shall be produced. In developing such a job description arrangements shall be put in place to consult staff and students before it is finalised. The selection process shall include a formal interview of short-listed candidates.

Y

When vacancies arise in the position of the chair, or in any of the members appointed by the governing body, they shall be widely publicised both within and outside the Institution. In doing so, specific reference should be made to the evaluation referred to at Principle 9 and also to the desirability of ensuring the diversity of the governing body’s membership.

Y

Recent vacancies widely advertised, with specific references made to Principle 9 and the desirability of ensuring diversity of Court

Page 5

Main Principle/Supporting Guidelines Compliant? If not, why not? Improvements since July 2013? INDUCTION Main Principle 12 The chair shall ensure that new members receive a full induction on joining the governing body, that thereafter opportunities for further development for all members are provided regularly in accordance with their training needs, and that appropriate financial provision is made to support such training in accordance with criteria determined by the governing body. In its Institution’s Annual Report the governing body shall report the details of the training made available to members during the year to which that Report relates.

Y

THE SECRETARY Main Principle 13 The secretary to the governing body shall be responsible for ensuring compliance with all procedures and ensuring that papers are supplied to members in a timely manner containing such information, and in such form and of such quality, as is appropriate to enable the governing body to discharge its duties. All members shall have access to the advice and services of the secretary to the governing body, and the appointment and removal of the secretary shall be a decision of the governing body as a whole.

Y

CONDUCT OF MEETINGS Main Principle 14 The proceedings of the governing body shall be conducted in an appropriately transparent manner, with information and papers published quickly and fully, except when matters of confidentiality relating to individuals, the wider interest of the Institution, including the observance of contractual obligations, or the public interest, demands.

Y

Non-reserved Court papers will be published from the 2014-15 academic year onwards.

Page 6

Main Principle/Supporting Guidelines Compliant? If not, why not? Improvements since July 2013? The governing body shall also ensure that the Institution has in place appropriate arrangements for engaging with the public and the wider communities which it serves.

REMUNERATION Main Principle 15 The governing body shall establish a remuneration committee to determine and review the salaries, terms and conditions (and, where appropriate, severance payments) of the Principal and such other members of staff as the governing body deems appropriate.

Y

The policies and processes used by the remuneration committee shall be determined by the governing body, and the committee’s reports to the governing body shall provide sufficient detail to enable the governing body to satisfy itself that the decisions made have been compliant with its policies.

Y

Policies and processes reviewed by Court at June 2014 meeting, with report provided at October 2014 meeting.

EFFECTIVENESS Main Principle 16 The governing body shall keep it effectiveness under annual review. Normally not less than every five years, it shall undertake an externally-facilitated evaluation of its own effectiveness and that of its committees, and ensure that a parallel review is undertaken of the senate/academic board and its committees. Effectiveness shall be assessed both against the statement of primary responsibilities and compliance with this Code. The governing body shall, where necessary, revise its structure or processes, and shall require the senate / academic board of its Institution to revise its structure and processes accordingly.

Y

In addition to an annual survey of Court members, the Convener has held individual meetings with Court members to review the effectiveness of Court and has reported the outcomes to Court.

Page 7

Main Principle/Supporting Guidelines Compliant? If not, why not? Improvements since July 2013?

Main Principle 17 The governing body shall reflect annually on the performance of the Institution as a whole in meeting long-term strategic objectives and short-term KPIs. Where possible, the governing body shall benchmark institutional performance against the KPIs of other comparable institutions.

Y

Main Principle 18 The results of effectiveness reviews, as well as of the Institution’s annual performance against KPIs and its progress towards meeting its strategic objectives, shall be published widely, including on the Institution’s website and in its Annual Report.

Y Annual performance against KPIs to be published after November 2014 Court meeting.

Page 8

The Scottish Code of Good Higher Education Governance Implementation of the Code

The Scottish Code of Good HE Governance was published in July 2013 and, through this report, the Chairs of the Scottish Universities are gathering information on institutions’ responses to the Code. Reports will be reviewed by the Universities Scotland executive, and a summary report prepared for consideration by the Committee of Scottish Chairs.

PART 1 of the Report sets out the Main Principles of the Code and, against each, asks you to state whether your institution complies with the Principle. Where it does not, you should explain why. PART 2 of the Report sets out the Supporting Guidelines and, against each, asks if your institution follows the Guideline. In respect of the Main Principles and the Supporting Guidelines, you are also asked to provide information on improvements in governance practice that have been introduced by your institution following publication of the Scottish Code, in July 2013.

PART 2 – Supporting Guidelines Is guideline followed

(Y / N)

Improvements made since July 2013?

GOVERNING BODY

Supporting Guideline 1.1 - Openness

The governing body should follow a policy of openness and transparency in the dissemination of its decisions.

Y

Supporting Guideline 1.2 - Accountability

The governing body should ensure that it can demonstrate due accountability for public funds.

Y

Supporting Guideline 1.3 – Strategic development

The governing body should play a key role in the strategic development of the institution … involved in the development and approval of the Institution’s strategic plan.

Y

Two Court strategy session per year, covering all five pillars of the University’s strategy

Main Principle/Supporting Guidelines Followed? Improvements since July 2013?

FREQUENCY OF MEETINGS

Supporting Guideline 4.1 – Standing Orders

The governing body should draw up standing orders to regulate the conduct of its business

Y

STATEMENT OF PRIMARY RESPONSIBIITIES

Supporting Guideline 5.1 - Appointment of the Principal

The selection committee for the appointment of the Principal should include an appointed staff member and a student member of the governing body.

Y

Supporting Guideline 5.2 - Appraisal of the Principal

In assessing the performance of the Principal, views should be sought from staff and student members of the governing body as well as independent members.

Y

Convener has sought views from all Court members ahead of Principal’s appraisal.

Supporting Guideline 5.3 - Delegation of powers

The governing body may delegate authority or allocate some of its work to committees, grant delegated authority to the chair or a committee to act on its behalf, and delegate responsibility to the Principal and other officers of the Institution. Such delegations must be clearly defined in writing and be formally approved by the governing body.

Y

Court approved revised schedule of delegated authority at May 2014 meeting.

Page 2

Main Principle/Supporting Guidelines Followed? Improvements since July 2013?

Supporting Guideline 5.4 - Information about governing body

Institutions should make available on their website a list of all members of the governing body, along with a brief biography of each member, the secretary’s email address which may be used to contact members of the governing body, and membership and terms of reference of key committees, including the audit and nominations committees.

Y Information now provided (with brief biographies to be uploaded after October Court meeting)

Supporting Guideline 5.5 - Audit Committee advice

Each institution’s audit committee is required to provide advice to the governing body annually on risk management, control and governance in advance of the governing body approving the audited financial statements.

Y

Supporting Guideline 5.6 – System of Risk Management

Institutions must have a sound system of risk management, control and governance. Essential elements of such a control system are: • effective review by governing bodies, finance and audit

committees each with an independent member majority; • control systems which include policies, objectives and

plans, management of key risks and opportunities, monitoring of financial and operational performance, physical safeguarding of assets, segregation of duties, authorisation and approval procedures, and information systems;

• an effective internal audit function which includes right ofaccess to the chair of the Audit Committee; and

• the identification and management of risks embedded inall business systems.

Y

Page 3

Main Principle/Supporting Guidelines Followed? Improvements since July 2013?

Supporting Guideline 5.7 - Financial Management

The annual budget must be approved by the governing body before the start of the financial year. In conjunction with the revenue budget, a capital budget must be prepared. The governing body and/or its finance committee should receive summarised financial performance information at regular points in the year.

Y

Supporting Guideline 5.8 – Financial Regulations

Institutions must have financial regulations and procedures. Financial regulations should specify the financial responsibilities and authority of the governing body, its committees, and staff. Financial procedures should specify processes to be followed in day-to-day financial transactions. There should be clear policies on a range of systems, including treasury management, investment management, risk management, debt management, and grants and contracts. These should be periodically reviewed.

Y

Supporting Guideline 5.9 - Audit and Value for Money

The Audit Committee should be a small, authoritative body which has the necessary financial expertise and the time to examine the Institution’s financial and risk management control under delegation from the governing body. The committee must produce an annual report for the governing body, including its opinion on the adequacy of the Institution’s risk management, control and governance arrangements, and arrangements for promoting economy, efficiency and effectiveness (VFM).

Y

Page 4

Main Principle/Supporting Guidelines Followed? Improvements since July 2013?

Supporting Guideline 5.10 – Procurement

Governing bodies should ensure that VFM in procurement is achieved through obtaining assurances that: • adequate procurement policies and procedures are in

place; and • policies and procedures are consistently applied, and

there is compliance with relevant legislation.

Y

THE CHAIR

Supporting Guideline 7.1 – Independent intermediary

The governing body should appoint one of its independent members to serve as an intermediary for other members who might wish to raise concerns about the conduct of the governing body or the chair. Led by the independent member so appointed, the members of the governing body should meet without the chair present at least annually to appraise the chair’s performance.

Y Vice-Convener has taken on this role.

Supporting Guideline 7.2 - The role of the rector at the four ‘ancient’ universities

The exact interpretation of the rector’s role in Court meetings is a matter for agreement by the Court of the individual institution concerned. That agreement should ensure that the person appointed as ‘chair’ can properly fulfil all of his or her responsibilities. Each Court should set that agreement out clearly in a protocol – whether by way of standing orders or otherwise – and candidates for each post should be made fully aware of this in information supplied to them before their appointment or election.

N/A

Page 5

Main Principle/Supporting Guidelines Followed? Improvements since July 2013?

MEMBERS

Supporting Guideline 11.1 - Nominations Committee

Membership of the nominations committee should include the chair of the governing body, at least three other independent members, the Principal and at least one appointed staff member and a student member of the governing body.

Y Membership amended to include one appointed staff member.

Supporting Guideline 11.2 - Terms of office

Independent members should be appointed for a given term, which should be renewable, subject to satisfactory performance….Continuous service beyond three terms of three years, or two terms of four years, is not desirable (although exceptions, such as retention of a particular skill or expertise, may be permitted)…. Where a member of a governing body is elected to serve as chair of the governing body he/she should automatically begin a new term of membership linked to the office.

Y

Supporting Guideline 11.3 -.Remuneration of independent members

Although a number of sectors now remunerate their non-executive directors for their services, in the Higher Education sector normal practice is to pay such incidental travelling and subsistence expenses or other allowances as the governing body may determine. This may include, for example, some compensation for lost income or expenses associated with caring responsibilities. In certain circumstances, however, it may be deemed appropriate to offer remuneration in the recruitment process for an independent member….Where a decision to remunerate is taken, payments should be commensurate with the duties carried out and shall be reported in the audited statement of accounts.

Y

Page 6

Main Principle/Supporting Guidelines Followed? Improvements since July 2013?

CONDUCT OF MEETINGS

Supporting Guideline 14.1 - Openness

Students and staff of the Institution should have appropriate access to information about the proceedings of the governing body. The Institution’s Annual Report should be circulated to academic and other departments and to the students’ representative body, and should be published on the Institution’s website. The agenda, draft minutes if cleared by the chair, and signed minutes of governing body meetings should be published on the Institution’s website.

Y Agenda, minutes and unreserved Court papers will be published on Court webpages from October 2014 meeting onwards.

Supporting Guideline 14.2 - Stakeholder engagement

The governing body should ensure that the Institution engages effectively with its diverse stakeholders. This may be done by public meetings, annual open meetings, economic or professional sector advisory committees, innovative use of information technology and engagement with local community planning bodies.

Y

Supporting Guideline 14.3 - Chairing of meetings

The role of the chair is crucial in ensuring the proper conduct of meetings, including ensuring that: • key officer are in attendance to support effective decision-

making; • their contribution is not allowed to direct the business of

the governing body; • their number normally does not exceed the number of

independent members present; • only members participate in formal decision-making; and• any member of the governing body is able to raise issues

relating to institutional management notwithstanding thepresence of senior officers.

Y

Page 7

Main Principle/Supporting Guidelines Followed? Improvements since July 2013?

REMUNERATION

Supporting Guideline 15.1 - Remuneration Committee

Membership of the remuneration committee should include at least three independent members (not necessarily members of the governing body), one of whom should be a member of the finance or equivalent committee, and from among whom a committee chair should be appointed. In addition, the membership should include the chair of the governing body. The Principal should be consulted on remuneration relating to other senior post-holders and should attend meetings of the committee, except when the committee discusses matters relating to his/her own remuneration.

Y

Convener of Court no longer chairing Remuneration Committee, Vice-Convener appointed as chair.

Supporting Guideline 15.2 - Publication of salary information

The remuneration committee should identify those posts in the senior team which are regarded as forming the senior executive team, and it should publish the salaries of this group of staff by salary band.

Y

Page 8

UNIVERSITY OF STRATHCLYDE

COURT

STANDING ORDERS

Interpretation of Standing Orders

1. Any dispute as to the interpretation of the following Standing Orders shall be resolved by theConvener of Court whose decision shall be final.

Appointment of Convener, Vice-Convener and Arrangement for Chairing of Meetings

2. The Convener of Court shall preside over meetings of the Court.

3. The Convener of Court is appointed from amongst the lay members of Court (i.e. thosemembers who are not members of staff or students of the University) initially for a period oftwo years, but may be re-appointed thereafter for a further three years, provided that noperson shall hold office for more than five consecutive years. The Convener will beappointed at the last ordinary meeting before the end of July in the year when theappointment is due for review on the basis of a recommendation from the Convener of CourtNominations Group.

4. In the absence of the Convener the Vice-Convener shall preside.

5. The Convener of Court, following consultation with the Deputy Conveners, shall nominate aVice-Convener for election by Court from among such of the Court members as are not members of staff or students of the University. The Vice-Convener shall hold office for two years and shall be eligible to hold office for a further three years thereafter, in addition to any period for which they have been co-opted as a lay member of Court. The Vice-Convener of Court is an annual appointment, elected by the members of Court from amongst the lay members of Court. The Vice-Convener will be elected at the last ordinary meeting before the end of July each year, on the basis of a recommendation from the Convener of Court Nominations Group. The Vice-Convener shall hold office for the ensuing year, commencing on 1st August, and shall be eligible for re-election provided that no person shall hold office as Vice-Convener for more than five consecutive terms of one year (Ordinance 2), in addition to any period of less than one year for which he/she may have been appointed in the case of a vacancy occurring in the office of Vice-Convener during the current year.

6. In the absence of both the Convener and the Vice-Convener, the members present shallelect a Convener for that meeting from among those members present who are notmembers of staff or students of the University.

Meetings of Court

7. The dates of ordinary meetings of Court in any year shall be approved by the Court prior tothe end of the preceding academic year. There will be no fewer than four ordinary meetingsin any academic year.

8. A Special Meeting of the Court may be called by resolution of the Court, or by the Convenerwhere he/she considers such a meeting is necessary and desirable, or if the Convenershould receive a written request signed by not fewer than one quarter of the members of theCourt specifying the matter(s) to be considered. Members will normally be given ten daysnotice of such a Special Meeting.

Quorum

Comment [LA1]: This merely updates the Standing Orders to reflect revisions to the Ordinances approved by Court in June 2013 and June 2014.

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

Comment [LA2]: Governance Code: Court shall meet ‘not less than four times a year.’

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

1

9. One-third of the membership of the Court shall constitute a quorum (Statute 2.6). If withinhalf an hour after the time appointed for a meeting a quorum is not present the Convenermay adjourn the meeting in accordance with Regulation 1.11.

10. The Convener may with the consent of any meeting at which a quorum is present (and shallif so desired by the meeting) adjourn the meeting, but no business shall be transacted at anyadjourned meeting other than the business left unfinished at the original meeting.

Procedure at Meetings of Court

11. A member who wishes an item of business to be discussed shall preferably identify that itemto the Convener either beforehand or at the start of the meeting, but it may be taken duringthe course of the meeting at the discretion of the Convener. Items of business which appearon the agenda but which are not identified for discussion will be assumed to have receivedthe approval of Court nem con and recorded as such in the minutes of the meeting.

12. A Member may speak on any item(s) of business which is before the Court for considerationor on points of information, points of explanation or points of order – unless the Convenerdeclares, exceptionally, that an item is ‘closed business’ for reasons of confidentially and istherefore not open to discussion by the whole of Court. ‘Closed business’ would normallyinclude matters relating to an individual member of the University or commercially sensitivematerial.

13. Motions which members wish to bring forward at any meeting must be communicated inwriting to the Chief Operating Officer in time to be entered on the Agenda, as provided inStanding Order 22. Motions and Amendments arising out of business on the Agenda maybe dealt with without being previously notified. However, before putting such a Motion orAmendment the Convener may require it to be placed in his/her hands in writing. All Motionsand Amendments must be proposed and seconded.

14. An Amendment, if moved and seconded, shall be put before the Motion to which it refers. Ifthere are two or more Amendments, they shall be put in the order determined by theConvener.

15. Except by permission of Court no member shall speak more than once on any Motion orAmendment provided that:

i) the proposer of any Motion or Amendment shall have a right of reply, and

ii) the seconder of any Motion or Amendment shall have a right to speak in any case inwhich he/she has seconded the Motion or Amendment in a formal manner withouthaving made a speech when so doing.

16. Any Motion or Amendment put to a meeting of Court shall be decided on a show of hands (ofmembers only).

17. Except as otherwise provided in these Standing Orders, a simple majority of the memberspresent and voting at any meeting shall be sufficient to carry any Motion or Amendment.

18. No Motion to alter or rescind any resolution passed within the preceeding six months shallbe competent except with the consent of two-thirds of the members present.

19. The Convener shall have both a deliberative and a casting vote.

20. All ordinary meetings of the Court shall terminate within three hours from thecommencement of the meeting unless Standing Order 31 is invoked. If the meeting hasbeen in progress for more than three hours opposed business will not be taken except by aleave of a majority of not less than two-thirds of the members present.

Formatted: Font: (Default) Arial

Comment [LA3]: Governance Code: ‘Certain items may be declared to be ‘reserved’, that is, business which for reasons of confidentiality is not open to discussion by the whole governing body. Such business should be kept to a minimum because of the general need for transparency and openness, but would normally include matters relating to an individual member of the Institution or commercially sensitive material’

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

2

Court Papers and Minutes

21. The Chief Operating Officer shall be responsible for providing secretarial services for theCourt.

22. Papers relevant to a meeting of the Court shall be issued one week in advance of themeeting. Late papers will be issued at the discretion of the Convener.

23. The Minutes of meetings of Court shall be circulated to members within two weeks of themeeting to which they refer.

Committees of Court

24. The Court may establish Committees of its members, and others as considered appropriate,to which it may delegate such powers or functions which it is itself competent to perform(Statute 2.24). The Court may also establish Joint Committees of Court and Senate to whichthe Court may appoint members of Court and the Senate may appoint members of Senate(Statute 2.2).

25. In addition to those specified in Statutes, the Court, consistent with its obligations under theterms of the Financial Memorandum between the University and the Scottish FundingCouncil, has established an Audit Committee, a Remuneration Committee and aNominations Committee.

26. Such committees may report direct to the Court or through an intermediate body as theCourt may determine.

27. Any member of the Court who is not a member of a given Committee may submit to theCommittee any matter within the Committee’s terms of reference, and the member of Courtreferred to shall be entitled to appear before the Committee to explain or support the saidmatter, but he/she shall not be entitled to vote thereon.

Removal of Convener or Member of Court

28. Under the terms of Ordinance 4.5 any member of the Court, other than an ex officio memberor a member of academic staff to whom Ordinance 4.3 applies, may be removed from officefor good cause by the Court.

29. Ordinance 4.5 defines ‘good cause’ as meaning:

a) conviction for an offence which may be deemed by the Court, as the case may be, tobe such as to render the person convicted unfit for the execution of the duties of theoffice; or

b) conduct of an immoral, scandalous or disgraceful nature incompatible with the dutiesof the office; or

c) conduct constituting failure or persistent refusal or neglect or inability to perform theduties or comply with the conditions of office whether such failure results fromphysical or mental incapacity or otherwise.

30. No member shall be removed from office for good cause by the Court unless he/she shallhave been given a reasonable opportunity of being heard.

Suspension, Amendment or Repeal of Standing Order

31. Any one or more of these Standing Orders may be suspended for any specified item ofbusiness by a resolution passed by not less than two-thirds of the members present andvoting.

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

3

32. These Standing Orders may be amended or repealed by the Court at any meeting providedthat any proposed amendment or repeal is stated in the papers of the meeting and isapproved by not less than two-thirds of the members present and voting.

GMcA Approved at Court on 2 October 201414th May 1999 Updated July 2011

Formatted: Font: (Default) Arial

Formatted: Font: (Default) Arial

4

Corporate Risk Register: Review of Top Risks - [Reserved item]

Paper K

Complaints Handling Procedure Annual Report 2013/14

Background

1. The Public Services Reform (Scotland) Act 2010 gave the Scottish Public ServicesOmbudsman (SPSO) new responsibilities and powers, specifically, to oversee thedevelopment of model complaints handling procedures (CHP) for each sector includinghigher education. The main aims of the model CHP are early resolution of a complaint asclose to the point of contact as possible and making best use of lessons learned fromcomplaints.

2. All Scottish universities were required to adopt the two stage model CHP by 30 August2013. Following the internal approval of a suitable procedure by Court, on therecommendation of Senate, the University implemented the CHP on 27 August 2013. TheUniversity’s Complaints Handling Procedure is available here:http://www.strath.ac.uk/media/ps/strategyandpolicy/ComplaintsHandlingProcedure.pdf

Recording and Reporting

3. It is a requirement of the SPSO’s model CHP that the University records all complaints andthat reports detailing key performance information are submitted quarterly to the ExecutiveTeam and annually to Court. SPSO Guidance indicates that such reports are expected tocontain:

performance statistics detailing: complaints volumes, types and key performanceinformation, e.g. on the time taken and the stage at which complaints were resolved

the trends and outcomes of complaints and the actions taken in response includingexamples to demonstrate how complaints have helped improve services

4. Annex A provides key performance information on the volume and types of complaintsreceived during 2013/14 and on the resolution times achieved. It also provides qualitativeinformation on some of the actions taken or recommendations made to deliver serviceimprovement in response to complaints received by the University during 2013/14. Inparallel with the introduction of the CHP, the University has developed a central recordingsystem enabling the production of the statistical reports at Annex A for the first time

5. This is the first year of operation for the CHP and it is a significant change from theUniversity’s previous complaints procedure. The most noticeable change is therequirement to record all complaints, including those resolved quickly by the member ofstaff who received the complaint. The previous procedure had no necessity to record suchcomplaints, therefore it is not possible to make comparisons with data from previous years.

6. It should also be noted that the data provided relates to a period of significant change andtransition as staff adapt to the new CHP. This has included the introduction of morechallenging timescales for dealing with complaints and a reduced number of internalstages along with the new requirement to record all complaints received.

7. To date, very few other Scottish HEIs have published statistics. This means thatcomparison across the sector is not possible for 2013/14 but it is anticipated indicativebenchmarking data should be available at the time of the second annual report to Court in2015 and there will also be the opportunity to compare internal data after two years ofoperation.

Summary Analysis

8. The University has recorded 79 complaints since the implementation of the new CHP inAugust 2013. The majority of complaints were received from students or former students ofthe University. Additionally, a number of complaints were received from members of the

Paper L

public and prospective applicants, making up almost 19% of the total number of complaints.

9. Complaints were received in all Faculties and across key Professional Services areas with,

unsurprisingly, the University’s largest Faculty, Humanities and Social Sciences, receiving the highest number and its smallest, Science, the lowest. Similarly, the number of complaints received by the Faculty of Engineering and Strathclyde Business School matched the respective sizes of their student populations as the second and third largest Faculties respectively.

10. Twenty percent of the complaints received concerned Professional Services directorates

focusing mainly in Estates, Information Services and Student Experience and Enhancement Services.

11. The percentage of complaints resolved at frontline (51% overall) steadily improved

throughout the year with the percentage of complaints requiring investigation falling correspondingly. This was in line with the expectation that the majority of complaints could and would be resolved at frontline without the need for a full investigation and that complaints resolved at this level would increase with increasing staff confidence in handling complaints effectively under the new procedure.

12. The average time taken to resolve frontline complaints fell throughout the year averaging

4.5 days, within the 5 day maximum stipulated by the procedure. The average time taken to investigate complaints also dropped but averaged 22.8 days, slightly above the 20 working days anticipated.

13. The sector had raised concerns regarding the viability of the 20 working day timescale for investigating complaints given the aspiration to ensure a thorough, proportionate and fair investigation, during the consultation period on the model CHP. Complaints which require liaison with external partners (e.g. school placement providers) carry particular difficulties for meeting the new timescales and this is evident from experiences so far. The one complaint recorded as “no response” was affected by both a school closure and the long term absence of a member of placement staff. The University had progressed this as far as practicable.

14. Nevertheless, the majority (59%) of investigations were carried out within the 20 working

day deadline and this number increased over the year as staff confidence and experience grew.

15. The most frequent types of complaints recorded were those relating to:

1. Staff Attitude and/or Conduct (23%) 2. Academic Support (16%) 3. University Policy, Procedures or Administration (14%)

16. The proportion of staff recording learning and action taken to improve services in future

has increased during the course of the year – a positive sign that staff engagement with the aims of the new procedure continues to grow. Some examples of this learning are included at Annex A.

17. Overall the procedure appears to be bedding in well. Confidence is growing among staff

handling complaints and with that timescales are reducing and the number of complaints resolved at stage 1 is increasing.

Recommendation

18. Court is invited to note the Complaints Handling Annual Report for 2013/14.

ANNEX A

Complaints Recorded 2013-14

Upheld, 4

Not upheld, 14

Partially upheld, 20

No response, 1

Investigation (Stage 2) Outcomes -27 August 2013 to 31 July 2014

59% of Investigations were completed within 20 working days. Average investigationtime = 22.8 working days

0

2

4

6

8

10

12

14

16

18

20

Complaints Received by Category 27 August 2013 to 31 July 2014

0

5

10

15

20

25

30

HaSS Engineering SBS Science InformationServices

EstatesServices

SEES HR

Complaints Received by Area 27 August 2013 to 31 July 2014

The University recorded 79 complaints during 2013/14

Number resolved at Frontline 40 (51%)

Number escalated to Investigation 39

(49%)

Frontline (Stage 1) - 27 August 2013 to 31 July 2014

73% of complaints resolved at the Frontline stage were handled within 5 working days.

Average resolution time for complaints resolved at Frontline = 4.5 working days

ANNEX A

Learning from Complaints – Examples

Complaint Category

Complainant

Complaint Learning/Recommendations

Facilities Student Lack of toilet facilities in the Library in the early morning.

Liaison with cleaning staff to ensure that Library toilets are available at all times during Library opening hours and only closed when being cleaned.

University Policy, Procedures or Administration

Member of Public

Complaint regarding UCAS application procedure for the Professional Graduate Diploma in Education.

Proposals for change now being drafted in discussions with other HEIs and UCAS.

Staff Attitude and/or Conduct

Student Complaint against a member of catering staff regarding the level of customer service provided.

Member of staff required to attend customer care training. Introduction of new coaching/observation training programme and higher level of manager presence within catering outlets.

Teaching and/or Assessment

Student Delay in receiving examination results

Spreadsheet created with checklist of markers and returns

Service Provision

Student Delayed visa application Team will examine checking procedures for visa extension applications.

University Policy, Procedures or Administration

Applicant for Study

Given impression that an application would be welcomed after previously having to withdraw from the course

Department advised to ensure that an applicant requesting feedback on a rejected application should be able to speak to the Academic Selector.

Facilities Student Attitude of security guard and of clear rules shown in the library. Signs were contradictory on types of food permitted.

Contradictory signage updated. Staff advised to direct students with hot food to cafe area.

Service Provision

Students Complaint relating to exchanges process

Review of exchange process and improved communication to students.

University Policy, Procedures or Administration

Member of Public

Interviewee unable to attend interview on date given and could not be offered alternative.

Definite date for interview given in advert where possible.

Reasonable Adjustment/Disability-related

Student Lack of support. Inaccessibility of materials. Discrimination.

Faculty policy developed to clarify the rationale and structure of take-home examinations set to fulfil the requirement for reasonable adjustments identified by Disability Services.

Teaching and/or Assessment

Student That the notes provided on Myplace for a class were poorly organised and did not have clear file names

Immediate remedial action taken to resolve the issue and make the available notes clearer.

Proposed changes to USS Pension Scheme

Background

1. The Universities Superannuation Scheme (USS) is the University’s principal pension

scheme. At the last triennial valuation of the USS scheme in March 2011, scheme

assets were estimated to be £32.4 billion and liabilities were estimated at £35.3

billion i.e. the scheme had a deficit of £2.9 billion. At 31 March 2013 the deficit had

increased to £11.5 billion. The results of the next triennial valuation at March 2014

will be published before the end of this calendar year and are also likely to show a

substantial deficit.

2. There are a number of reasons why the USS deficit has continued to increase since

2011 including: falling bond yields, reduced optimism about investment returns and

the increasing longevity of USS members.

3. The USS trustees and the employers are in agreement that a revised funding and

benefit plan must be put in place to deal with the larger deficit and address the

volatility in the USS funding level.

4. In the latter part of 2013, the USS trustees concluded a funding review of the scheme

and outlined their preliminary conclusions as to how the funding and investment

strategy of USS should be managed in the future. In early 2014, on behalf of the

employers, Universities UK (UUK) undertook a consultation exercise on the USS

proposals.

UUK Consultation - March 2014

5. The employers’ objective (as stated by Anton Muscatelli, Chair of the EmployersPensions Forum) “is for USS to remain affordable, attractive and sustainable formembers and employers, while addressing the deficit and reducing the risk of futurecontribution increases”.

6. Following the last triennial valuation in 2011, the final salary section in USS wasclosed to new members with all new staff entering a new section of the Scheme,where benefits are calculated by reference to career average salary (revaluedannually) rather than final salary. This change was intended to reduce the deficit overtime and to contain the cost of future benefits. However, this has not happened andinstead the deficit has continued to grow.

7. In the light of responses to the March 2014 consultation, the UUK Board reviewed

the main options for benefit reform relating to future service including: the extension

of the existing Career Revalued Benefit (CRB) section of the scheme to all members

(not just new members), a hybrid model incorporating career average and defined

contribution (DC) elements and a single DC scheme. In a defined contribution

scheme, sometimes called “money purchase scheme”, pension benefits are not

guaranteed and depend on the underlying performance of the fund into which

employer/employee contributions are paid. The UUK Board agreed that a hybrid CRB

option for future service which incorporated an element of DC in the approach should

be recommended as the basis for consultation with USS employers.

UUK Consultation – September 2014

8. UUK is now undertaking a fresh consultation on more detailed proposals which have

been developed in the light of the March consultation.

9. The key elements of UUK’s proposals are as follows :

a. Past Service: the final salary section will be closed to all future benefit

accrual for existing members from a specified date (this has been assumed

for modelling purposes to be April 2016). Benefits accrued prior to the date of

Paper M

change will increase in line with the Consumer Prices Index (CPI) but will not

be linked to an individual’s final salary.

b. Core Defined Benefits up to a salary threshold: Future benefits from the

effective date of the change would be on the existing CRB scale, subject to

an upper salary limit qualifying for defined benefits (the salary threshold). It is

suggested that the salary threshold will be “no less than £40,000 per annum”.

c. Additional Flexible DC pot: scheme members could elect to pay additional

contributions in respect of their pay up to the salary threshold. Additional

member contributions of up to 2% would be matched pound for pound by

employers.

d. DC benefits above the Salary Threshold: for pay above the salary

threshold scheme members would receive a contribution from their employer

of 12% of pay into a flexible DC pot. Scheme members would be required to

make a minimum contribution of 6.5% of pay.

e. Death in service and ill health: benefits to be provided “in a similar form as

under the existing CRB arrangements for salary up to the salary threshold”.

For salary in excess of the salary threshold details are still to be worked out.

10. The University’s draft response to the UUK consultation was considered by the Court

Business Group on 18 September 2014, following which it was submitted to UUK on

22 September. Institutions’ response to this consultation will provide the basis for

further discussion with UCU in the autumn and the submission of a proposal to the

USS Joint Negotiating Committee in November 2014.

11. Although the consultation is not yet concluded, the University and College Union

(UCU) has written to affected Universities to give notice of a ballot for industrial

action over USS. This ballot will confirm that there is a Trade Dispute between UCU

and the employer concerning proposed changes to USS and asks members if they

are prepared to take strike action and action short of a strike. The ballot opens on 1

October and will run until Monday 20 October 2014.

[Reserved section]

2

2014 Celebrations Update

1. Celebrations marking 50 years since the granting of the Royal Charter continued over the summermonths, with highlights including:

- Perch Carnival of Flying and Falling – a major public event which attracted c.2,000 members

of the public to Rottenrow Gardens on Saturday 19 and Sunday 20 July, marking the

beginning of Festival 2014, the cultural programme linked to the Commonwealth Games. In

addition, the Queen’s Baton Relay passed through the campus on Sunday 20 July, pausing at

George Wylie’s Maternity sculpture in Rottenrow Gardens for a photocall.

- A Golden Jubilee Garden Party on Thursday 14 August, commemorating 50 years to the day

since the Royal Charter was granted, with staff and students toasting past successes and

looking to the future.

- The launch of Dr Ronald Crawford’s book on the relationship between John Anderson,

Benjamin Franklin and George Washington, attended by c.80 friends and former staff of the

University. The event also included an exhibition of some of John Anderson’s letters and

papers held in the University Archive.

2. Highlights in the final quarter of the year include:

- The second series of Coffee House Lectures, running from Friday 26 September until

Thursday 20 November. Further information on the programme is available in Appendix 2.

- Faculty of Science Golden Jubilee Lecture - The Development of Motion Picture Camera

Zoom Lenses – given by Professor Iain A. Neil, recipient of the most technical Oscars held by

any living person (Tuesday 23 September).

- Faculty of Science Annual Lecture - What does it mean to be literate in the Age of Google? –

given by Dr Dan Russell, Uber Tech Lead, Search Quality and User Happiness for Google

(Wednesday 22 October).

- A Celebration of Engineering, marking the completion of the refurbished James Weir Building

on Wednesday 29 October, and featuring contributions from all five departments based in the

facility.

- Students at Glasgow School of Art are working on the design of a new ceremonial cap, to be

used by the Presiding Officer at Degree Congregations. They have begun developing

patterns using the motifs within the Strathclyde crest representative of the traditional fleur-de-

lis used for the robes, developing the theme of innovation on traditional. To continue with the

theme of innovation, the students will source and dye recycled and regenerated yarns of equal

quality to silk, and use jacquard loom technology to construct the fabric. Sampling will take

place in September, with a view to the Cap being handed over and ready to use at November

Degree Congregations.

- Fattorini of London has begun manufacturing the Strathclyde and Chancellor’s Medals.

Guidelines for nomination and award have been discussed with the Principal, the Director of

Human Resources and Operational Development. Further information, to be circulated to

Senate and the Executive Team, is available in Appendix 3.

Paper N

3

- Remembering Lord Kilbrandon – the second in the Kilbrandon Lecture series to be held at

Strathclyde, celebrating 50 years since Royal Charter and 50 years since the publication of

the Kilbrandon Committee’s report on the Children’s Hearing system. The keynote address

will be delivered by Rt. Hon. The Lord Hope of Craighead, immediate past Chancellor

(Thursday 27 November).

- The Law School will host the UK premiere of Soft Vengeance, a new documentary film about

the life and work of Dr Albie Sachs – South African Justice, human rights activist, honorary

graduate and newly-appointed Visiting Professor (Tuesday 2 December).

- Practical completion of Technology & Innovation Centre is due on Friday 28 November. A

selected audience of key partners in business and industry, officers of local and regional

government, opinion formers and funding bodies will be invited to an exclusive preview of the

state-of-the-art facilities on Tuesday 16 December, linking Strathclyde’s past and present to a

bright future in the last of the year’s Golden Jubilee celebrations.

4

APPENDIX 1

2014 Celebrations – outline programme

Date Event Target audiences

Key messages

Jan-Dec Golden Jubilee plaques manufactured and positioned across campus

Staff and students; alumni; general public

Strathclyde’s roots stretch back to the Enlightenment; Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society

Thu 19 February Topping-out of the Technology & Innovation Centre

Key partners in business and industry; funding bodies; media; opinion formers

Strathclyde engages with business and industry in a meaningful and innovative way; Strathclyde is a leading international technological university

February-June Anderson’s Oddities – a creative writing project inspired by John Anderson’s collection of scientific instruments, leading to an exhibition and publication in Archives & Special Collections

Staff and students; alumni

Strathclyde’s roots stretch back to the Enlightenment; Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society

6 March-19 June Coffee House Lectures – a series of 6-8 informal talks by Strathclyde academics in an after-work slot

General public, staff and students

Useful learning in action – Strathclyde academics exchanging knowledge in tradition of University’s founding professors

5

Fri 7 March Symposium in honour of Lord Hope

Staff, students and alumni of the Law School; Scottish and UK legal community; major donors & prospects

Honouring Lord Hope’s tenure as University Chancellor and as Deputy President of the Supreme Court. Celebrating 50 years of Strathclyde Law School

Thursday 24 April Children’s University Graduation – the first in Scotland, attended by Michael Russell MSP, Cabinet Secretary for Education and Lifelong Learning

School pupils, parents and teachers; local and regional government; media; educationalists

Strathclyde is pioneering work which raises the aspirations of young people; widening access

Mon 28 April – Fri 1 May

Engage with Strathclyde Week – a programme of events showcasing our Knowledge Exchange agenda

Academic community; students; key partners in academic community and public/private sectors

Strathclyde is performing at a high level against all sections of our institutional strategy

Wed 30 April University Day Dinner – hosted by the Chancellor, with particular focus on our Golden Jubilee. After-dinner speaker is Prof. Bertil Andersson, President, Nanyang Technological University.

Government; opinion-formers; high net-worth individuals and donors; business and academic partners; leading alumni; media

Strathclyde is a leading international technological university which is transforming lives in Scotland, the UK and across the world

Thu 1 May Strathclyde: Going for Gold – an evening event celebrating the sporting success of Strathclyders at the Commonwealth Games

Staff and students; alumni; donors and prospects

Strathclyde supports and encourages students to achieve their full potential; the Strathclyde family is successful, diverse and growing; Strathclyde makes a significant and tangible contribution to society

Tue 13 May A Strathclyder in the World – a seminar celebrating the publication of Prof. Richard Rose’s memoirs, which will consider how the University and the study of Public Policy has changed over the past 50 years, and look to the future

Academics within/ outwith the University; students; alumni; donors & prospects; media

Strathclyde recognises its heritage, using it to shape its present and future, and makes a significant/ tangible contribution to society

6

Wed 4 June Lecture celebrating the life and work of Frank Leslie, pioneer of Liquid Crystal Display

Academics within/ outwith the University; students; alumni;

Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society

Tue 17 June Professoriate Lunch Academic leaders within the institution

Their role in delivering Strathclyde’s strategic plan as we reach 50 years as University and look to the next 50

Thu 26 June – Fri 4 July

Summer Degree Congregations – honorary graduates will inspire graduands and their families, and emphasise Strathclyde’s global network

Graduands and their families; academics within/outwith the institution; partners; University family; major donors & prospects; general public; media

Strathclyde is producing graduates capable of taking a leadership role in society; Strathclyde is a global network university; Strathclyde is a Leading International Technological University

Sat 19 – Sun 20 July

Perch Carnival of Flying and Falling, Rottenrow Gardens – part of Festival 2014 (Commonwealth Games cultural strand), a collaboration with organisations in Campinas (Brazil)

Staff and students; general public locally, nationally and internationally; media

Strathclyde is a global network university; Strathclyde supports and is contributing to the Glasgow 2014 Commonwealth Games

Thu 14 August 50th Anniversary of Royal Charter – Golden Jubilee Garden Party

Staff and students Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society

7

August Principal’s visit to Malawi – celebration of historic links between Strathclyde and Malawi

Media; Scottish and Malawian governments; staff and students

Strathclyde is a global network university; Strathclyde makes a significant contribution to society and works “for the good of mankind”

Thu 4 September Formal launch of Dr Ronald Crawford’s monograph: Professor Anderson, Dr Franklin and President Washington

Academics within/ outwith the University; students; alumni; donors & prospects; media

Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society

Tue 23 September Faculty of Science Golden Jubilee Lecture, given by Professor Iain A. Neil: The Development of Motion Picture Camera Zoom Lenses

Academics within/ outwith the University; students; alumni; donors & prospects; media

The Strathclyde family is successful, diverse and growing; Strathclyde makes a significant and tangible contribution to society; Strathclyde is a leading international technological university

Fri 26 September – Thu 20 November

Coffee House Lectures – autumn series (further information in Appendix 2)

General public, staff and students

Useful learning in action – Strathclyde academics exchanging knowledge in tradition of University’s founding professors

Wed 22 October Faculty of Science Annual Lecture – Dr Dan Russell Uber Tech Lead, Search Quality and User Happiness for Google: What does it mean to be literate in the Age of Google?

Staff and students; alumni; donors and prospects; business and academic partners; media

Strathclyde engages with business and industry in a meaningful and innovative way; Strathclyde is a leading international technological university

8

Wed 29 October Celebration of Engineering in the completed James Weir Building, incorporating contributions from all five departments based in the facility

Staff, students & alumni; donors & prospects; media; business and academic partners

Strathclyde is a leading international technological university; Strathclyde engages with business and industry in a meaningful and innovative way; Strathclyde is making significant investments to upgrade and modernise its campus

Sat 1 November Gala Dinner celebrating 50 years of Strathclyde Law School

Staff, students and alumni of the Law School; wider legal community in Scotland; opinion formers

The Law School is innovative and influential

Tue 11 – Fri 14 November

Autumn Degree Congregations – honorary graduates will inspire graduands and their families, and emphasise Strathclyde’s global network

Graduands and their families; academics within/outwith the institution; partners; University family; major donors & prospects; general public; media

Strathclyde is producing graduates capable of taking a leadership role in society; global network university; Leading International Technological University

Tue 11 – Fri 14 November

First use of Golden Jubilee Cap gifted by Glasgow School of Art at Degree Congregations

Graduands and their families; academics within the institution; general public; media

Strathclyde is innovative and recognised as being so by other institutions; Strathclyde works in partnership with other institutions

November (TBC)

First Strathclyde Medals awarded at Degree Congregations

Graduands and their families; academics within/outwith the institution; partners; University family; major donors & prospects; general public; media

Strathclyde works in partnership with a wide range of individuals and organisations, and recognises the contribution of those partners

9

Wed 26 November Lecture given by Gavin Halbert (SIPBS) around the work of Professors Bill Bowman and John Stenlake, pioneers of Atracurium, and Professor Alexander Florence, the first JP Todd Professor of Pharmaceutics – all three are recipients of Golden Jubilee plaques

Academics within/ outwith the University; students; alumni;

Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society and works “for the good of mankind”

Wed 26 November Graduates’ Association fashion show - Malawi 5-0 – celebrating a triple jubilee: 50 years since Royal Charter, 50 years of the Graduates’ Association, and 50 years since the creation of Malawi

Staff and students; alumni; donors and prospects

Strathclyde is a global network university; Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society and works “for the good of mankind”

Thu 27 November Remembering Lord Kilbrandon: celebrating 50 years since Royal Charter and 50 years since the publication of the Kilbrandon Committee’s report on the Children’s Hearing system. Keynote address delivered by Rt. Hon. The Lord Hope of Craighead, immediate past Chancellor

Staff and students; alumni; donors and prospects; business and academic partners; national and local government; media

Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society and works “for the good of mankind”

Tue 2 December UK premiere of Soft Vengeance, a new documentary film about the life and work of Dr Albie Sachs – South African Justice, human rights activist, honorary graduate and newly-appointed Visiting Professor with the Strathclyde Law School

Staff and students; alumni; donors and prospects; business and academic partners, specifically within the legal community; national and local government; media

Strathclyde makes a significant and tangible contribution to society and works “for the good of mankind”; Strathclyde is a leading international technological university; Strathclyde is a global network university

10

Wed 3 December Official launch of the Strathclyde International Public Policy Institute

Key partners in business and industry; local and regional government; opinion formers; funding bodies

Strathclyde engages with business and industry in a meaningful and innovative way; Strathclyde is a leading international technological university

Tue 16 December Exclusive preview of the Technology & Innovation Centre

Key partners in business and industry; local and regional government; opinion formers; funding bodies

Strathclyde engages with business and industry in a meaningful and innovative way; Strathclyde is a leading international technological university

Throughout the year Archives & Special Collections blog - the University of Strathclyde in 50 items - http://stratharchives.tumblr.com/

Staff and students; alumni; general public

Strathclyde’s roots stretch back to the Enlightenment; Strathclyde recognises the value of its heritage and uses it to shape its present and future; Strathclyde makes a significant and tangible contribution to society

11

APPENDIX 2

Coffee House Lectures – autumn series

This autumn, Strathclyde continues its series of Coffee House Lectures inspired by the legacy of

founder John Anderson, whose vision was of a ‘place of Useful Learning’ bringing education to the

citizens of the city.

2014 sees Strathclyde celebrating 50 years since the award of its Royal Charter. However, the

institution’s roots reach back to the ‘white heat’ of the Scottish Enlightenment, when the combination

of caffeine, gossip and intrigue made coffee houses hotbeds of comment, debate and the exchange of

new ideas. These informal talks by some of Strathclyde’s leading academics aim to invoke the spirit

of the Enlightenment by inspiring curiosity, discussion and debate.

All events will take place in Tinderbox Ingram Street – they’re free to attend, and there’s no need to

register in advance. Talks begin at 17:30, and will be followed by an open discussion.

Friday 26 September – Explorathon: The Lawless Internet?

Meryem Horasan is joined by Jason Jolley of the University of Glasgow in an exploration of the law

on the internet and privacy vs freedom of information. Meryem considers whether we have the right to

be forgotten on the internet, and how this might work in practice, while Jason discusses who controls

the internet, and whether individuals’ rights are being sufficiently protected, as more and more

companies data mine internet usage and track our every online move. More information at

www.exlporathon.co.uk/glasgow

Thursday 2 October – Facebook and young women’s body image: the good, the bad and the

pretence

In a survey of female university students, more time on Facebook was related to poorer body image

and more comparisons to the bodies of others. 10% of women talked about exercise, weight loss or

food/diet directly on their timeline. Dr Petya Eckler, a lecturer in Journalism, considers this and other

research which suggests that women tend to present an ideal self online.

Thursday 16 October - Around the World in Eighty Minutes: The Future of Airline Travel

Recent advances in aeronautical engineering hold the promise of a world in which all of the major

centres will be no further than two hours apart by commercial air travel. Professor Richard Brown of

Strathclyde’s Centre for Future Air-Space Transportation Technology considers the technological

challenges that still need to be overcome to make this world a reality, and explores the sociological

impact of such a revolution in global connectivity.

12

Thursday 23 October – Maintaining a 200 year-old vision: can Strathclyde still be ‘a place of

useful learning’ in the 21st century?

At Strathclyde, we believe that our students make a difference. Amanda Corrigan, Director of

Student Experience in the School of Education, will discuss how its students plan, develop and lead

learning and development opportunities for their peers and for the wider education community.

Amanda will also discuss the School’s innovative first year placement scheme, which saw students

commit 18,000 hours to community projects in 2013-14.

Thursday 30 October – Glasgow pub typologies

Andy Campbell, co-founder of award-winning architectural practice Dress for the Weather and Tutor

in Strathclyde’s School of Architecture, examines the evolution and changing design of the pub in

response to wider cultural, social and political contexts. Andy will use pubs in Glasgow to illustrate

their development from pre-Victorian times to the present.

Thursday 6 November - Does the First World War matter to a Modern Scotland?

How did Scots experience the First World War in literature and popular culture, and how did they

feature in others’ representations of war? Did the war have a long-term impact on how we imagine

Scotland? Dr David Goldie, Senior Lecturer in English, offers a provocative look at issues of

independence and union in the Scottish experience of war.

Thursday 13 November - What the Frack?

Extracting shale gas by fracking has become a hot topic due to the controversies surrounding the

environmental risks associated with this method. Despite its high media profile, there is much

uncertainty in people’s minds about the impact such technology could have. Civil and Environmental

Engineering’s Professor Zoe Shipton, along with Dr Clare Bond of the University of Aberdeen, will

outline the scientific research behind some of these myths, in a bid to help people engage in the

ongoing debate.

Thursday 20 November - Asteroids: threat or opportunity?

Asteroids are a large group of celestial objects with the most intriguing variety of shapes, orbits,

composition, gravity fields. Professor Massimiliano Vasile of Strathclyde’s Advanced Space

Concepts Laboratory considers why we are interested in these objects, how we can control their

motion and whether they represent a threat or an opportunity.

13

APPENDIX 3

Guidelines governing the award of the Strathclyde Medal and the Chancellor’s Medal

The Strathclyde Medal

The purpose of the Strathclyde Medal is to recognise individuals who have made an important

contribution to the University, to Glasgow, and to the wider world. Between 10 and 20 medals will be

awarded each year, at the discretion of the Principal and Vice-Chancellor. Awards will be split roughly

equally between internal and external candidates:

External candidates

Candidates will normally be nominated by the Principal and Vice-Chancellor.

In addition, the Honorary Degrees Advisory Panel may agree that the award of a Medal would

be a more appropriate honour for some candidates nominated for an Honorary Degree. In

some circumstances, it may be appropriate to award a Strathclyde Medal to individuals who

already hold honorary doctorates or fellowships of the University.

Medals will be presented at Degree Congregations in summer and autumn, or at special

ceremonies at other times in the year. There will normally be a number of candidates

presented with their awards in a single ceremony, preceded by a short oration from the

Presiding Officer or other senior academic of the University.

Internal candidates

Nominations will be sought at all levels of the organisation, with support from Executive Deans,

Heads of Department and Professional Services Directors. Successful candidates will be

chosen by a panel Chaired by the Director of Human Resources, working to criteria closely

linked to the agreed values of the University values. In addition, the Principal and Vice-

Chancellor reserves the right to identify and recognise those who have made particular

contributions to the reputational enhancement of the University and/or through distinct

professional achievement. Medals will be awarded at a special event focussing on University

values, hosted by the Principal and Vice-Chancellor in May/June each year.

The Chancellor’s Medal

The Chancellor’s Medal is regarded as one of the highest honours the University can bestow and is,

accordingly, restricted to one recipient each year. Candidates must have demonstrated an

outstanding contribution to public life, and will normally be operating at an international level. Their

work should exemplify the sentiment of the University’s founder that the institution should exist for ‘the

good of mankind’.

Nominations will be sought from Executive Deans and Heads of Department; Professional Services

Directors; and members of Court and Senate. Candidates will be considered by the Honorary

Degrees Advisory Panel, though ultimate approval rests with the Principal and Vice-Chancellor,

following advice from the members of the Panel.

14

The Medal will be presented by the Chancellor at the annual University Dinner, with the recipient

considered as guest of honour and invited to deliver a keynote address after dinner.

Alumni Community

As with Honorary Graduates, recipients of both the Strathclyde and the Chancellor’s Medal will be

admitted to the University’s community of honorary alumni.

Striking the medals

Both Medals will be designed and struck by Thomas Fattorini Limited, the UK’s foremost makers of

medals of this nature, in operation since 1827. Both medals will be strung on a loop of navy blue

ribbon and presented in a blue case with the University’s armorial bearings in silver foil on the lid.

Timeline

The first of the Strathclyde Medals will be presented at Degree Congregations in November 2014, with

the first award of the Chancellor’s Medal made at University Dinner in April 2015.

Report to Court from Senate

Senate met on 10 September 2014.

The following items were discussed or approved by Senate and are provided here to Court for approval:

1. Annual Statement on Institution-led Review of Quality 2013-14Senate approved the Annual Statement on Institution-led Review of Quality for Academic Year 2013-14. The University is required to submit a final report to the Scottish Funding Council (SFC) by 30 September 2014. Senate recommended to Court that the report be endorsed.

2. Amendments to Constitutional Regulations – Boards of StudyIn the interests of transparency and consistency, it was proposed that the regulations for theconstitution of Boards of Study were amended to align Boards more closely with other UniversityCommittees and to provide greater flexibility for Faculties, with very different structures, toconstitute their Boards of Study in line with the regulations. For information, version of theregulations with changes tracked is available on SharePoint here.

The following key changes had been made:o Reduction in the number of Ex-Officio members;

o Removal of the complicated process of calculating the number of elected members,

stipulating only that there should be a higher number of elected members than ex-

officio members;

o Replacement of the category of Assessor Members with Attendees

o Clarifying that Student representatives should be invited to attend Boards of Study

o Clarifying terms of office and bringing these in line with other University committees.

Senate recommended the revised regulations to Court for approval.

The following items were discussed or approved by Senate and are provided here to Court for noting:

3. SUnBIRD DemonstrationThe new SUnBIRD (Strathclyde University Business Intelligence Reports & Dashboard) systemwas presented to Senate. Data marts covering research grants and contracts and tuition feeincome had been launched with a student profile data mart in progress and forming the mainfocus of the presentation.

4. Admissions PolicyMembers noted the Admissions Policy, which was a streamlining and consolidation of existingpolicies. The policy had also been updated to include the Graduate Attributes. It was recognisedthat further work was required to simplify and clarify the policy and associated procedures asmuch as possible. This was ongoing and would continue in the coming academic session.Senate approved the policy for use from the next admissions cycle.

5. Student RecruitmentSenate members received an update on the current recruitment cycle noting that although theHome and EU undergraduate cycle was closed, International, RUK and postgraduate cycleswould remain open until week 3 of the semester.

Paper O

Members noted that taking the same approach to offers for all categories of students was no longer appropriate particularly in a competitive environment. Admissions Management Committee would consider this with a particular interest in SIMD and RUK applicants.

6. NSS ResultsSenate considered the results from the National Student Survey (NSS) which had recently beenpublished. The University had seen an overall improvement on previous year’s performance andoverall satisfaction was only one point behind the top quartile. Detailed free text comments hadbeen forwarded to Heads of Departments.

Following the publication of the report into the review of the NSS, the UK Higher Education Funding bodies were conducting a ‘soft consultation’ on the recommendations. Strathclyde had responded to the soft consultation (via Universities Scotland) and indicated a willingness to participate in the piloting exercise.

7. Assessment and Feedback Procedures and Associated GuidelinesSenate had approved the Assessment and Feedback Policy and reviewed procedures in Aprilwhile noting that the Assessment and Feedback Working Group would continue to review theprovision of related policies supporting Assessment and Feedback. Further consultation hadbeen undertaken on these policies and a new Invigilation Policy was included in the papers alongwith guidance on key areas of assessment and feedback. Resources were being developed forstaff in implementing the new policy and for students with the aim of communicating the newpolicy and developing students’ understanding of assessment and feedback. Senate approvedthe suite of policies and procedures.

2

Executive Team Report to Court

The Executive Team met on 10 and 23 June, 8 July, 25 August and 8 September 2014

The following key items were discussed by the Executive Team and are provided here for Court to note:

1. National Physical Laboratory (NPL) update

The Chief Operating Officer updated the Team on the recommendation to BIS Ministers that Strathclyde and the University of Surrey be named as preferred partners for the NPL. The Team welcomed the recommendation and considered next steps, including the handling of the imminent announcement and the involvement of funding bodies, universities and industry partners.

2. Q3 Business Report

The third quarter Business Report was reviewed by the Team. The following points were considered in discussion:

Improvement in the projected operating surplus for 2013/14

Lower than forecast staffing costs

Staff turnover and sickness absence rates against benchmarks

Completion of the single campus project below budget

The delay to the new Finance information system

Student Information Management System: discussions are underway with potential suppliers

Improving the representation of Education information, to be considered by Court BusinessGroup following options development

Performance against the Outcome Agreement licensing and royalty income targets

3. 2014-15 Budget, Financial Forecast and Operating Plan

The Chief Financial Officer presented the draft 2014-15 budget and financial forecast to the Team, following development of the outline budget at recent Executive Team meetings. The following points were considered in discussion:

Increased budget savings offered by HaSS, Science, SBS and Professional Services

Variance in the projected operating surplus in comparison with the June 2013 financialforecasts

Variance between the projected operating surpluses in the June 2013 and June 2014 financialforecasts, included projected trends in overseas fee income and research income

Benchmarking against the average UK university surplus of 4% of income (equating to a £12million surplus for Strathclyde)

The importance of surpluses to enable growth in new areas and to protect against adversity

Further work over the summer months to develop plans for larger projected surpluses

The pipeline of research bids and success rates

Expected growth in staff costs and estates costs

Undertaking a cost review and the potential to use a zero base approach to future budgeting

Reviewing authorisation of expenditure

The Team recommended the draft budget, financial forecast and operating plan for approval by Court.

Paper P

3

4. Review of Taught Postgraduate Courses

The Team received the review of postgraduate taught programmes, following consultation with the Executive Deans on an earlier draft. The high proportion of PGT students in Scottish HEIs from Strathclyde (11%) and the relatively low proportion of non-EU PGT students in Scottish HEIs at Strathclyde (7%) was noted. Opportunities to improve employer engagement in Strathclyde PGT courses and develop inter-disciplinary PGT courses in the University’s four high-level strategic themes (Advanced Manufacturing, Future Cities, Renewable Energy, Health Technology) were supported. The Executive Deans summarised Faculty action plans contained in the review. The Team considered improvements to the marketing of PGT courses, including the importance of digital promotion. Accelerating the new University website was discussed, with a progress update to follow at the next meeting.

The Team endorsed the Faculty action plans and approved the institutional-level recommendations.

5. MOOCS update

The MOOCs report for Senate on 11 June was presented to the Team. Progress to date was welcomed and the recommendations endorsed. The Team highlighted the importance of incorporating a greater marketing aspect in future MOOCs, including linking to PGT courses where appropriate.

6. Web Project demonstration

The Team received a demonstration of the beta version of the new University website. The following points were noted in discussion:

The current website was designed for desktop use rather than by tablets or smartphones andis therefore difficult to use on mobile devices – the new website is designed to work on anydevice and will display correctly on any screen size, with the intention that users will be able toeasily access the information they require

The new website is designed for navigation from search engines with multiple ‘front doors’rather than a typical home page hierarchy

The University will switch from the current to the new website in October, which will contain allcourse pages and top-level knowledge exchange and research pages and links to all otherpages on the current website

Key facts will be provided for courses within text boxes, with the Team highlighting theimportance of providing scholarship information and employability information for postgraduatecourses in particular.

7. Pensions Salary Sacrifice

Proposals for the introduction of a pension salary sacrifice scheme for Strathclyde members of the Universities Superannuation Scheme (USS) were considered. The Team noted that a cycle to work and a childcare voucher scheme are currently in operation.

It was acknowledged that some members of the Team were members of USS and that any perceived conflicts of interest would be taken into account in the decision making process through the involvement of Staff Committee (with lay representation) and the regular Staff Committee reports to Court. It was noted that the paper would be considered by Staff Committee later the same day and, following an equality impact assessment, will return to Executive Team (subject to Staff Committee views) for decisions on implementation and resource allocation.

4

The Team endorsed the direction of travel set out in the paper

8. Professorial Zoning Steering Group Report

The report of the Professorial Zoning Steering Group was submitted to the Team (and in parallel to Staff Committee). The recommendation that professorial zoning is introduced and a working group established to undertake detailed design work and consultation on the arrangements was noted. Costs and benefits were discussed, including: improved transparency, assistance with Athena Swan objectives, an expected higher professorial pay bill and implementation time required.

The Team endorsed the direction of travel set out in the paper.

9. Widening Access update

The Team received an update on the implementation of the University’s Widening Access (WA) Strategy, covering progress with contextualised admissions, the development of an outreach programme to schools and an overview of the Scottish context in relation to WA. Noting the increasing competition and investment in resources amongst Scottish universities to recruit students from an SIMD background, matters discussed included the university's existing WA initiatives and supporting structures, the co-ordination of WA activities delivered by the Student Experience and Enhancement Services (SEES) WA team and by Faculties, the selection process for WA admissions and future scope for enhancement of the University’s approach in this area.

Members noted that a mapping exercise, of all WA initiatives across the University, was underway and commented on the potential to re-configure resources towards more coordinated, strategically focussed and integrative initiatives. Members agreed that it would be helpful to nominate a lead from each Faculty to work directly with SEES.

The Team noted the progress to date in the implementation of the WA strategy and that a fuller analysis of the implementation of contextualised admissions (student intake from a WA background in 2014/15) and a business case (outlining additional investment for WA activities) would be presented in September.

10. Vertically Integrated Projects (VIPs): update on strategy for future growth

The Team received an update on the first phase of the business plan to mainstream VIPs. Members noted that a “VIP lite” model is being explored to support the strategic growth of VIPs and that consultation on the “VIP lite” approach is underway with the Faculties via the Education Strategy Committee. It was also noted that through the recent Enhancement Led Institutional Review (ELIR), the university had been encouraged to continue to explore ways in which there can be increased flexibility to enable more students to engage in the types of innovative and active experiential learning that the University is providing, through VIPs and other types of innovative practice. Matters discussed included the integration of VIPs with other innovative initiatives to create a Strathclyde brand, the role of the VIP Project Board and the review of the academic year which will help identify where space can be created for students to engage with VIPs and innovative initiatives.

The Team noted the progress made on the development of the business plan to mainstream VIPs and that a further paper will be presented at the end of summer 2014.

5

11. Performance Development Group

The Team discussed the draft remit for the proposed (and renamed) Performance Development Group (PDG). It was outlined that the PDG will report to and advise Executive Team (ET) on planning and performance monitoring, thereby enhancing the decision making ability of ET. Members noted the intention for the PDG to meet fortnightly (in the weeks that ET does not meet) and the composition of the group. Matters discussed included:

- the potential for the PDG to catalyse good practice sharing and the mainstreaming of processes across the University;

- that there is scope for the PDG to accelerate performance enhancement across this university and that this is essential in achieving strategic ambitions;

- the role of management information including SUnBIRD and the Performance Measurement Framework;

- a proposal that initial agenda setting for the PDG be brought to ET for discussion and agreement.

The Team noted their satisfaction with the establishment of the PDG and the proposed arrangements for membership, frequency of meetings and mode of operation.

12. Review of Taught Postgraduate Courses: draft implementation plan

The Team received an update on plans for the implementation of recommendations arising from the PGT review. Members commented on the importance of the interaction between the Recruitment and International Office and the Faculties and the related role of Marketing and Development Services. The Team endorsed the paper, commented that it would be helpful to better understand the implementation plan timelines and agreed that further information on the timelines be circulated to the Team.

13. Corporate Risk Register

A review of the top risks, contained in the Corporate Risk Register, was presented to the Team. The Team agreed the top risks and mitigating actions subject to minor amendments.

14. Draft Student Residences Strategy

The Director and Assistant Director of Estates Services (Strategic Asset Management) presented the draft Student Residences Strategy. The Team noted that the strategy has been recently refreshed following initial work conducted over the past two years.

Matters discussed included:

Planned private provider student housing schemes in the vicinity of the University

The expected demand for an additional bed spaces

The importance of student accommodation to the overall student experience – which has increasingly led universities to prefer to own and operate student housing rather than partner with private providers

Revising the strategy to better reflect the role played by residences in enhancing the student experience, the links between the overall academic strategy and the student residences strategy, and the use of surpluses generated by the current residences to invest in a long term maintenance and refurbishment programme

6

The changes in the lending market for investment in student residences was noted, including pension funds and the European Investment Bank

The importance of: o continuing to increase out-of-term rental income through conference and tourist income,

including learning from other UK universities that have been most successful in this area o generating University-level surpluses in order to allow for further capital developmento communicating to students and staff the large-scale estates investment (c. £300M) of

recent years and the commensurate benefits

The Team endorsed the direction of travel set out in the strategy and noted that a proposal for the provision of additional student residential accommodation to meet the demand for bed spaces is planned for the autumn.

15. mLED Ltd Investment Proposal

An investment proposal in photonics spin-out company mLED Ltd was considered by the Team, following recommendation by the Commercialisation and Investment Advisory Board. The Team approved the investment of £97,650 in loan notes.

16. SFC Outcome Agreement: 2013-14 self-evaluation report and 2015-16 guidance

The Team received an update on guidance on the process and timetable for negotiating 2015-16 Outcome Agreements and the 2013-14 self-evaluation report.

17. Draft Schedule of Business for Court, 2014-15

The Team reviewed the draft schedule of business for Court for the 2014-15 academic year. It was agreed that switching to a format of two Faculty updates per year (including Faculty visits) would be more suitable than four Faculty updates per year.

2

Court Business Group Report to Court

The following items were discussed by Court Business Group on 18 September 2014 and are provided here for Court to note. [Note: this report has not yet been approved by the Convener and is in draft form.]

1. National Physical Laboratory (NPL) update

[Reserved section]

2. November 2014 Strategy Session

The Convener initiated a discussion on the format and agenda for the November 2014 strategy session. The following topics were suggested for consideration at the strategy session:

Refreshing the University’s strategy

A revised SWOT analysis, which might, amongst other things, include:o A post-referendum analysis of the political landscapeo A greater interest from industry in research spending and broadening and deepening

the industrial connections of HaSS and Strathclyde Business Schoolo Expected future educational and technological changes and their impact on Strathclyde

Members also considered the appropriateness of Ross Priory as the venue and commented that a revised format could involve:

A revised approach to the presentation of the strategy (rather than the focus on the ‘five pillars’taken to date)

Greater efforts to involve Court members in discussion (e.g. Court members nominated asdiscussion leads for certain topics).

3. Universities Superannuation Scheme (USS) consultation

The Chief Financial Officer and Director of Human Resources updated CBG on the Universities UK consultation about proposed changes to the USS pension scheme and provided a draft consultation response developed with input from the Convener and Treasurer.

Members noted the view of the Trustees, likely to be backed by the Pensions Regulator, that risk in the scheme should be reduced and commented on the complexity of the hybrid model proposed, the absence of a timeline for eliminating the deficit, the need for a scenario based analysis and appropriate communications with staff.

Paper Q

3

4. Student Recruitment update

The Director of Strategy & Policy updated members on undergraduate and taught postgraduate recruitment for the new academic year. Members commented that the paper should be streamlined for Court, with summary information provided to give a contextual understanding of overall performance. Recruitment of students from the rest of the United Kingdom and recruitment to Law courses, including a new dual qualification degree, were discussed.

5. National Student Survey 2014 report

CBG considered the University’s performance in the 2014 National Student Survey, noting the three percentage point increase in overall satisfaction to 89% and the response rate of 68%, with the intention to raise the response rate to 70%+. It was requested that the Court paper include a list of departments with the highest overall satisfaction scores.

6. Outcome Agreement guidance

Scottish Funding Council guidance relating to the Outcome Agreement process was reviewed. Members noted and discussed three new SFC priorities:

A more representative proportion of entrants from different protected characteristic groups andcare leavers (National Measure 4).

Universities contribute to the delivery of Scotland’s targets for significantly reduced greenhousegas emissions

Universities to consider the need for actions to address gender balance, both in totalparticipation and in subjects. Universities are asked to consider the extent to which genderbalance is an issue and reconsider their aspirations in this area.

7. Draft Agenda for Court, 2 October

The Chief Operating Officer presented the draft Court agenda for comment. Members requested that the 2014-15 Operating Plan be circulated to CBG by email for comment if possible.

Audit Committee Report to Court

The Audit Committee met on 8 September 2014.

The following key items were discussed by the Audit Committee and are provided here for Court to note:

1. Information SecurityIn response to a previous request, members were informed of the reporting mechanism inplace for serious breaches of information security. It was noted that the University’s InformationSecurity Policy was being updated to document this and that serious breaches would also bereported to Audit Committee in future. The Committee also noted the Information SecurityAnnual Report 2013/14, which included an action plan for the coming year.

2. Corporate Risk RegisterThe Committee discussed revisions to the University’s Corporate Risk Register. Membersdiscussed the risks associated with the Universities Superannuation Scheme (USS) and theproposals for change intended to mitigate these risks. The CFO explained that a UniversitiesUK (UUK) consultation on a range of proposals was open until 22 September and that theUniversity had developed a draft response. The University’s response would be approved bythe Convener of Court and the Treasurer prior to submission. It was agreed that the draftresponse would be provided to Audit Committee members for information.

Members asked that a general revision of the text and formatting within the Corporate RiskRegister be undertaken to address typographical errors, ensure consistency in the cross-referencing of risks, and to make clear where mitigating actions had been completed.

3. SORP Preparations UpdateThe Deputy Finance Director provided the Committee with an update on the University’spreparations for implementing incoming changes to the SORP.

4. Internal Audit Annual Report 2013/14The Head of Internal Audit presented a draft of the IAS Annual Report for 2013/14. Membersdiscussed the draft and were content, subject to minor revisions to help provide clarity wherefollow-up actions were taking place in response to identified issues.

5. Statement of Assurance to the Principal from the Executive Deans on Key InternalControlsThe Head of Internal Audit reported that this exercise had demonstrated that signatories weretaking their responsibilities seriously and had led to a greater number of enquiries from internalcolleagues to IAS. The process would be rolled out to Professional Services areas within thenext two years, following appropriate discussions with Directors. Members confirmed that theywere content for the Committee to receive the Statements of Assurance as part of the IASAnnual Report in future years.

6. Review of Home Office Visa and Immigration Compliance ReportThe Committee noted a very satisfactory report. Existing processes were found to have beenappropriate and well managed. No recommendations were made.

Paper R

7. Review of Emergency Response and Business Continuity Arrangements Report

The Committee noted the report and requested that the option of mandatory IT security training

for all staff be considered.

8. Review of 2013/14 Accounts Direction from the Scottish Funding CouncilThe Committee noted a summary of the changes to the SFC’s Accounts Direction and theimplications for disclosures in the University’s 2014/14 Financial Statements.

9. Review of Statement of Corporate Governance and Internal ControlThe Committee noted an updated version of the Statement of Corporate Governance andInternal Control for inclusion in the University’s 2012-13 Financial Statements.

10. Audit Committee Annual Report

The Committee noted a first draft of its Annual Report for 2013/14. A revised version, taking

account of subsequent feedback and comments, will be circulated to members and approved

at the November meeting, before submission to Court in November and then to the SFC.

1

ESTATES COMMITTEE REPORT TO COURT

For Noting by Court

1. Residence Strategy

Following initial consideration at the meeting of 25 March, a more detailed report on the Student Residences strategy was presented for consideration by the Committee. The report, which had been prepared by Estates Services in conjunction with Jones Lang La Salle and Quayle Munro Private Finance Ltd., detailed the work that had been done to examine the existing stock. It considered a number of issues including alignment with the University’s strategy, asset performance, meeting and exceeding student expectations, University sector market provision, planned additional bedspaces in Glasgow and new development delivery methods being adopted by the sector.

The outcome of the Strategy document recommended a hybrid approach to providing the most appropriate solution to aligning the University’s portfolio to its vision and strategic themes, involving a medium term Stage 1 investment in the existing portfolio and a Stage 2 consideration of options for provision of additional bed spaces; the latter delivered in parallel with Stage 1. Stage 1 would include an option appraisal for Patrick Thomas Court and Andrew Ure Hall to determine whether to retain or dispose of these residences, as well as entering into alternative arrangements with the private sector for the provision of additional bed spaces to deal with short term requirements. Stage 2 would involve the assumed requirement of an additional 500 bed spaces, to be tested against the latest growth projections; together with engagement with those private sector operators planning developments closest to the John Anderson student village, with a view to reaching an agreement that is aligned to the University vision and objectives, is financially sustainable, does not expose the University to long term risk and maintains affordable rents for students, benchmarked against the Sector.

It was reported that the Strategy document had been presented to the 25 August Executive Team the previous day and the proposed direction of travel had been endorsed.

The Committee concurred with the Executive Team’s endorsement and that progress be reported to the Committee, and required approvals sought, in due course.

2. Estates Strategy Update

The Committee received a presentation by the Director of Estates Service. The presentation provided an update on the activities being undertaken to update the Estates Strategy. Among the wide range of topics covered were Principles and Assumptions, KPIs for the Estate, Influencing Factors, Campus development from 2010 – 2015 and onwards, Zoning, Building Performance Improvement, Business Cases and Related Activities and the Programme of works. It was reported that the Estates Strategy document will be completed for final approval by March 2015.It was noted that it had been 5 years since the previous update and during this relatively short period, there has been an exceptional level of investment and development on campus. Thereafter, the Estates Strategy will be revisited on a 10 year cycle, or as required depending on changes to the University Strategy.

3. Technology and Innovation Centre

It was reported that the completion date remains unchanged at 28 November 2014. The external envelope is nearing completion and internal fitting out works are progressing at pace. The contractor completed Key Date 1 by 23 July 2014, with the pavement to George Street re-opened and the landscaping works to the south of the Innovo Building completed in time for the Commonwealth Games. Key Date 2 is the completion of the server rooms by 24 September

Paper S

2

2014, to allow IT works to progress. The furniture tender was returned within budget and the order for loose furniture has now been placed. Planning for the remaining fit out and removal works continues to programme.

4. Strathclyde Business School Masterplan

Overall the project is progressing well. However, it is possible that there may be some delay to completion of some of the contract works, due to unforeseen matters, although it is not anticipated at this time that there will be any material effect upon the overall project completion date, nor on the Faculty re-occupying the completed buildings.

5. Disposal - Jordanhill

It was reported that the University’s property adviser, Jones Lang LaSalle, has been instructed to prepare a disposal strategy for the sale of the Jordanhill Campus, with a view to taking the site to the market in March 2015. The disposal strategy will be reported to the next meeting of the Estates Committee, with a recommendation to progress the sale.

6. Kilmardinny

Estates Services is continuing negotiations for the sale of the University’s interest in this site.

7. Campus Visual Review

The Committee was informed that a series of proposals has now been developed. Theseinclude the introduction of bold, high level signage and lighting, on gateway buildings; aproposed laser grid of lighting over Rottenrow Garden, which would be similar to that in RoyalExchange Square and the installation of ‘totems’ at the entry points to the campus, which wouldprovide information about the facilities, the history of the University and some of the people whohave worked and studied here. The totems would also form the start of the “information walks”through campus.

The next stage in this project is the development of a Business Case, with the aim of delivering key aspects as soon as practicable.

AL, Sept 2014

2

MATTERS TO BE NOTED FROM THE STAFF COMMITTEE MEEETINGS HELD ON 23 JUNE AND 12 SEPTEMBER 2014

The following items are provided for Court’s information.

NATIONAL PAY BARGAINING 2013/14, 2014/15 AND INDUSTRIAL ACTION

The Director of Human Resources confirmed that the 2014-15 national pay negotiations had concluded with agreement on a 2% increase across all pay points to be paid on 1 August 2014. As previously advised, the final offer by employers was subject to the 2013/14 pay dispute ending and an end to industrial action. Therefore, the planned boycott of marking by UCU had been called off. However, the Director of Human Resources warned the Committee that, with likely changes to the Universities Superannuation Scheme on the horizon and continuing pressure on funding within the sector, it was anticipated that industrial relations would be further strained in the near future.

PROFESSORIAL ZONING STEERING GROUP REPORT

A Professorial Zoning Steering Group had been established by Staff Committee to consider whether the University should band its Professoriate into pay zones. The Group had now concluded and their report laid out their findings and recommendations.

The Group reported to Staff Committee that it had included speaking with HR contacts from other UK universities which had implemented zoning and also with colleagues from universities which had not yet zoned. The group had found that there was a broadly common approach to zoning, with three or four zones usually adopted, and the key drivers for zoning being performance management, equity and fairness, consistency of approach and transparency.

The Professorial Zoning Steering Group therefore recommended the introduction of professorial zoning at Strathclyde.

Staff Committee recognised the significant benefits of Professorial Zoning to the University, especially in terms of the alignment of performance expectations and salary and in increasing transparency of professorial pay arrangements and career structures. The Committee endorsed the recommendations of the report that a Working Group should be established to progress the introduction of Professorial Zoning with proposed full implementation by Spring 2016.

MAXIMISING ORGANISATIONAL PERFORMANCE THROUGH STAFF

The Director of Human Resources introduced the draft paper, advising Staff Committee that it was an over-arching document which set out the ambitions of the University and implications in terms of heightened staff performance expectations. The Director noted the need for high staff performance levels across the University to ensure the fulfilling of our ambitions as a leading international technological University. As well as providing enhanced guidance to Heads of Department in supporting performance improvement, the paper also highlighted ways in which capacity could be created for investment, such as through restructuring and enhanced flexible working, as well as ways in which the University could support and where necessary disengage with those whose performance was not to the standard required.

Paper T

3

Having considered the proposal, Staff Committee endorsed its contents and agreed that the Executive Team should be asked to form a view on the approach outlined and its potential adoption.

PENSIONS SALARY SACRIFICE

Staff Committee was advised that there were currently two salary sacrifice schemes in place within the University: the Childcare Voucher Scheme and the Cycle to Work Scheme. One additional salary sacrifice scheme which had obvious benefits was a pension salary sacrifice scheme for the Universities Superannuation Scheme (USS) and the Committee’s approval was sought to undertake further work with a view to implementing an appropriate scheme.

It was confirmed that the University could make significant savings as a result of pensions salary sacrifice while also delivering net cash benefits for employees.

The Deputy Director of HR advised that this scheme would only apply to USS members; the other two pension schemes in operation within the University did not allow for salary sacrifice.

Having discussed the associated risks and the work requiring to be carried out to implement the scheme, Staff Committee was content to approve in principle the introduction of this Scheme and approved the further work required to move towards an early implementation date.

EQUALITY MONITORING REPORT

The Director of Human Resources introduced this report, advising that, in order to meet its public sector duty in terms of the 2010 Equality Act, the University must monitor its staff profile and publish certain statistics in terms of gender, age, disability and ethnicity. The University had also begun to gather information in terms of other protected characteristics such as marital status and sexual orientation. The Director advised that, following consideration by Staff Committee, the report would go before the Equality and Diversity Strategy Committee before being published on the web. Having highlighted the salient points of the report, the Director of Human Resources also commented on initiatives in which the University was involved to support and develop its diverse staffing complement, such as Athena SWAN and the Leadership Foundation Aurora Programme, before inviting Staff Committee to comment on the report.

The Committee welcomed the report and noted the information and statistics contained within it.

SH/FB/CS, 16.09.14

MATTERS TO BE NOTED AND APPROVED FROM THE REMUNERATION COMMITTEE MEETING HELD ON 3 SEPTEMBER 2014 - [RESERVED ITEM]

Paper U