Building roles to achieve the organisation’s aims Professor Rama Thirunamachandran Vice-Chancellor and Principal
Recent Context Key events: Scottish Referendum General Election 2015 EU Referendum
Underlying Themes Marketisation Regulation Funding changes
Main Changes White Paper on Higher Education Teaching Excellence Framework (TEF) Office for Students (OfS) Removal of student number controls White Paper on (School) Education Green Paper on (School) Education Abolition of NHS bursaries Lord Stern’s Review of the Research Excellence Framework (REF) Apprenticeship learning Visa regime Competition and Markets Authority
Values Mission Core Objectives
Top Team Building and aligning of roles based on core objectives. Top team has a clarity over organisational purpose as a ‘strategic compass’. Unified and integrated top team with collective accountability. Empowered and empowering
The Right Roles Matter - Attributes Getting the right roles to deliver the strategy Leadership capacity Strategic understanding Trust Collaboration Aim for excellence
Top Team - Before Vice-Chancellor Pro Vice-Chancellor (Academic) Pro Vice-Chancellor (Research & Knowledge Exchange) Pro Vice-Chancellor (Resources) Dean of Faculty of Arts & Humanities Dean of Faculty of Education Dean of Faculty of Health & Social Care Dean of Faculty of Social & Applied Sciences Director of Finance University Solicitor & Clerk to Governing Body
Top Team - After Vice-Chancellor Deputy Vice-Chancellor Pro Vice-Chancellor (Education & Student Experience) Pro Vice-Chancellor (Research & Enterprise) Dean of Faculty of Arts & Humanities Dean of Faculty of Education Dean of Faculty of Health & Wellbeing Dean of Faculty of Social & Applied Sciences Director of Planning & Academic Administra-tion Director of Estates & Facilities Director of Finance Director of Human Resources & OD Director of Marketing & Communi-cations
Recruiting, Rewarding, Retaining Getting the best Sector benchmarks – robust and proportionate Performance bands - evaluation