UNIVERSITY COURT AGENDA Thursday 26 February 2015, Technology & Innovation Centre, 99 George Street, G1 1RD

Transcription

1 UNIVERSITY COURT AGENDA Thursday 26 February 2015, Technology & Innovation Centre, 99 George Street, G1 1RD Declarations of interest: None Introduction 1. Minutes of the meeting held on 20 November 2014 Paper A 2. Matters arising 3. Principal s Report Oral Substantive items 4. Research Excellence Framework (REF) 2014 results Paper B 5. Q2 Business Report Paper C 6. Technology & Innovation Centre progress update Paper D 7. National Physical Laboratory update Oral 8. Strategic Plan development Paper E Items for formal approval 9. Outcome Agreement Annex Paper F 10. Student Residences Investment Paper G 11. University Regulations: Election of Administrative and Professional Services Court Member Paper H The place of useful learning The University of Strathclyde is a charitable body, registered in Scotland, number SC015263

2 12. Court Calendar: dates Paper I Items for information 13. Higher Education Governance Bill consultation response Paper J 14. USSA Constitutional Review update Paper K Committee reports 15. Senate Paper L 16. Executive Team Paper M 17. Court Business Group Paper N 18. Audit Committee Paper O 19. Estates Committee Paper P 20. Staff Committee Paper Q 21. Strategic Marketing Group Paper R 22. Commercialisation and Investment Advisory Board Paper S Closing remarks 23. Any other business Date of next meeting Strategic Session, , Thursday April

3 Paper A MINUTES OF UNIVERSITY COURT 20 November 2014 Present: Attending: Apologies: Richard Hunter (Convener) Principal Professor Sir Jim McDonald, Vice-Principal Professor Scott MacGregor, Ronnie Cleland, Marion Venman, Gillian Hastings, Jeremy Beeton, Dr Jane Morgan, Margaret McGarry, Alison Culpan, Malcolm Roughead, Susan Kelly, Dr Alistair Goldsmith, Dr Veena O Halloran, Professor Lisa Woolfson, Professor James Thomson, Dr Debra Willison, Dr Jonathan Delafield-Butt, Niall Sturrock, Gary Paterson, Mairi MacVicar Hugh Hall, David Coyle, Professor David Littlejohn, Professor Susan Hart, Professor Tony McGrew, Professor Atilla Incecik, Sandra Heidinger, Simon Jennings, Ray McHugh, Stella Matko, Dr Stuart Brough, Dr Lewis Allan Dr Jack Perry, Dr Archie Bethel, Councillor Stephen Curran Welcome and apologies The Convener noted apologies and welcomed Court members. There were no declarations of interest. 1. Minutes The minute of the meeting held on 2 October 2014 was approved. 2. Matters arising Court noted the following matters arising: Industrial action: The Director of Human Resources provided an update on the suspension of the boycott of marking and assessment initiated by the University and College Union in relation to proposed changes to the Universities Superannuation Scheme. The suspension will continue until after the UK Joint Negotiating Committee meeting scheduled for 15 January 2015, with the Industrial Action Planning Group at Strathclyde continuing to meet in the interim. National Physical Laboratory (NPL): The Chief Operating Officer summarised an earlier communication to Court members providing an update on academic and legal/commercial progress on the NPL partnership. 3. Principal s Report The Principal informed members of the following key activities since the October meeting: Engagement with the Smith Commission on Devolution, including through Universities Scotland Scottish Government Consultation on HE Governance (tabled under Item 9) Preparation for the REF 2014 results, to be considered at the February 2015 Court meeting International engagements, including with strategic partners the Hong Kong University of Science and Technology and New York University Widening access strategy event involving head teachers from the Glasgow area and other key partners Winning the Continuous Improvement: Institutional Change category at the 2014 Green Gown Awards 1

4 4. Financial Statements The Chief Financial Officer (CFO) and Deputy Finance Director presented the draft Financial Statements The CFO provided a commentary on the statements, describing factors underpinning the surplus of 7.3M, growth in income to 254.4M and decline in liquidity to finance high levels of investment in the University estate. Members discussed investment in spin-out companies, noting the change in approach over the previous two years to more focused investments in more rigorously assessed companies, with benefits expected in coming years with potential larger exits to follow as a result. It was noted that the Commercialisation and Investment Advisory Board will review progress since its establishment shortly. The Convener brought Court s attention to the Treasurer s comments submitted in advance of the meeting. The Treasurer s comments were supportive of the Financial Statements and thanked the Finance team for their work in preparing the statements. The Convener of Audit Committee commented on the positive report from the external auditors and signalled support for the statements. Court approved the draft Financial Statements Q1 Business Report and Performance Measurement Framework report The Chief Financial Officer and Director of Strategy & Policy introduced the Q1 Business Report and Performance Measurement Framework annual report. Members discussed the following points: The role of the newly formed Performance Development Group in assisting the Executive Team to meet projected surplus and income levels Refinements to the Business Reporting template as requested by Court, including the greater provision of quantitative information for student profile indicators Mechanisms for scrutiny of expenditure The relatively low number of students from the Rest of the UK, with the University seeking to recruit greater numbers at undergraduate and postgraduate level [ACTION: Chief Financial Officer to report work undertaken by Executive Team to improve forecast surplus in Q2 Business Report.] 6. Operating Plan The Chief Operating Officer presented the draft Operating Plan Court noted that: The plan meets the Scottish Code of Good Higher Education Governance supporting guideline that [Court] should also approve an annual operating plan that identifies those aspects of the strategic plan being implemented in the year in question The plan summarises existing Departmental and Faculty plans In future years, the Operating Plan will be developed within the standard planning cycle and will be submitted to Court alongside the draft budget Court approved the Operating Plan Draft Outcome Agreement Additions for Court received the initial draft of the University s Outcome Agreement annex addressing additional Scottish Funding Council requirements for Members discussed comparable practice in strategic partner universities and suggested that the document replace Additions with Revisions in the title. Court noted that the annex will be further refined post-court, with a well-developed draft to be submitted to the Scottish Funding Council in early December. 2

5 8. University Marketing Strategy Court considered the University s draft Marketing Strategy, with the following points raised in discussion: Appointment of Professor Susan Hart as Associate Deputy Principal (Marketing) when Professor Hart s term of office as Executive Dean of Strathclyde Business School concludes in July 2015 Message Grids: could mention industrial connections as contributing to student experience; Message Five Our People proof points could increase to more than three Activity should be linked to strategic objectives (the golden thread approach) Staff training to assist with promoting the university to prospective students The University s profile is high in key industries but more can be done to raise the University s profile more generally The role of the Strategic Marketing Group to be established following approval of the Marketing Strategy to include developing delivery plans and outcome-based milestones for implementation of the Strategy and a framework for reporting to the Executive Team and Court. Court approved the University Marketing Strategy. 9. Higher Education Governance Bill consultation A briefing and draft response to the Scottish Government s Higher Education Consultation Bill was reviewed. Members discussed the likely ongoing role of the Privy Council given the University s Royal Charter, support from external partners for the existing legal and regulatory framework which uphold university autonomy and the importance of close coordination with Universities Scotland. Having considered views of student representatives, Court on balance supported a robust response to the consultation, with the responsibility for finalising the response delegated to Court Business Group given the closing date of end January Items for formal approval 10. Convener s Actions Court approved the appointment of Susan Kelly and Alison Culpan to Staff Committee and approved the nomination of Reverend Ian Miller as an Honorary Member of Ross Priory. Committee Reports The following committee reports were received by Court: 11. Senate 12. Executive Team 13. Court Business Group 14. Audit Committee (including Annual Report to Court) Court approved Audit Committee recommendations that: i) The Financial Statements be approved (under Item 4 above) ii) Relevant officers be authorised to sign the printed Financial Statements iii) Ernst & Young LLP be retained as the University s External Auditors for the audit of the Financial Statements Education Strategy Committee Annual Report Estates Committee 17. Any other business The Principal reminded members that the launch event for the Technology & Innovation Centre will take place on 16 December. 3

6 Date of next meeting Thursday 26 February 2015 LA, 5 December

7 Paper B REF 2014 Results: Cover Note Introduction and context Court members received a number of detailed reports following the publication of the REF 2014 results on 17 December Following the publication we have monitored the various ranking methods used by external media. We have now updated our reports to reflect the dominant REF ranking measures, which are described below, along with background information that may assist the understanding of the information contained within the reports. The REF 2014 results confirmed that we achieved our goals of significantly improving on our RAE 2008 performance and maintaining our volume/research power position by submitting a high proportion of our eligible staff. On all externally recognised REF ranking methods, this improvement translated into impressive positive shifts in REF 2014 league tables that will hopefully result in long-term positive impacts for the University. The results will be used to determine the Scottish Funding Council s Research Excellence Grant (REG) for the next five years. As we have improved our proportional share of the total 4* and 3* rated research in Scotland, we anticipate a proportional improvement in our REG funding allocation. In addition to the financial benefit, the reputational enhancement from the results will assist us in attracting world-leading research talent and international students. Our extremely strong Intensity performance (described below) is also expected to lead to improvements in the University s performance in UK university league tables (The Times/Sunday Times and Complete University Guide currently use intensity as one of their metrics). Overall, the results represent a truer reflection of the University s current research position and provides a research-intensive foundation to build upon. The construction of the overall quality profile Quality Level Overall Quality Profile 4* 3* 2* 1* u/c The overall quality profile is comprised of the aggregate of the weighted sub-profiles produced for outputs, impact and environment. % of Research Activity Outputs Impact Environment 4* 3* 2* 1* u/c * 3* 2* 1* u/c * 3* 2* 1* u/c % 20% 15% Figure 1: The construction of the overall profile (actual Strathclyde institutional results)

8 We received both the overall quality profile and the three sub-profiles for all Units of Assessment (see Figure 1). Impact is a new assessment criterion and therefore does not have any RAE 2008 comparative data. Exclusions and exceptions It is not possible to make meaningful comparisons with RAE 2008 for all UoAs due to the restructuring of UoAs between RAE 2008 and REF For this reason, we do not compare REF 2014 performance with RAE 2008 for the following UoAs: UoA 3 - Allied Health Professions, Dentistry, Nursing and Pharmacy UoA 10 - Mathematical Sciences UoA 12 - Aeronautical, Mechanical, Chemical and Manufacturing Engineering When providing ranked tables at University level we exclude single UoA institutions (e.g. Glasgow School of Art), which is common practice in the sector. Ranking methods for REF results Following the publication of the results, three main ranking methods dominated (see Table 1 for calculation): Grade point average (GPA): This is most commonly used and cited method of ranking institutions that is focused solely on the quality of the submission i.e. the volume of staff submitted is not considered. Power Rating: This method is used by the influential higher education publication Research Fortnight (frequently quoted in the press) that considers only 4* and 3* research and the volume of staff submitted. Intensity: This new ranking method used by the Times Higher Education and other external media emerged in the days following the publication. It considers both the quality of the submission (GPA) and the percentage of eligible staff submitted. Table 1: Ranking measures and method of calculation Ranking Method of calculation Measure GPA [(% at 4* x 4) + (% at 3* x 3) + (% at 2* x 2) + (% at 1* x 1)]/100 Power Rating Weight/Maximum Weight for the UoA Weight = QI x Cat A FTE submitted QI = [(% at 4* x 3) + (% at 3* x 1) + (% at 2* x 0) + (% at 1* x 0]/3 Intensity GPA x % of eligible staff submitted (based on HESA data)

9 Institutional Level Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings REF 2014 overall score = 3.04 RAE 2008 overall score = 2.46 Ranked 37 of 128 in the UK Ranked 51 of 129 in the UK 70 Ranked 5 of 15 in Scotland Ranked 7 of 16 in Scotland Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 (1) Institute of Cancer R(1) Institute of Cancer Resea(1) Uni of Edinburgh (1) Uni of Edinburgh (2) Imperial College Lon(2) Uni of Cambridge (2) Uni of St Andrews (2) Uni of St Andrews scot-ouk-overall Overall-1 REF2014 Outputs REF O scot-ouk-overall Overall-2 REF EnvironmenREF E scot-ouk-overall-3 3 (3) London School of Ec (3) London School of Hygien(3) Uni of Glasgow (3) Uni of Glasgow 24-Overall-3 REF2014 Impact REF I scot-ouk-overall Overall-4 10 REF2014 Overall REF O (4) Uni of Oxford (4) London School of Econo (4) Heriot-Watt Uni (4) Uni of Aberdeen (5) Uni of Cambridge (4) Uni of Oxford (5) Uni of Strathclyde (5) Uni of Dundee (6) Cardiff Uni (6) Imperial College London(6) Uni of Dundee (6) Heriot-Watt Uni scot-ouk-overall Overall-5 RAE Outputs RAE O scot-ouk-overall Overall-6 RAE EnvironmenRAE E scot-ouk-overall-7 7 (7) King's College Londo(7) Uni College London (7) Uni of Aberdeen (7) Uni of Strathclyde 24-Overall-7 RAE2008 Esteem RAE E REF Overall scot-ouk-overall-8 8 (8) Uni of Warwick (8) Uni of Manchester (8) Uni of Stirling (8) Uni of Stirling 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-ouk-overall-9 9 (8) Uni College London (9) Uni of Warwick (9) UHI Millennium Insti(9) Edinburgh College of24-overall-9 Predicted scot-ouk-overall (10) London School of H(10) Uni of York (10) Glasgow Caledonia (10) Robert Gordon Uni 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 % Overall - REF 2014 vs RAE 2008 Sub Profiles % Outputs - REF 2014 vs RAE REF Output RAE Output Predicted % Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile Fig 3: Environment sub profile Fig 4: Impact sub profile

10 Institutional Level GPA, Power and Intensity Rankings. Total number of HEIs = 128 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Institute of Cancer Research Imperial College London London School of Economics and Po Uni of Oxford Uni of Cambridge Cardiff Uni King's College London Uni of Warwick Uni College London London School of Hygiene & Tropica Queen Mary, Uni of London Uni of Bristol Uni of Edinburgh Uni of Sheffield Uni of York Uni of Bath Uni of Manchester Uni of Southampton Lancaster Uni Uni of Durham Uni of Leeds Uni of St Andrews Uni of East Anglia Liverpool School Trop Med Uni of Glasgow Royal Holloway, Uni of London Uni of Nottingham Uni of Newcastle upon Tyne Swansea Uni Uni of Exeter Uni of Birmingham Cranfield Uni Uni of Liverpool Heriot-Watt Uni Aston Uni Uni of Essex Uni of Strathclyde Uni of Reading Uni of Dundee Uni of Sussex CARDIFF METROPOLITAN UNIVERSI Queen's Uni Belfast St George's Hospital Medical Schoo Bangor Uni Uni of Surrey Birkbeck College

11 % % % UoA 3 Allied Health Professions, Dentistry, Nursing and Pharmacy Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 3 REF 2014 overall score = 3.28 RAE 2008 overall score = 0 Ranked 22 of 94 in the UK Ranked 0 of 0 in the UK Ranked 2 of 10 in Scotland Ranked 0 of 0 in Scotland 70 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 3 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-3uk-3-overall Overall-1 REF2014 Outputs REF O (1) Uni of Sheffield B (1) Uni of Stirling (2) Swansea Uni A (2) Uni of Strathclyde (3) Uni of Southampton (3) Uni of Glasgow (4) Uni of Nottingham A (4) Glasgow Caledonian (4) Cardiff Uni (5) Uni of Dundee (6) Uni of Bath (6) Robert Gordon Uni Overall - REF 2014 vs RAE 2008 scot-3uk-3-overall Overall-2 REF2014 EnvironmenREF E scot-3uk-3-overall Overall-3 REF2014 Impact REF I scot-3uk-3-overall Overall-4 REF2014 Overall REF O scot-3uk-3-overall Overall-5 RAE Outputs RAE O scot-3uk-3-overall Overall-6 RAE2008 EnvironmenRAE E scot-3uk-3-overall- 7 (7) Uni of Manchester (6) UHI Millennium Insti 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-3uk-3-overall- 8 (8) Uni of Surrey (8) Uni of the West of S 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-3uk-3-overall- 9 (8) Aston Uni (9) Napier Uni 24-Overall-9 Predicted scot-3uk-3-overall- 10 (10) Queen's Uni Belfast (10) Queen Margaret Un 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 3 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 3 Fig 3: Environment sub profile for UoA 3 Fig 4: Impact sub profile for UoA 3

12 UoA 3 Allied Health Professions, Dentistry, Nursing and Pharmacy GPA, Power and Intensity Rankings for UoA 3. Total number of HEIs = 94 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Sheffield B Swansea Uni A Uni of Southampton Uni of Nottingham A Cardiff Uni Uni of Bath Uni of Manchester Uni of Surrey Aston Uni Queen's Uni Belfast A Queen Mary, Uni of London Uni College London B King's College London C Uni of East Anglia A King's College London A King's College London B Uni of Newcastle upon Tyne Keele Uni Uni of Stirling Uni of Birmingham Bangor Uni Uni of Strathclyde Lancaster Uni Uni of Leeds Uni of East Anglia B Uni of Ulster B Uni of Nottingham B Uni of Bradford Uni of Sheffield A Uni of Glasgow Uni of Bristol Uni of Brighton Uni of Sussex Nottingham Trent Uni Uni of Hull Coventry Uni Uni College London A Uni of Northumbria at Newcastle Uni of Portsmouth Uni of Lincoln Glasgow Caledonian Uni Uni of Dundee City Uni, London Uni of the West of England, Bristol Uni of East London Uni of Ulster A

13 UoA 4 Psychology, Psychiatry and Neuroscience Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 4 REF 2014 overall score = 2.8 RAE 2008 overall score = 2.05 Ranked 44 of 82 in the UK Ranked 42 of 73 in the UK 80 Ranked 7 of 10 in Scotland Ranked 6 of 11 in Scotland Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 4 60 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-4uk-4-overall- 1 (1) Uni of Oxford (1) Uni of Cambridge (1) Uni of Edinburgh (1) Uni of St Andrews 24-Overall-1 REF2014 Outputs REF O scot-4uk-4-overall Overall-2 REF2014 EnvironmenREF E (2) Cardiff Uni (2) Uni of Oxford (2) Uni of St Andrews (2) Uni of Glasgow (3) Uni of Cambridge (3) Uni of Birmingham (3) Uni of Stirling (3) Uni of Edinburgh (4) Uni of York (4) Uni College London (4) Uni of Aberdeen (4) Uni of Aberdeen (5) Birkbeck College (5) Birkbeck College (5) Uni of Glasgow (5) Uni of Dundee (6) Royal Holloway, Uni (5) Cardiff Uni (6) Uni of Dundee (6) Uni of Strathclyde scot-4uk-4-overall Overall-3 REF2014 Impact REF I scot-4uk-4-overall Overall-4 REF Overall REF O scot-4uk-4-overall Overall-5 RAE Outputs RAE O scot-4uk-4-overall Overall-6 RAE2008 EnvironmenRAE E scot-4uk-4-overall- 7 (7) Imperial College Lon(7) Royal Holloway, Uni of L(7) Uni of Strathclyde (7) Uni of Stirling 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-4uk-4-overall- 8 (7) Uni of Birmingham (7) Uni of St Andrews (8) Uni of Abertay Dund(8) Uni of Abertay Dund24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-4uk-4-overall- 9 (9) Uni of Newcastle up (9) Uni of York (9) Heriot-Watt Uni (9) Glasgow Caledonian 24-Overall-9 Predicted scot-4uk-4-overall- 10 (10) Uni of Sussex (9) Uni of Glasgow (10) Queen Margaret Un(10) Heriot-Watt Uni 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 4 % Overall - REF 2014 vs RAE 2008 Sub Profiles % Outputs - REF 2014 vs RAE REF Output RAE Output Predicted % Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 4 Fig 3: Environment sub profile for UoA 4 Fig 4: Impact sub profile for UoA 4

14 UoA 4 Psychology, Psychiatry and Neuroscience GPA, Power and Intensity Rankings for UoA 4. Total number of HEIs = 82 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Oxford Cardiff Uni Uni of Cambridge Uni of York Birkbeck College Royal Holloway, Uni of London Imperial College London Uni of Birmingham Uni of Newcastle upon Tyne Uni of Sussex Uni of Edinburgh King's College London Uni College London Uni of Essex Uni of Warwick Uni of St Andrews Bangor Uni Uni of Stirling Uni of Aberdeen Uni of Manchester Uni of Exeter Uni of Southampton Uni of Glasgow Uni of Bristol Uni of Nottingham Uni of Sheffield Uni of Dundee Swansea Uni Uni of Liverpool Uni of East Anglia Uni of Leeds Uni of Leicester Uni of Reading Uni of Durham Uni of Plymouth Lancaster Uni Queen's Uni Belfast Goldsmiths College, Uni of London Uni of Kent Uni of East London Nottingham Trent Uni Uni of Surrey Uni of Hull Uni of Portsmouth Uni of Strathclyde Roehampton Uni

15 % % % UoA 8 Chemistry Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 8 REF 2014 overall score = 3.15 RAE 2008 overall score = 2.75 Ranked 20 of 37 in the UK Ranked 16 of 33 in the UK 80 Ranked 3 of 6 in Scotland Ranked 3 of 6 in Scotland Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 8 60 Impact Predicted 0 0 UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-8uk-8-overall- 1 (1) Uni of Cambridge (1) Uni of Cambridge (1) Uni of Edinburgh (1) Uni of Edinburgh 24-Overall-1 REF2014 Outputs REF O scot-8uk-8-overall Overall-2 REF2014 EnvironmenREF E (2) Uni of Liverpool (2) Uni of Nottingham (1) Uni of St Andrews (1) Uni of St Andrews (3) Uni of Oxford (3) Uni of Oxford (3) Uni of Glasgow (3) Uni of Glasgow (4) Uni of Bristol (4) Uni of Bristol (3) Uni of Strathclyde (3) Uni of Strathclyde (5) Uni of Durham (4) Uni of Edinburgh (5) Heriot-Watt Uni (5) Heriot-Watt Uni (6) Imperial College Lon(4) Uni of St Andrews (6) Uni of Aberdeen (6) Uni of Aberdeen Overall - REF 2014 vs RAE 2008 scot-8uk-8-overall Overall-3 REF2014 Impact REF I scot-8uk-8-overall Overall-4 REF Overall REF O scot-8uk-8-overall Overall-5 RAE Outputs RAE O scot-8uk-8-overall Overall-6 RAE2008 EnvironmenRAE E scot-8uk-8-overall- 7 (6) Uni of Warwick (7) Imperial College London 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-8uk-8-overall- 8 (6) Uni College London (8) Uni of Warwick 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-8uk-8-overall- 9 (9) Cardiff Uni (8) Uni of York 24-Overall-9 Predicted scot-8uk-8-overall- 10 (10) Uni of East Anglia (8) Uni of Leeds 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 8 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted 0 0 Fig 2: Output sub profile for UoA 8 Fig 3: Environment sub profile for UoA 8 Fig 4: Impact sub profile for UoA 8

16 UoA 8 Chemistry GPA, Power and Intensity Rankings for UoA 8. Total number of HEIs = 37 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Cambridge Uni of Liverpool Uni of Oxford Uni of Bristol Uni of Durham Imperial College London Uni of Warwick Uni College London Cardiff Uni Uni of East Anglia Uni of Manchester Uni of Southampton Uni of Edinburgh Uni of St Andrews Uni of Bath Uni of Nottingham Uni of York Uni of Sheffield Uni of Leeds Uni of Glasgow Uni of Strathclyde Queen Mary, Uni of London Uni of Birmingham Heriot-Watt Uni Lancaster Uni Uni of Aberdeen Uni of Leicester Queen's Uni Belfast Uni of Hull Uni of Newcastle upon Tyne Uni of Kent Uni of Reading Loughborough Uni Bangor Uni Uni of Huddersfield Uni of Sussex Uni of Greenwich

17 % % % UoA 9 Physics Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 9 REF 2014 overall score = 3.35 RAE 2008 overall score = 2.35 Ranked 1 of 41 in the UK Ranked 34 of in the UK Ranked 1 of 5 in Scotland Ranked 5 of 6 in Scotland 60 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 9 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-9uk-9-overall Overall-1 REF2014 Outputs REF O (1) Uni of Strathclyde (1) Lancaster Uni (1) Uni of Strathclyde (1) Uni of St Andrews (2) Uni of Oxford (2) Uni of Nottingham (2) Uni of Edinburgh (2) Uni of Edinburgh (3) Uni of Nottingham (2) Uni of Cambridge (2) Uni of St Andrews (3) Uni of Glasgow (3) Uni of Edinburgh (2) Uni of St Andrews (4) Heriot-Watt Uni (4) Heriot-Watt Uni (3) Uni of St Andrews (2) Uni of Bath (5) Uni of Glasgow (5) Uni of Strathclyde (6) Cardiff Uni (6) Uni of Edinburgh (6) Uni of the West of S Overall - REF 2014 vs RAE 2008 scot-9uk-9-overall Overall-2 REF2014 EnvironmenREF E scot-9uk-9-overall Overall-3 REF2014 Impact REF I scot-9uk-9-overall Overall-4 REF2014 Overall REF O scot-9uk-9-overall Overall-5 RAE Outputs RAE O scot-9uk-9-overall Overall-6 RAE2008 EnvironmenRAE E scot-9uk-9-overall- 7 (7) Uni of Cambridge (7) Imperial College London 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-9uk-9-overall- 8 (7) Uni of Manchester (7) Uni of Durham 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-9uk-9-overall- 9 (9) Uni of Durham (7) Uni of Sheffield 24-Overall-9 Predicted scot-9uk-9-overall- 10 (10) Imperial College Lo(7) Uni College London 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 9 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 9 Fig 3: Environment sub profile for UoA 9 Fig 4: Impact sub profile for UoA 9

18 UoA 9 Physics GPA, Power and Intensity Rankings for UoA 9. Total number of HEIs = 41 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Strathclyde Uni of Oxford Uni of Nottingham Uni of Edinburgh Uni of St Andrews Cardiff Uni Uni of Cambridge Uni of Manchester Uni of Durham Imperial College London Uni of Southampton Uni of Warwick Uni of Leeds Uni of Bath Heriot-Watt Uni Uni of Sheffield Uni College London Uni of Exeter Queen's Uni Belfast Uni of Glasgow Uni of Surrey Uni of Bristol Queen Mary, Uni of London Uni of Liverpool Uni of Portsmouth Uni of Birmingham Lancaster Uni Liverpool John Moores Uni Uni of Kent King's College London Uni of Leicester Royal Holloway, Uni of London Uni of York Uni of Sussex Swansea Uni Uni of Hertfordshire Keele Uni Uni of Central Lancashire Loughborough Uni Uni of Huddersfield Aberystwyth Uni

19 % % % UoA 10 Mathematical Sciences Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 10 REF 2014 overall score = 2.86 RAE 2008 overall score = 0 Ranked 36 of 53 in the UK Ranked 0 of 0 in the UK Ranked 7 of 7 in Scotland Ranked 0 of 0 in Scotland 70 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 10 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 (1) Uni of Oxford (1) Uni of Dundee (2) Uni of Cambridge (2) Uni of St Andrews scot-1uk-10-overal 1 24-Overall-1 REF2014 Outputs REF O scot-1uk-10-overal 2 24-Overall-2 REF2014 EnvironmenREF E scot-1uk-10-overal 3 (3) Uni of Warwick (3) Heriot-Watt Uni 24-Overall-3 REF2014 Impact REF I scot-1uk-10-overal 4 24-Overall-4 REF2014 Overall REF O (4) Imperial College Lon (3) Uni of Edinburgh (5) Lancaster Uni (5) Uni of Glasgow (5) Uni of Bristol (6) Uni of Aberdeen Overall - REF 2014 vs RAE 2008 scot-1uk-10-overal 5 24-Overall-5 RAE20080 Outputs RAE O scot-1uk-10-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-1uk-10-overal 7 (7) Uni of Manchester (7) Uni of Strathclyde 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-1uk-10-overal 8 (8) Uni of Leeds 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-1uk-10-overal 9 (8) Uni of Dundee 24-Overall-9 Predicted scot-1uk-10-overal 10 (10) Uni of Nottingham 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 10 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 10 Fig 3: Environment sub profile for UoA 10 Fig 4: Impact sub profile for UoA 10

20 UoA 10 Mathematical Sciences GPA, Power and Intensity Rankings for UoA 10. Total number of HEIs = 53 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Oxford Uni of Cambridge Uni of Warwick Imperial College London Lancaster Uni Uni of Bristol Uni of Manchester Uni of Leeds Uni of Dundee Uni of Nottingham Uni of Newcastle upon Tyne Uni of St Andrews Royal Holloway, Uni of London Heriot-Watt Uni Uni of Edinburgh Uni of Bath Uni of Southampton Uni of Sheffield Uni College London Uni of Glasgow Cardiff Uni Uni of Durham Queen Mary, Uni of London Uni of Exeter Uni of Reading Uni of York London School of Economics and Po King's College London City Uni, London Uni of Liverpool Uni of East Anglia Uni of Aberdeen Uni of Surrey Coventry Uni Uni of Birmingham Loughborough Uni Uni of Strathclyde Uni of Kent Uni of Sussex Keele Uni Brunel Uni Queen's Uni Belfast Uni of Leicester Uni of Portsmouth Open Uni Aberystwyth Uni

21 % % % UoA 11 Computer Science and Informatics Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 11 REF 2014 overall score = 2.57 RAE 2008 overall score = 2.55 Ranked 53 of 89 in the UK Ranked 46 of 80 in the UK Ranked 8 of 12 in Scotland Ranked 7 of 11 in Scotland 60 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 11 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-1uk-11-overal 1 24-Overall-1 REF2014 Outputs REF O (1) Uni College London (1) Uni of Cambridge (1) Uni of Edinburgh (1) Uni of Edinburgh (2) Uni of Warwick (2) Imperial College London(2) Uni of Glasgow (2) Uni of Glasgow (3) Imperial College Lon(2) Uni of Southampton (3) Uni of Dundee (3) Uni of Aberdeen (4) Uni of Manchester (2) Uni of Edinburgh (4) Uni of St Andrews (4) Uni of Dundee (5) Uni of Sheffield (5) Uni of Oxford (5) Heriot-Watt Uni (5) Uni of St Andrews (6) Uni of Cambridge (5) Uni College London (6) Uni of Aberdeen (6) Heriot-Watt Uni Overall - REF 2014 vs RAE 2008 scot-1uk-11-overal 2 24-Overall-2 REF2014 EnvironmenREF E scot-1uk-11-overal 3 24-Overall-3 REF2014 Impact REF I scot-1uk-11-overal 4 24-Overall-4 REF2014 Overall REF O scot-1uk-11-overal 5 24-Overall-5 RAE Outputs RAE O scot-1uk-11-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-1uk-11-overal 7 (7) Uni of York (5) Uni of Manchester (7) Uni of Stirling (7) Uni of Strathclyde 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-1uk-11-overal 8 (7) Uni of Oxford (8) Uni of Nottingham (8) Uni of Strathclyde (8) Uni of Stirling 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-1uk-11-overal 9 (9) Uni of Newcastle up (8) Uni of Glasgow (9) Napier Uni (9) Robert Gordon Uni 24-Overall-9 Predicted scot-1uk-11-overal 10 (10) Uni of Liverpool (10) Uni of Liverpool (10) Glasgow Caledonia (10) Napier Uni 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 11 Sub Profiles 70 Outputs - REF 2014 vs RAE Environment - REF 2014 vs RAE Impact - REF REF Output RAE Output Predicted REF Env RAE Env Predicted REF Impact Predicted Fig 2: Output sub profile for UoA 11 Fig 3: Environment sub profile for UoA 11 Fig 4: Impact sub profile for UoA 11

22 UoA 11 Computer Science and Informatics GPA, Power and Intensity Rankings for UoA 11. Total number of HEIs = 89 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni College London Uni of Warwick Imperial College London Uni of Manchester Uni of Sheffield Uni of Cambridge Uni of York Uni of Oxford Uni of Newcastle upon Tyne Uni of Liverpool Queen Mary, Uni of London Lancaster Uni Uni of Nottingham King's College London Uni of Edinburgh Uni of Southampton Uni of Glasgow Uni of Bristol Uni of Leeds Swansea Uni Uni of Birmingham Uni of Dundee Uni of East Anglia Royal Holloway, Uni of London Cardiff Uni Uni of Durham Uni of St Andrews Uni of Kent Heriot-Watt Uni Uni of Exeter Uni of Aberdeen Uni of Plymouth Aberystwyth Uni Uni of Sussex Uni of Bath Uni of Essex Open Uni Queen's Uni Belfast Uni of Portsmouth De Montfort Uni Kingston Uni Uni of Stirling Uni of Strathclyde Oxford Brookes Uni Uni of Brighton

23 % % % UoA 12 Aeronautical, Mechanical, Chemical and Manufacturing Engineering Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 12 REF 2014 overall score = 3.03 RAE 2008 overall score = 0 Ranked 13 of 25 in the UK Ranked 0 of 0 in the UK 80 Ranked 1 of 1 in Scotland Ranked 0 of 0 in Scotland Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-1uk-12-overal 1 (1) Uni of Cambridge (1) Uni of Strathclyde 24-Overall-1 REF2014 Outputs REF O scot-1uk-12-overal 2 24-Overall-2 REF2014 EnvironmenREF E (2) Imperial College Lon (3) Uni of Manchester A (4) Uni of Birmingham B (4) Uni of Leeds (6) Uni College London Overall - REF 2014 vs RAE 2008 scot-1uk-12-overal 3 24-Overall-3 REF2014 Impact REF I scot-1uk-12-overal 4 24-Overall-4 REF Overall REF O scot-1uk-12-overal 5 24-Overall-5 RAE Outputs RAE O scot-1uk-12-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-1uk-12-overal 7 (7) Uni of Sheffield A 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-1uk-12-overal 8 (7) Uni of Manchester B 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-1uk-12-overal 9 (9) Cranfield Uni 24-Overall-9 Predicted scot-1uk-12-overal 10 (10) Loughborough Uni 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 12 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 12 Fig 3: Environment sub profile for UoA 12 Fig 4: Impact sub profile for UoA 12

24 UoA 12 Aeronautical, Mechanical, Chemical and Manufacturing Engineering GPA, Power and Intensity Rankings for UoA 12. Total number of HEIs = 25 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Cambridge Imperial College London Uni of Manchester A Uni of Birmingham B Uni of Leeds Uni College London Uni of Sheffield A Uni of Manchester B Cranfield Uni Loughborough Uni Uni of Bath Uni of Sheffield B Uni of Strathclyde Uni of Newcastle upon Tyne Queen's Uni Belfast Uni of Birmingham A Uni of Greenwich Brunel Uni Uni of Bradford Uni of Brighton Uni of Portsmouth Liverpool John Moores Uni Uni of Wolverhampton Uni of Northampton Uni of Sunderland

25 UoA 13 Electrical and Electronic Engineering, Metallurgy and Materials Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 13 REF 2014 overall score = 3.1 RAE 2008 overall score = 2.55 Ranked 15 of 37 in the UK Ranked 19 of 33 in the UK 80 Ranked 1 of 3 in Scotland Ranked 2 of 2 in Scotland Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-1uk-13-overal 1 (1) Uni of Cambridge (1) Uni of Leeds (1) Uni of Strathclyde (1) Uni of Glasgow 24-Overall-1 REF2014 Outputs REF O scot-1uk-13-overal 2 24-Overall-2 REF2014 EnvironmenREF E (2) Uni of Oxford (2) Uni of Surrey (2) Uni of the West of S (2) Uni of Strathclyde (3) Imperial College Lon(2) Uni of Manchester (3) Napier Uni (4) Imperial College Lon(2) Bangor Uni (5) Uni of Leeds (5) Imperial College London (6) Uni College London (6) Uni of Sheffield scot-1uk-13-overal 3 24-Overall-3 REF2014 Impact REF I scot-1uk-13-overal 4 24-Overall-4 REF Overall REF O scot-1uk-13-overal 5 24-Overall-5 RAE Outputs RAE O scot-1uk-13-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-1uk-13-overal 7 (7) Uni of Southampton(6) Uni of Southampton 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-1uk-13-overal 8 (8) Uni of Sheffield A (8) Uni College London 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-1uk-13-overal 9 (9) Queen's Uni Belfast (8) Uni of Glasgow 24-Overall-9 Predicted scot-1uk-13-overal 10 (9) Queen Mary, Uni of (10) Uni of Bath 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 13 % Overall - REF 2014 vs RAE 2008 Sub Profiles % Outputs - REF 2014 vs RAE REF Output RAE Output Predicted % Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 13 Fig 3: Environment sub profile for UoA 13 Fig 4: Impact sub profile for UoA 13

26 UoA 13 Electrical and Electronic Engineering, Metallurgy and Materials GPA, Power and Intensity Rankings for UoA 13. Total number of HEIs = 37 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Cambridge Uni of Oxford Imperial College London A Imperial College London B Uni of Leeds Uni College London Uni of Southampton Uni of Sheffield A Queen's Uni Belfast Queen Mary, Uni of London A Uni of Manchester A Uni of Sheffield B Uni of Manchester B Uni of Birmingham B Uni of Strathclyde Uni of Newcastle upon Tyne Uni of Surrey Queen Mary, Uni of London B Uni of Bath Uni of Liverpool Uni of Birmingham A Open Uni Uni of York Uni of Ulster Bangor Uni Aston Uni Uni of Plymouth Uni of Reading Liverpool John Moores Uni Loughborough Uni Glyndwr Uni Sheffield Hallam Uni Uni of the West of Scotland Uni of Salford Uni of Greenwich Uni of Central Lancashire Napier Uni

27 % % % UoA 14 Civil and Construction Engineering Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 14 REF 2014 overall score = 2.98 RAE 2008 overall score = 2.1 Ranked 8 of 14 in the UK Ranked 20 of 22 in the UK 80 Ranked 2 of 3 in Scotland Ranked 4 of 5 in Scotland Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-1uk-14-overal 1 (1) Cardiff Uni (1) Imperial College London(1) Uni of Dundee (1) Uni of Dundee 24-Overall-1 REF2014 Outputs REF O scot-1uk-14-overal 2 24-Overall-2 REF2014 EnvironmenREF E (2) Imperial College Lon(2) Swansea Uni (2) Uni of Strathclyde (2) Heriot-Watt Uni (3) Uni of Dundee (3) Cardiff Uni (3) Napier Uni (3) Uni of Glasgow (4) Uni of Sheffield (4) Uni of Nottingham (4) Napier Uni (5) Uni of Manchester (4) Uni of Newcastle upon T (4) Uni of Strathclyde (6) Uni of Newcastle up (6) Uni of Sheffield Overall - REF 2014 vs RAE 2008 scot-1uk-14-overal 3 24-Overall-3 REF2014 Impact REF I scot-1uk-14-overal 4 24-Overall-4 REF Overall REF O scot-1uk-14-overal 5 24-Overall-5 RAE Outputs RAE O scot-1uk-14-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-1uk-14-overal 7 (7) Uni of Leeds (6) Uni of Southampton 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-1uk-14-overal 8 (8) Uni of Strathclyde (8) Uni of Bristol 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-1uk-14-overal 9 (9) Queen's Uni Belfast (8) Uni of Dundee 24-Overall-9 Predicted scot-1uk-14-overal 10 (10) Uni of Birmingham (10) Queen's Uni Belfast 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 14 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 14 Fig 3: Environment sub profile for UoA 14 Fig 4: Impact sub profile for UoA 14

28 UoA 14 Civil and Construction Engineering GPA, Power and Intensity Rankings for UoA 14. Total number of HEIs = 14 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Cardiff Uni Imperial College London Uni of Dundee Uni of Sheffield Uni of Manchester Uni of Newcastle upon Tyne Uni of Leeds Uni of Strathclyde Queen's Uni Belfast Uni of Birmingham Loughborough Uni Uni College London Uni of Bradford Napier Uni

29 % % % UoA 16 Architecture, Built Environment and Planning Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 16 REF 2014 overall score = 2.53 RAE 2008 overall score = 2.25 Ranked 28 of 45 in the UK Ranked 25 of 35 in the UK Ranked 5 of 9 in Scotland Ranked 5 of 8 in Scotland 70 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 16 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-1uk-16-overal 1 24-Overall-1 REF2014 Outputs REF O (1) Uni of Glasgow (1) Uni of Cambridge (1) Uni of Glasgow (1) Uni of Edinburgh (1) Uni of Bath (2) Uni College London (2) Uni of Aberdeen (1) Edinburgh College of (3) Uni of Cambridge (3) Uni of Liverpool (3) Heriot-Watt Uni (3) Glasgow Caledonian (4) Uni of Sheffield (3) Uni of Sheffield (3) Uni of Edinburgh (3) Heriot-Watt Uni (5) Loughborough Uni (5) Loughborough Uni (5) Uni of Strathclyde (5) Uni of Strathclyde (6) Uni College London (5) Uni of Sheffield (6) Glasgow Caledonian (6) Napier Uni Overall - REF 2014 vs RAE 2008 scot-1uk-16-overal 2 24-Overall-2 REF2014 EnvironmenREF E scot-1uk-16-overal 3 24-Overall-3 REF2014 Impact REF I scot-1uk-16-overal 4 24-Overall-4 REF2014 Overall REF O scot-1uk-16-overal 5 24-Overall-5 RAE Outputs RAE O scot-1uk-16-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-1uk-16-overal 7 (7) Uni of Aberdeen (7) Uni of Edinburgh (7) Napier Uni (7) Uni of Dundee 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-1uk-16-overal 8 (8) Uni of Reading (7) Uni of Reading (8) Uni of Dundee (8) Robert Gordon Uni 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-1uk-16-overal 9 (9) Uni of Liverpool (7) Uni of Bath (9) Robert Gordon Uni 24-Overall-9 Predicted scot-1uk-16-overal 10 (9) Cardiff Uni A (7) Edinburgh College of Art 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 16 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 16 Fig 3: Environment sub profile for UoA 16 Fig 4: Impact sub profile for UoA 16

30 UoA 16 Architecture, Built Environment and Planning GPA, Power and Intensity Rankings for UoA 16. Total number of HEIs = 45 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Glasgow Uni of Bath Uni of Cambridge Uni of Sheffield Loughborough Uni Uni College London Uni of Aberdeen Uni of Reading Uni of Liverpool Cardiff Uni A Sheffield Hallam Uni Uni of Newcastle upon Tyne Cardiff Uni B Heriot-Watt Uni Uni of Edinburgh Uni of Manchester Uni of Ulster De Montfort Uni Uni of Gloucestershire Oxford Brookes Uni Queen's Uni Belfast Uni of Westminster Uni of the West of England, Bristol Uni of Salford Birmingham City Uni Uni of Nottingham Uni of Kent Uni of Strathclyde Uni of Northumbria at Newcastle Glasgow Caledonian Uni Napier Uni Liverpool John Moores Uni Uni of Plymouth Uni of East London Nottingham Trent Uni Leeds Metropolitan Uni Uni of Central Lancashire London Metropolitan Uni Uni of Greenwich Anglia Ruskin Uni Uni of Wolverhampton Uni of Dundee Uni of Lincoln Robert Gordon Uni Uni of Bolton

31 % % % UoA 19 Business and Management Studies Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 19 REF 2014 overall score = 3.17 RAE 2008 overall score = 2.85 Ranked 10 of 101 in the UK Ranked 11 of 89 in the UK Ranked 1 of 12 in Scotland Ranked 1 of 13 in Scotland 60 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 19 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-1uk-19-overal 1 24-Overall-1 REF2014 Outputs REF O (1) London School of Ec (1) London Business School (1) Uni of Strathclyde (1) Uni of Strathclyde (2) Uni of Cambridge (2) Imperial College London(2) Uni of St Andrews (2) Uni of St Andrews (3) Imperial College Lon(3) Uni of Cambridge (3) Uni of Edinburgh (3) Uni of Glasgow (4) Uni of Oxford (4) Cardiff Uni (4) Uni of Aberdeen (4) Uni of Edinburgh (5) London Business Sch(5) King's College London (5) Uni of Stirling (5) Heriot-Watt Uni (6) Cardiff Uni (5) London School of Econo (6) Uni of Glasgow (6) Uni of Stirling Overall - REF 2014 vs RAE 2008 scot-1uk-19-overal 2 24-Overall-2 REF2014 EnvironmenREF E scot-1uk-19-overal 3 24-Overall-3 REF2014 Impact REF I scot-1uk-19-overal 4 24-Overall-4 REF2014 Overall REF O scot-1uk-19-overal 5 24-Overall-5 RAE Outputs RAE O scot-1uk-19-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-1uk-19-overal 7 (7) City Uni, London (5) Uni of Warwick (7) Heriot-Watt Uni (7) Uni of Aberdeen 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-1uk-19-overal 8 (8) Uni of Bath (5) Lancaster Uni (8) Robert Gordon Uni (8) Robert Gordon Uni 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-1uk-19-overal 9 (9) Uni of Leeds (5) Uni of Oxford (9) Napier Uni (9) Glasgow Caledonian 24-Overall-9 Predicted scot-1uk-19-overal 10 (10) Uni of Strathclyde (5) Uni of Bath (10) Uni of Dundee (10) Uni of the West of 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 19 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 19 Fig 3: Environment sub profile for UoA 19 Fig 4: Impact sub profile for UoA 19

32 UoA 19 Business and Management Studies GPA, Power and Intensity Rankings for UoA 19. Total number of HEIs = 101 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank London School of Economics and Po Uni of Cambridge Imperial College London Uni of Oxford London Business School Cardiff Uni City Uni, London Uni of Bath Uni of Leeds Uni of Strathclyde York St John Uni Uni of Sunderland Lancaster Uni Uni of Warwick Uni of St Andrews King's College London Uni of Sheffield Uni of Reading Uni of East Anglia Aston Uni Uni of Manchester Uni of Durham Uni of Edinburgh Uni College London Cranfield Uni Uni of Aberdeen Uni of Bristol Loughborough Uni Uni of Stirling Uni of Ulster Royal Holloway, Uni of London Swansea Uni Uni of Liverpool Uni of Nottingham Uni of Southampton Queen's Uni Belfast Open Uni Uni of York Uni of Sussex Uni of Essex Queen Mary, Uni of London Uni of Exeter Uni of Brighton Uni of Birmingham Uni of Kent Uni of Bradford

33 % % % UoA 20 Law Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 20 REF 2014 overall score = 2.83 RAE 2008 overall score = 2.65 Ranked 32 of 67 in the UK Ranked 13 of 64 in the UK 80 Ranked 3 of 8 in Scotland Ranked 2 of 9 in Scotland Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-2uk-20-overal 1 (1) King's College Londo(1) London School of Econo (1) Uni of Edinburgh (1) Uni of Edinburgh 24-Overall-1 REF2014 Outputs REF O scot-2uk-20-overal 2 24-Overall-2 REF2014 EnvironmenREF E (2) London School of Ec (2) Uni College London (2) Uni of Glasgow (2) Uni of Strathclyde (3) Uni of Durham (3) Uni of Oxford (3) Uni of Strathclyde (3) Uni of Glasgow (4) Uni of Ulster (4) Uni of Durham (4) Uni of Dundee (4) Uni of Dundee (5) Uni of York (4) Uni of Nottingham (5) Uni of Aberdeen (5) Uni of Aberdeen (5) Uni College London (6) Uni of Kent (6) Uni of Stirling (6) Uni of Stirling Overall - REF 2014 vs RAE 2008 scot-2uk-20-overal 3 24-Overall-3 REF2014 Impact REF I scot-2uk-20-overal 4 24-Overall-4 REF Overall REF O scot-2uk-20-overal 5 24-Overall-5 RAE Outputs RAE O scot-2uk-20-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-2uk-20-overal 7 (7) Uni of Cambridge (7) Queen's Uni Belfast (7) Robert Gordon Uni (7) Robert Gordon Uni 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-2uk-20-overal 8 (8) Uni of Leeds (7) Uni of Cambridge (8) Uni of Abertay Dund(7) Glasgow Caledonian 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-2uk-20-overal 9 (9) Uni of Bristol (7) Cardiff Uni (9) Napier Uni 24-Overall-9 Predicted scot-2uk-20-overal 10 (10) Uni of Sheffield (10) Uni of Edinburgh 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 20 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 20 Fig 3: Environment sub profile for UoA 20 Fig 4: Impact sub profile for UoA 20

34 UoA 20 Law GPA, Power and Intensity Rankings for UoA 20. Total number of HEIs = 67 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank King's College London London School of Economics and Po Uni of Durham Uni of Ulster Uni of York Uni College London Uni of Cambridge Uni of Leeds Uni of Bristol Uni of Sheffield Uni of Warwick Uni of Oxford Cardiff Uni Uni of Edinburgh Queen's Uni Belfast Uni of Nottingham Uni of Kent Queen Mary, Uni of London Uni of Exeter Lancaster Uni Uni of Birmingham Uni of East Anglia Birkbeck College Uni of Glasgow Uni of Manchester Uni of Essex Uni of Leicester Uni of Liverpool School of Oriental and African Stud Keele Uni Uni of Reading Uni of Strathclyde Uni of Newcastle upon Tyne Uni of Dundee Middlesex Uni Uni of Aberdeen City Uni, London Uni of Southampton Swansea Uni Uni of Stirling Uni of Sussex Aberystwyth Uni Uni of East London Uni of Surrey Brunel Uni Uni of Hull

35 % % % UoA 21 Politics and International Studies Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 21 REF 2014 overall score = 3.04 RAE 2008 overall score = 2 Ranked 11 of 56 in the UK Ranked 41 of 58 in the UK Ranked 2 of 7 in Scotland Ranked 6 of 8 in Scotland 70 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 21 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 (1) Uni of Essex (1) Uni of Sheffield (1) Uni of Edinburgh (1) Uni of Edinburgh (2) London School of Ec (1) Uni of Essex (2) Uni of Strathclyde (2) Uni of St Andrews scot-2uk-21-overal 1 24-Overall-1 REF2014 Outputs REF O scot-2uk-21-overal 2 24-Overall-2 REF2014 EnvironmenREF E scot-2uk-21-overal 3 (3) Uni of Sheffield (3) Aberystwyth Uni (3) Uni of St Andrews (3) Uni of Glasgow 24-Overall-3 REF2014 Impact REF I scot-2uk-21-overal 4 24-Overall-4 REF2014 Overall REF O (4) Uni of Oxford (4) Uni of Oxford (4) Uni of Glasgow (4) Uni of Dundee (5) Uni College London (5) London School of Econo (5) Robert Gordon Uni (5) Uni of Aberdeen (6) Uni of Warwick (6) Uni College London (5) Uni of Aberdeen (6) Uni of Strathclyde Overall - REF 2014 vs RAE 2008 scot-2uk-21-overal 5 24-Overall-5 RAE20080 Outputs RAE O scot-2uk-21-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-2uk-21-overal 7 (7) Aberystwyth Uni (7) Uni of Warwick (7) Uni of Dundee (7) Robert Gordon Uni 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-2uk-21-overal 8 (8) Uni of York (7) School of Oriental and A (8) Uni of Stirling 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-2uk-21-overal 9 (9) Uni of Exeter (7) Uni of Sussex 24-Overall-9 Predicted scot-2uk-21-overal 10 (10) Uni of Edinburgh (10) Uni of Exeter 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 21 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 21 Fig 3: Environment sub profile for UoA 21 Fig 4: Impact sub profile for UoA 21

36 UoA 21 Politics and International Studies GPA, Power and Intensity Rankings for UoA 21. Total number of HEIs = 56 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Essex London School of Economics and Po Uni of Sheffield Uni of Oxford Uni College London Uni of Warwick Aberystwyth Uni Uni of York Uni of Exeter Uni of Edinburgh Uni of Strathclyde Uni of Sussex Cardiff Uni Uni of Cambridge King's College London Uni of Southampton Birkbeck College Uni of St Andrews Uni of Manchester Uni of Reading Uni of Durham Swansea Uni School of Oriental and African Stud Uni of Leeds Queen Mary, Uni of London Uni of East Anglia Uni of Glasgow Royal Holloway, Uni of London Queen's Uni Belfast Brunel Uni Uni of Nottingham Uni of Birmingham Uni of Kent Keele Uni Uni of Bradford Uni of Bristol Uni of Westminster City Uni, London Uni of Newcastle upon Tyne Uni of Ulster Uni of Leicester Goldsmiths College, Uni of London Robert Gordon Uni Uni of Aberdeen Uni of Liverpool Oxford Brookes Uni

37 % % % UoA 22 Social Work and Social Policy Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 22 REF 2014 overall score = 2.94 RAE 2008 overall score = 2.3 Ranked 22 of 62 in the UK Ranked of 66 in the UK Ranked 4 of 7 in Scotland Ranked 3 of 6 in Scotland 60 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 22 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-2uk-22-overal 1 24-Overall-1 REF2014 Outputs REF O (1) Uni of Oxford (1) London School of Econo (1) Uni of Glasgow (1) Uni of Edinburgh (2) London School of Ec (2) Uni of Bath (2) Uni of Edinburgh (2) Uni of Stirling (3) Uni of York (3) Uni of Southampton (3) Uni of Stirling (3) Uni of Glasgow (4) Uni of East Anglia (4) Uni of Kent (4) Uni of Strathclyde (3) Uni of Strathclyde (5) Uni of Kent (4) Uni of Leeds (5) Glasgow Caledonian (5) Uni of Dundee (6) Uni of Southampton(6) Uni College London (6) Uni of Dundee (6) Uni of the West of S Overall - REF 2014 vs RAE 2008 scot-2uk-22-overal 2 24-Overall-2 REF2014 EnvironmenREF E scot-2uk-22-overal 3 24-Overall-3 REF2014 Impact REF I scot-2uk-22-overal 4 24-Overall-4 REF2014 Overall REF O scot-2uk-22-overal 5 24-Overall-5 RAE Outputs RAE O scot-2uk-22-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-2uk-22-overal 7 (6) Uni of Bath (7) Uni of York (7) Uni of the West of S 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-2uk-22-overal 8 (8) Uni of Glasgow (7) Uni of Edinburgh 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-2uk-22-overal 9 (9) Uni of Edinburgh (9) Uni of Sheffield 24-Overall-9 Predicted scot-2uk-22-overal 10 (10) Uni of Bristol (9) Uni of Oxford 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 22 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 22 Fig 3: Environment sub profile for UoA 22 Fig 4: Impact sub profile for UoA 22

38 UoA 22 Social Work and Social Policy GPA, Power and Intensity Rankings for UoA 22. Total number of HEIs = 62 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Oxford London School of Economics and Po Uni of York Uni of East Anglia Uni of Kent Uni of Southampton Uni of Bath Uni of Glasgow Uni of Edinburgh Uni of Bristol Uni College London Uni of Nottingham Uni of Leeds Swansea Uni Uni of Bedfordshire Uni of Sheffield Uni of Stirling Uni of Teesside Loughborough Uni Queen's Uni Belfast Uni of Birmingham Uni of Strathclyde Uni of Ulster Uni of Durham Uni of Liverpool Keele Uni Uni of Bradford Uni of South Wales Uni of Leicester Uni of Huddersfield Brunel Uni London Metropolitan Uni Open Uni Uni of Sussex Glasgow Caledonian Uni Uni of Plymouth Uni of Dundee Liverpool John Moores Uni London South Bank Uni Uni of Salford University of Manchester Uni of East London Uni of Brighton Middlesex Uni Uni of Central Lancashire Uni of Hull

39 % % % UoA 25 Education Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 25 REF 2014 overall score = 2.78 RAE 2008 overall score = 2 Ranked 31 of 76 in the UK Ranked 34 of 80 in the UK Ranked 5 of 8 in Scotland Ranked 3 of 8 in Scotland 60 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 25 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-2uk-25-overal 1 24-Overall-1 REF2014 Outputs REF O (1) Uni of Oxford (1) Institute of Education (1) Uni of Edinburgh (1) Uni of Stirling (2) King's College Londo(1) Uni of Oxford (2) Uni of Glasgow (2) Uni of Edinburgh (3) Uni of Nottingham (3) King's College London (3) Uni of Stirling (3) Glasgow Caledonian (4) Uni of Sheffield (3) Uni of Cambridge (4) Uni of Dundee (3) Uni of Glasgow (5) Uni of Durham (5) Uni of Bristol (5) Uni of Strathclyde (3) Uni of Strathclyde (5) Uni of Cambridge (5) Uni of Leeds (6) Uni of Aberdeen (6) Uni of Aberdeen Overall - REF 2014 vs RAE 2008 scot-2uk-25-overal 2 24-Overall-2 REF2014 EnvironmenREF E scot-2uk-25-overal 3 24-Overall-3 REF2014 Impact REF I scot-2uk-25-overal 4 24-Overall-4 REF2014 Overall REF O scot-2uk-25-overal 5 24-Overall-5 RAE Outputs RAE O scot-2uk-25-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-2uk-25-overal 7 (5) Cardiff Uni (7) Uni of Exeter (7) Uni of the West of S (7) Uni of the West of S 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-2uk-25-overal 8 (8) Uni of Exeter (8) University of Mancheste(8) Glasgow Caledonian (7) Uni of Dundee 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-2uk-25-overal 9 (9) Uni of Birmingham (8) Uni of Warwick 24-Overall-9 Predicted scot-2uk-25-overal 10 (10) Uni of Bristol (8) Uni of York 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 25 Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 25 Fig 3: Environment sub profile for UoA 25 Fig 4: Impact sub profile for UoA 25

40 UoA 25 Education GPA, Power and Intensity Rankings for UoA 25. Total number of HEIs = 76 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Oxford King's College London Uni of Nottingham Uni of Sheffield Uni of Durham Uni of Cambridge Cardiff Uni Uni of Exeter Uni of Birmingham Uni of Bristol Uni College London A Uni of Edinburgh Queen's Uni Belfast Uni of York Loughborough Uni Uni of Manchester Uni of Southampton Uni of Warwick Uni of Reading Open Uni Lancaster Uni Uni of Glasgow Uni of Stirling Uni of Leeds Uni of Sussex University of Manchester Roehampton Uni Uni of Newcastle upon Tyne Uni of East Anglia Uni of Dundee Uni of Strathclyde Uni of Ulster Goldsmiths College, Uni of London Uni of Aberdeen Sheffield Hallam Uni Uni of the West of England, Bristol Uni of Leicester Brunel Uni Liverpool John Moores Uni London Metropolitan Uni Uni of Huddersfield Liverpool Hope Uni Uni of East London Uni College London B Uni of Plymouth Uni of Brighton

41 UoA 29 English Language and Literature Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA 29 REF 2014 overall score = 2.93 RAE 2008 overall score = 2.5 Ranked 44 of 89 in the UK Ranked 43 of 85 in the UK Ranked 7 of 8 in Scotland Ranked 6 of 8 in Scotland 70 Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 29 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-2uk-29-overal 1 24-Overall-1 REF2014 Outputs REF O (1) Uni of Warwick (1) Uni of York (1) Uni of St Andrews (1) Uni of Edinburgh (2) Uni of York (2) Queen Mary, Uni of Lond(2) Uni of Aberdeen (2) Uni of Glasgow (3) Uni of Newcastle up (2) Uni of Edinburgh (3) Uni of Glasgow (2) Uni of St Andrews (4) Uni of Durham (2) Uni of Manchester (4) Uni of Edinburgh (4) Uni of Aberdeen (5) Queen Mary, Uni of (5) Uni of Nottingham (5) Uni of Stirling (5) Uni of Stirling (6) Uni of St Andrews (5) Uni of Oxford (6) Uni of Dundee (6) Uni of Strathclyde scot-2uk-29-overal 2 24-Overall-2 REF2014 EnvironmenREF E scot-2uk-29-overal 3 24-Overall-3 REF2014 Impact REF I scot-2uk-29-overal 4 24-Overall-4 REF2014 Overall REF O scot-2uk-29-overal 5 24-Overall-5 RAE Outputs RAE O scot-2uk-29-overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-2uk-29-overal 7 (7) Uni College London (5) Uni of Exeter (7) Uni of Strathclyde (7) Uni of Dundee 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-2uk-29-overal 8 (7) Swansea Uni (8) De Montfort Uni (8) Napier Uni (8) Napier Uni 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-2uk-29-overal 9 (9) Uni of Sussex (8) Uni of Warwick 24-Overall-9 Predicted scot-2uk-29-overal 10 (10) Uni of Nottingham (8) Uni of Cambridge 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA 29 % Overall - REF 2014 vs RAE 2008 Sub Profiles % Outputs - REF 2014 vs RAE REF Output RAE Output Predicted % Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA 29 Fig 3: Environment sub profile for UoA 29 Fig 4: Impact sub profile for UoA 29

42 UoA 29 English Language and Literature GPA, Power and Intensity Rankings for UoA 29. Total number of HEIs = 89 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Warwick Uni of York Uni of Newcastle upon Tyne Uni of Durham Queen Mary, Uni of London Uni of St Andrews Uni College London Swansea Uni Uni of Sussex Uni of Nottingham Uni of East Anglia Cardiff Uni Uni of Oxford Uni of Aberdeen King's College London Uni of Bedfordshire Uni of Sheffield Queen's Uni Belfast Royal Holloway, Uni of London Uni of Birmingham Uni of Leeds Uni of Manchester Uni of Liverpool Uni of Glasgow Lancaster Uni Uni of Cambridge Uni of Southampton Uni of Westminster Uni of Edinburgh University of Manchester Uni of Exeter Uni of Leicester Oxford Brookes Uni Bangor Uni Uni of Kent Uni of Surrey Open Uni Uni of Essex Uni of Stirling Birmingham City Uni Uni of Reading Uni of Dundee Uni of Northumbria at Newcastle Birkbeck College Uni of Strathclyde Roehampton Uni

43 % % % UoA History Overall Ranking and Overall Profile based on Grade Point Average (GPA) Table 1: Strathclyde weighted overall quality score and rankings in UoA REF 2014 overall score = 2.95 RAE 2008 overall score = 2.3 Ranked 35 of 83 in the UK Ranked 56 of 82 in the UK 80 Ranked 4 of 9 in Scotland Ranked 7 of 8 in Scotland Outputs Predicted EnvironmenPredicted Table 2: Top ten institutions in UoA 60 Impact Predicted UK Scotland Overall Predicted # REF 2014 RAE 2008 REF 2014 RAE 2008 scot-3uk--overal 1 (1) Uni of Birmingham (1) Imperial College London(1) Uni of St Andrews (1) Uni of Aberdeen 24-Overall-1 REF2014 Outputs REF O scot-3uk--overal 2 24-Overall-2 REF2014 EnvironmenREF E (2) Uni of York (2) Uni of Liverpool (2) Uni of Glasgow (2) Uni of Glasgow (3) Uni of Sheffield (2) Uni of Kent (3) Uni of Edinburgh (2) Uni of St Andrews (3) Uni of Southampton(2) Uni of Warwick (4) Uni of Aberdeen (4) Uni of Dundee (5) King's College Londo(2) Uni of Oxford (4) Uni of Strathclyde (5) Uni of Edinburgh (5) Uni of Hertfordshire (2) Uni of Essex (6) Uni of Stirling (6) Uni of Stirling Overall - REF 2014 vs RAE 2008 scot-3uk--overal 3 24-Overall-3 REF2014 Impact REF I scot-3uk--overal 4 24-Overall-4 REF Overall REF O scot-3uk--overal 5 24-Overall-5 RAE Outputs RAE O scot-3uk--overal 6 24-Overall-6 RAE2008 EnvironmenRAE E scot-3uk--overal 7 (7) Uni of Warwick (7) Uni of Hertfordshire (7) Glasgow Caledonian (7) Uni of Strathclyde 24-Overall-7 RAE2008 Esteem4 RAE E U REF Overall scot-3uk--overal 8 (8) Uni of Oxford (7) Uni of Southampton (8) UHI Millennium Insti(8) Glasgow Caledonian 24-Overall-8 RAE2008 Overall RAE O RAE Overall scot-3uk--overal 9 (9) Uni of Exeter (7) Birkbeck College (9) Uni of Dundee 24-Overall-9 Predicted scot-3uk--overal 10 (10) Uni of Cambridge (7) Uni College London 24-Overall-10 Figure 1: Strathclyde overall profile - REF2014 vs RAE2008 in UoA Sub Profiles Outputs - REF 2014 vs RAE REF Output RAE Output Predicted Environment - REF 2014 vs RAE REF Env RAE Env Predicted Impact - REF REF Impact Predicted Fig 2: Output sub profile for UoA Fig 3: Environment sub profile for UoA Fig 4: Impact sub profile for UoA

44 UoA History GPA, Power and Intensity Rankings for UoA. Total number of HEIs = 83 Table 5: Overall profile rankings list Grade Point Average (GPA) Power Intensity REF 2014 RAE 2008 REF 2014 RAE 2008 REF 2014 HEI Score Rank Score Rank Score Rank Score Rank Score Rank Uni of Birmingham Uni of York Uni of Sheffield Uni of Southampton King's College London Uni of Hertfordshire Uni of Warwick Uni of Oxford Uni of Exeter Uni of Cambridge Uni of Manchester Uni of Leeds Uni of St Andrews Uni College London Queen Mary, Uni of London Uni of Sussex Cardiff Uni Uni of Durham Birkbeck College Uni of Glasgow London School of Economics and Po Queen's Uni Belfast Uni of Leicester Uni of Edinburgh Lancaster Uni Uni of East Anglia Uni of Liverpool Swansea Uni Keele Uni Open Uni Oxford Brookes Uni Royal Holloway, Uni of London Uni of Reading Uni of Kent Uni of Aberdeen Uni of Bristol Uni of Strathclyde Goldsmiths College, Uni of London Uni of Nottingham Bangor Uni Uni of Northumbria at Newcastle Uni of Stirling Sheffield Hallam Uni Uni of Essex Uni of Northampton Uni of Hull

45 Quarterly Business Report [RESERVED ITEM] Paper C

46 Paper D Technology & Innovation Centre progress report [RESERVED ITEM]

47 Paper E Developing the University s Strategic Plan Outline structure, KPIs, targets and reporting Introduction 1. This paper provides Court with an overview of the planning process and timeline, gives an early indication of the draft format and structure of the new Strategic Plan and seeks comments on a revised set of key performance indicators (KPIs) and targets that will sit alongside the Strategic Plan and inform the shape and content of the University s Operating Plan The Planning Process 2. As signalled at the November 2014 meeting of Court, we propose to prepare a new University Strategic Plan for the five year period to run on from the current five year Plan. Annex A provides an indication of the draft format and nature of the content of the Plan. The Strategic Plan will be informed by a range of sources including input from previous Court and Senate Strategy discussions, Executive Team deliberations, the Scottish Funding Council Outcome Agreement commitments and the plans of Faculties, Departments, Schools and Professional Services that are currently being finalised as part of the annual planning round. 3. The Strategic Plan will be shaped and be informed by the University s forecast financial position and the requirement to meet our KPIs and targets. The planning process will be led by the Principal and the Executive Team and planning meetings across Faculties and Professional Services, led by the Principal, will be an important component of the robust planning process. Consultation with staff and other key stakeholders, both internal and external, will also be an important aspect of the planning process. 4. We aim to present a draft Strategic Plan to Court in April, with the final version of the Plan approved by Court at its meeting in June. 5. In parallel with the Strategic Planning process, we will also be aiming to produce an annual Operating Plan for approval by Court within the same timescale. The production of an annual Operating Plan is now a requirement of the Code of Good Higher Education Governance. The Strategic and Operating Plans will align with the timetable for the production of the annual financial budgets and four year forecasts. 6. Annex B seeks to articulate the University s planning process, in particular the relationship between the: University s Strategic Plan Our Outcome Agreement with the SFC University annual Operating Plan Faculty & PS operating plans School, Department and Directorate plans 1

48 Performance Measurement Framework (PMF) and the Development of KPIs/Targets 7. We are taking the opportunity of the new Strategic Plan to refresh and rationalise our existing PMF and KPIs and Targets. Extensive work has been undertaken in recent months to sharpen our KPIs to ensure they are fit for purpose and align closely with our emerging Strategy. We have reduced the total number of strategic KPIs/targets from 22 to 16. These strategic performance measures are of course underpinned and supplemented by a much broader range of KPIs at an operating level. 8. The proposed measures are incorporated into the draft Strategic Plan outline at Annex A. However, we would draw Court s attention to the much more detailed trend and benchmarking data at Annex C which provides an indication of the evidence base/rationale for the proposed new measures. These are subject to further work but we would welcome Court s input to how these are shaping up and whether we have the focus and levels about right. 9. Court will want to note the following points in particular: Of the 16 measures proposed: o 8 are a direct continuation from the previous PMF (1, 3, 6, 7, 9, 12, 13, 16), albeit minor definitional adjustments may be made to some o 6 are new measures, reflecting a tightening of focus on key strategic growth areas (2, 5, 10, 11, 14, 15) o 2 retain a similar area of focus but with some revision to the measure/definition (4, 8) The KPI-Target structure enabling the potential to retain KPIs but to uplift targets in the course of the period covered by the plan Targets are proposed with reference to 2013/14 as the baseline year this is considered to be the most suitable approach due to the inability to secure finalised baseline data for 2014/15 prior to launch of the plan in July/August Reporting It is our intention that the Court meeting in November 2015 will see a final wrap-up report on the current PMF measures and a Year 1 progress report against the measures in the new Strategic Plan. The transition between the two sets of measures will be aided by the continuation of many of the current measures. Financial forecasts where applicable, targets will be reconciled with the four year forecast Several measures/targets in Annex A are marked as To Be Confirmed. Further internal discussions on precise definitions and targets are underway to address these areas Consultation - discussions with key University committees are underway (currently engaging with Research and Knowledge Exchange Committee, Education Strategy Committee, and Leadership Group) and, following approval of the measures and targets by Executive Team, a revised paper and draft plan will be developed for consultation with the Committees prior to wider consultation with staff and students during March In line with previous discussions and to reflect their cross-cutting and underpinning nature, the Operational excellence and Thriving international profile and reputation themes have been provisionally renamed as Enhancing delivery and Enhancing our international profile and reputation Recommendations 10. Court is invited to: Note the planning process and timeline for the production of the new Strategic Plan and associating annual Operating Plan and budgets; 2

49 Provide views on the draft format and structure of the new Strategic Plan set out in Annex A Consider and comment on the revised Performance Framework and associated KPIs/targets as set out in Annex B Note that a draft Strategic Plan and annual Operating Plan will be presented to Court in April February

50 Paper E Annex A - Strategic Plan development [RESERVED ITEM]

51 Annex B - Planning Overview University Planning Overview YEAR /16 YEAR /17 YEAR /18 YEAR /19 YEAR /20 UNIVERSITY ANNUAL OPERATING PLAN AND BUDGET 2015/16 UNIVERSITY ANNUAL OPERATING PLAN AND BUDGET 2016/17 UNIVERSITY ANNUAL OPERATING PLAN AND BUDGET 2017/18 UNIVERSITY ANNUAL OPERATING PLAN AND BUDGET 2018/19 UNIVERSITY ANNUAL OPERATING PLAN AND BUDGET 2019/20 Jan Jun (annually) ANNUAL FACULTY AND PROFESSIONAL SERVICES PLANS ANNUAL FACULTY AND PROFESSIONAL SERVICES PLANS ANNUAL FACULTY AND PROFESSIONAL SERVICES PLANS ANNUAL FACULTY AND PROFESSIONAL SERVICES PLANS ANNUAL FACULTY AND PROFESSIONAL SERVICES PLANS HaSS SBS HaSS SBS HaSS SBS HaSS SBS HaSS SBS Eng PS PLAN Sci Eng PS PLAN Sci Eng PS PLAN Sci Eng PS PLAN Sci Eng PS PLAN Sci Nov - Mar (annually) SCHOOL/ DEPARTMENT/ PS DIRECTORATE ANNUAL PLANS SCHOOL/ DEPARTMENT/ PS DIRECTORATE ANNUAL PLANS SCHOOL/ DEPARTMENT/ PS DIRECTORATE ANNUAL PLANS SCHOOL/ DEPARTMENT/ PS DIRECTORATE ANNUAL PLANS SCHOOL/ DEPARTMENT/ PS DIRECTORATE ANNUAL PLANS UNIVERSITY STRATEGIC PLAN SFC OUTCOME AGREEMENT (3YR) SFC OUTCOME AGREEMENT (3YR) SFC OUTCOME AGREEMENT (3YR)

52 Annex C - Strategic Plan development [RESERVED ITEM] Paper E

53 Paper F University of Strathclyde - Outcome Agreement Annex for Introduction The University of Strathclyde published a three year Outcome Agreement covering the period in April 2014 and which presents commitments up until This supplementary document addresses additional requirements set out in the SFC guidance for and takes the form of an annex to our current Outcome Agreement published in Plans are in place to publish a refreshed Strategic Plan by 1 August 2015 which will include new/restated performance measures; this is likely to result in the University undertaking a more significant refresh of our Outcome Agreement next year. 2. Theme 1: Renowned Research Quality and Intensity Link to SFC Aim 5 A research base that is internationally competitive and improving its reputation and standing in the world National Physical Laboratory (NPL) Scotland Regional Hub In 2014 following a competitive process, Strathclyde, alongside the University of Surrey, was identified as a preferred partner for a new strategic partnership with the Department for Business, Innovation and Skills (BIS) and the world-renowned National Physical Laboratory (NPL), a global centre of excellence in measurement and materials science. The NPL Management Ltd (NPLML) Board commissioned report Investment Impact Strategy for NPL in Scotland recommended the creation of an NPL Scotland hub to maximise the economic impact of past investments in NPL by the National Measurement Office (NMO) in Scotland. The economic impact of such a strategic partnership is estimated at over 78 million gross value added over 10 years and almost 200 quality jobs. This NPL Regional Hub will become a focal point for regional SMEs and larger company engagement; bringing end user communities together with the relevant expertise from Universities and NPL to address metrology challenges inherent in some of the major sectors and to catalyse innovation in these key areas. The NPL Scotland Regional Hub will create stronger links with, and a culture of collaborative working between, NPL in Teddington, the science base in Scotland and across the UK including the business community. NPL Scotland will incorporate 3 distinctive and integrated components: 1. Joint Research Activity in Measurement Science with Industrial Applications; 2. Regional Centre for the Post Graduate Institute in Measurement Science; 3. A Knowledge Exchange Hub facilitating outreach to industry. 3. Theme 3: Outstanding Teaching and Student Experience Link to SFC Aims 1 and 3 Improve access to higher education for people from the widest possible range of backgrounds Right learning in the right place Strathclyde is committed to widening access and is active in delivering a range of initiatives that remove barriers to participation for under-represented groups of students in Higher Education. We hold an institutional level Athena SWAN Bronze award, recognising our commitment and progress towards The place of useful learning The University of Strathclyde is a charitable body, registered in Scotland, number SC015263

54 advancing gender equality in science, technology, engineering, maths and medicine in UK academia. Four departments hold Athena SWAN awards: Civil and Environmental Engineering (Silver), Strathclyde Institute of Pharmacy & Biomedical Sciences (Bronze), Physics (Bronze) and Mechanical and Aerospace Engineering (Bronze). Our Civil and Environmental Engineering Department is the only engineering department in Scotland, and one of only five civil engineering departments in the UK to hold an Athena SWAN silver award. Some additional examples of current activity include: Equality and Diversity Strathclyde is committed to equality for all people. We value the diversity of our staff and students and are committed to encouraging everyone to realise their full potential. The University is already required to publish detailed information on protected characteristics as a consequence of its duties under the Equality Act These are available at The University is committed to ensuring progress is sustained on the Equality Outcomes and conducted a survey of all staff and students in early In addition, the University has student and retention/progression datamarts (for internal users) under development which will enable staff to view interactive student data by SIMD quintile and a range of protected characteristics, including the ability to view data at department and course level. Attracting diversity: equality in student recruitment in Scottish higher education institutions The University was selected to participate in an Equality Challenge Unit funded project to investigate the volume and proportion of applications and entrant registrations of individuals from SIMD backgrounds and with key protected characteristics. By July 2015, we will have improved our understanding of applications and conversion rates thus identifying possible barriers to entry and the stages at which they occur. In the longer term we aim to use this information to inform our recruitment, widening access and admissions activities and policies. Engineering Accelerate Summer Programme Strathclyde s Engineering Accelerate Summer Programme, run by the University s dedicated Widening Access team, is supported by The Women s Engineering Society (WES). A number of places for female participants are sponsored by WES, with an emphasis on supporting pupils from MD postcodes. The programme aims to provide S5 and S6 school pupils with a targeted focus on their chosen area of potential university study. Ten female pupils participated in 2012, rising to 13 in 2013, and 19 in Participants have the opportunity to work with current undergraduate and postgraduate student mentors from Scottish universities, as well as junior mentors previous participants from the programme. For example, two female pupils sponsored by the Women s Engineering Society for the Mini Space Academy in 2012 returned as junior mentors for this challenge in One of these pupils has since gone on to study Aeronautical Engineering at Strathclyde. Care Leavers The Buttle UK Quality Mark will be phased out in 2015, however Strathclyde s commitment to care leavers will continue. Our current support is based on a close liaison between our Widening Access Team, the Centre for Excellence for Looked after Children (CELCIS), the University s Recruitment and International Office, representatives from across the Faculties, Professional Services and our student body in the form of the Care Experience/Care Leaver University Committee. Through this committee we will continue to monitor and prioritise support for students from a looked after background and actively seek opportunities to increase applications. Language Skills Strathclyde is home to a unique combination of expertise in modern languages, languages education and pedagogy, languages policy and languages Continuing Education (CE). This encompasses our BA single and joint honours programmes (French, Italian and Spanish), PGDE in languages, Centre for Lifelong 2

55 Learning (CLL) and CE languages provision, and distinct Gaelic immersion programmes such as the Gaelic Immersion for Teachers (GIfT) course. In addition we are home to SCILT (Scotland's National Centre for Languages) and CISS (Confucius Institute for Scotland's Schools) which both have national mandates for the promotion of languages and language teaching. Furthermore our Languages Ambassadors Programme draws upon our UG students to promote languages through mentoring and assisting languages teaching in our partner schools in Glasgow. Strathclyde University Academies Strathclyde has a longstanding track record of working closely with local FE Colleges. The foundation of the Engineering Academy in 2013 further consolidated our pathway to university for college students and established a new approach to articulation against multiple degree programmes. Now is an opportune time to build on the success of the Engineering Academy by extending this unique approach to our three other Faculties: Business; Science and Humanities & Social Sciences (HaSS). Like the Engineering Academy, close partnership working with colleges and employers will form the bedrock of the academies and widening access will be placed at their centre. We envisage that each academy will be broad-based, meet economic and social priorities and strongly emphasise work-based learning. Constructive engagement with the Scottish Funding Council was critical to the success of the Engineering Academy and will be critical to the success of further academies - we look forward to discussions with SFC in early 2015 to advance our joint ambitions in this area. Gaelic Our Education School is the largest provider of initial teacher education and professional development for teachers working in Gaelic Medium Education (GME) in Scotland. This year we have 28 students training to become GME teachers compared with 17 last year. In 2013/14, our School of Education, in collaboration with the Department of Celtic and Scottish studies at the University of Edinburgh, developed the Gaelic Immersion for Teachers course - a full-time PG Diploma, combining intensive Gaelic language learning with specialist pedagogical education for teachers working in GME. Nine students have been recruited for the first cohort, which runs at the University of Strathclyde in 2014/15. In 2013, Strathclyde Student Alasdair MacPhee was named Young Gaelic Ambassador of the Year at the Scottish Gaelic Awards. Strathclyde, via its membership of the Gaelic Adult Learning Operations Group, is also helping to widen the availability of Gaelic learning opportunities in Glasgow and recently contributed to the development of the Glasgow Gaelic Learning Map (launched in October 2014) which highlights the Gaelic language classes available across the city. 4. Theme 5: Operational Excellence Link to SFC Aim 7 Sustainable institutions Strathclyde is committed to ensuring our staff and students make a useful and positive contribution to social and environmental challenges, locally and globally. This aim is embodied in our research and curriculum, demonstrated through our operational and management practices, and communicated within our Sustainable Strathclyde Strategy. We work closely with the Environmental Association of Universities and Colleges, SFC, SALIX Finance, Zero Waste Scotland, Resource Efficient Scotland, and the Carbon Trust. We are a signatory of the Universities and Colleges Climate Commitment for Scotland (UCCCfS) and have set a range of objectives in our Carbon Management Implementation Plan which demonstrate our commitment to the dual ethos of sustainability and responsible global citizenship. Green Gown Award: In October 2014, we were awarded the Environmental Association of Universities and Colleges (EAUC) Green Gown Award for Continuous Improvement: Institutional Change; highlighting our long standing performance improvement and success in student and staff engagement. Energy and Water Efficiency: Relative to our baseline, we have reduced our electricity intensity by 5%; gas intensity by 11% and water intensity by 44%. Greenhouse Gas Emissions Reductions: Relative to our baseline, we have reduced our Scope 1&2 GHG 3

56 intensity by 10%. Education for Sustainable Development: Our Faculty of Engineering, Department of Architecture and Strathclyde Business School have engaged with the Estates Services department to integrate over 20 student-led facilities projects into the course curriculum. Exemplar Sustainable Construction: Strathclyde has paid particular attention to carbon footprint when designing the Technology and Innovation Centre building. As an example, the TIC roof will present the second largest Photovoltaic (PV) array in the City of Glasgow. The 93kWp system will deliver an estimated 80,000kWh per annum, providing a CO2 reduction of around 49,000kg per annum. 4

57 SFC National measures Strathclyde is committed to equality for all people irrespective of their protected characteristics. As a provider of employment and education, we value the diversity of our staff and students and are committed to encouraging everyone to realise their full potential. It should be noted that retention percentage statistics, particularly where these are based on relatively small sub-populations, are subject to minor natural variation year to year. To ascertain a trend it is important to consider a few years data. BASELINE PROGRESS PROGRESS MEASURE 1 The number and proportion of Scottishdomiciled learners articulating from college to degree level courses with advanced standing. 45/286 (15.7 per cent) SFC DATA 54/3 (15.4 per cent) UNIVERSITY OF STRATHCLYDE DATA (USING SFC S DEFINITIONS) Data from National Articulation Database for not yet available. ASPIRATIONS Increase to 120 entrants 2 The number and proportion of Scottishdomiciled undergraduate entrants from the 20% and % most deprived postcodes 1. SIMD / 2,631 (11.8 per cent) SIMD / 2,631 (26.6 per cent) SIMD / 2,745 (13.5 per cent) SIMD / 2,745 (28.4 per cent) SIMD / 2,906 (12.7 per cent) SIMD / 2,906 (27.6 per cent) Maintain proportion of SIMD 0- from SIMD 0-20 postcodes Increase by a minimum of 15 per cent 4 The number and proportion of Scottishdomiciled undergraduate entrants by different protected characteristic groups and care leavers (where underrepresented). Gender Age Ethnicity Disability Male: Female.3 : 49.7 per cent Young: Mature 84.4 : 15.6 per cent BME 6.7 per cent Disability 4.5 per cent 2 Male: Female 49.7 :.3 per cent Young: Mature 84.0 : 16.0 per cent BME 6.8 per cent Disability 6.0 per cent Male: Female: Other 52.8 : 47.1 : 0.1 per cent Young: Mature 83.8 : 16.2 per cent BME 7.4 per cent Disability 6.3 per cent Continue annual monitoring against sector average. 1 SFC definition differs from Strathclyde definition therefore SFC National Measure 2 figures should not be expected to match exactly with those for SIMD presented in other documents /12 Disability data contains a known undercount of students 5 with a reported disability.

58 2010/11 entrants retained in 2011/ /12 entrants retained in /13 entrants retained in The number and proportion of full-time first year Scottishdomiciled entrants from different protected characteristic groups returning to study in year two. Ethnicity Age Gender Male: Female 92.3: 93.5 per cent Young: Mature 93.2: 91.0 per cent BME 93.3 per cent Male: Female 92.4: 95.2 per cent Young: Mature 94.4: 89.2 per cent BME 92.3 per cent Male: Female 90.5 : 94.8 per cent Young: Mature 92.8 : 91.1 per cent BME 96.9 per cent Continue annual monitoring against sector average and overall population. Disability Disability 90.8 per cent Disability 91.0 per cent Disability 92.8 per cent SIMD SIMD 91.5 per cent SIMD 90.9 per cent SIMD 90.0 per cent 6 The number and proportion of full-time first year Scottishdomiciled undergraduate entrants returning to study in year two. 9 The number and proportion of Scottishdomiciled graduates entering positive destinations. MEASURE 13 Range of established Knowledge Transfer Grant (KTG) metrics+ and the Higher Education and Business Community Interaction Survey (HEBCI). 2010/11 entrants retained in 2011/ per cent Number employed or studying 1, per cent BASELINE /12 entrants retained in per cent Number employed or studying 1, per cent PROGRESS /13 entrants retained in per cent Data for graduates not yet available anticipated July 2015 PROGRESS UNIVERSITY OF STRATHCLYDE DATA (USING SFC S DEFINITIONS) Maintain proportion (92-95 per cent) Monitor proportion of graduates in work or further study in relation to benchmark. ASPIRATIONS See outcomes 2a 2d in University s Outcome Agreement 6

59 MEASURE 15 Gross carbon footprint Scope 1* BASELINE PROGRESS PROGRESS UNIVERSITY OF STRATHCLYDE DATA (USING SFC S DEFINITIONS) ASPIRATIONS Fossil fuels: Nonresidential (tco2e) Fossil fuels: Residential (tco2e) 8,679 9,015 8,243 1,344 1,485 1,439 Fleet Vehicles (tco2e) Scope 2* Non Residential Electricity Purchased (tco2e) Residential Electricity Purchased (tco2e) Scope 3* Water & Sewerage (tco2e) Waste sent to landfill (tco2e) 18,046 17,770 19, ,137 1, Waste recycled (tco2e) 1,247 1,128 1,241 Staff & Student Commuting (tco2e) ,709 Achieve a 25% reduction in campus GHG emissions relative to our 2009 baseline year. Monitor sector wide data and establish targets. Business Travel (tco2e) - - 2,922 * Reported figures are calculated automatically using the UCCCfS reporting template "Metrics: Towards Climate Change (Scotland) Act 2009" for 2012/13 as set out in the document University Outcome Agreement Guidance AY The embedded GHG emissions factors, and the reporting categories used, differ across GHG reporting streams. 7

60 Paper G Student Residences Investment EXECUTIVE SUMMARY Estates Committee has approved the work programme detailed below and recommends the same to University Court. This modernisation programme has been identified and developed as part of a long-term risk based maintenance programme for the student residence accommodation. This programme was based on building and services condition surveys and prioritises risks according to the impact of failure on the building and service provision. Approval of this work will result in: a reduction of potential building and services health and safety issues an improved student environment and a reduction of current maintenance and repair costs. The most recent investment in the residences of 1.9M, completed during summer 2014, has resulted in significant positive comments from both students and staff. INTRODUCTION In August 2014, the Executive Team and also Estates Committee approved the Residences Strategy which referenced the development of a revised long-term capital investment/modernisation plan and the next phase of investment would be brought back to Estates Committee and Court for approval. This revised works package will form the first phase (5 years) of the revised long-term maintenance and capital investment programme. This proposed schedule of initial works would commence in summer 2015 and be phased annually with completion in summer This has been progressed in line with a risk-based maintenance approach following a detailed survey review carried out by Estates Services. This approach co-ordinates all required works in a phased basis in order to reduce risk to the University and students and maximise impact, tackling the highest priorities where the impact of failure poses the most significant risk. This report is seeking to authority to proceed with the first phase (5 years) of the long-term capital maintenance/modernisation plan. The annual capital investment for residences is variable per annum in line with the associated peaks and troughs due to the variable size of the residences, the condition of these and the planned cycle time-lines for refurbishment. All investment will be funded by the Residence surpluses achieved over the period of this programme which includes the recent receipt from the disposal of Ivanhoe Road (in line with Residences Strategy previously approved by Court). 2

61 WORKS PROGRAMMES The outline programmes of work are detailed within Appendix C and involve a variety of internal and external works relating to flooring, heating, ventilation, kitchens, bathrooms, external fabric work, replacement flooring and furniture, lighting and redecoration. The programme outlined as part of the long-term plan schedules a full refurbishment for each hall approximately every years with a redecoration programme approximately every 5-6 years. FINANCIAL SUMMARY A total investment of 13,922K across the initial five year period would be required, which expenditure would be profiled as follows: Investment , , , ,446 The five year financial forecast showsthat it is anticipated that the Residences will generate an average annual surplus of over 2.7M per annum. Appendix A details the 5 year financial forecast and associated cash-flow from 2014/2015 through to 2018/2019. The proposed programme is subject to a decision regarding the retention or disposal of Andrew Ure Hall and Patrick Thomas Court. As previously agreed by Court, option appraisals will be carried out during

62 RECOMMENDATIONS Court is asked to approve the modernisation programme as described below: Total Residence Andrew Ure Birkbeck Court 2, ,160 Garnett Hall 1, ,836 James Young Hall James Blyth Court 1, ,541 James Goold 24 1,319 1,344 Patrick Thomas Court Forbes Hall ,351 1,381 Murray Hall Thomas Campbell Court ,042 Chancellors Court 53 1,220 1,272 Total 4,457 2,124 2,039 1,856 3,446 13,921 In addition, Court is asked to approve the proposed investment. This investment will be financed from Residences operating surplus and use of the income received from the sale of the Ivanhoe Road residences. 4

63 Appendix A Residences 5 Year Financial Forecast 2014/ / / / / Total Income 7, Total Expenditure Net Surplus 2,7 2,694 2,758 2,880 3,003 The disposal proceeds from the sale of Ivanhoe Road and the Residences surplus generated in 13/14, together with the surpluses generated in 2014/15 and following are adequate to cover the expected costs of the Investment Programme in 2014/15 and each year thereafter. 5

64 Appendix B Residences Location Map 1 - James Young Hall 2 - James Goold Hall 3 - Murray Hall 4 - Garnett Hall 5 - James Blyth / Thomas Campbell Court 6 - Chancellors Hall 7 - Birkbeck Court 8 - Forbes Hall 9 - Patrick Thomas Court 10 - Campus Village & Accommodation Offices 11 - Andrew Ure Hall 12 - Blackfriars (via external agency) 13 - Collegelands (via external agency) 14 - Buchanan View (via external agency) 6

65 Appendix C Outline of 5 Year Programme of Works Schedule Andrew Ure Hall (Block B) Description 88 students (Postgraduate and Undergraduate students) 4-6 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Upgrade of ventilation systems, kitchens, flooring and furniture Redecoration Proposed Programme: June September 2015 Benefits: Continuing compliance with health and safety requirements Improved facilities for students and competitive positioning with private providers Budget: 355k 2 Birkbeck Court Description: Scope of Works Required: Proposed Programme: Benefits: Budget: 389 students (Undergraduate students) 6 person flats Single study bedrooms Shared kitchen/living/dining room, shower and WC facilities Replacement of heating & water systems, lighting and ventilation units. Upgraded bathrooms, kitchens and furniture June 2015 September 2015 (Due to the size of this project and to minimise impact on students, programme will be split and scheduled during this time period) Improved student experience and facilities, reduction in maintenance costs To ensure continuing compliance with legislative requirements e.g. HMO licence 2,460k 3 Garnett Hall Description: 124 students (Undergraduate students) 4-6 person flats with single study bedrooms with wash-hand basins Shared kitchen/living/dining room, shower and WC facilities 7

66 Scope of Works Required: Improved fire detection system, lighting, furniture and flooring Upgraded bathrooms, kitchens and flooring Proposed Programme: July September 2015 Benefits: To ensure continuing compliance with legislative requirements Improved student experience and facilities, reduction in maintenance costs Budget: 1,100k 4 James Young Hall Description: 66 students (Undergraduate students) 4-6 person flats Single study bedrooms with en suite shower/wash-hand basin/wc Shared kitchen/living/dining room Scope of Works Required: Improved fire detection system, lighting flooring and furniture Upgraded bathrooms & kitchens and redecoration Proposed Programme: July September 2015 Benefits: To ensure continuing compliance with health and safety requirements Improved student experience and facilities, reduction in maintenance costs Budget: 5k Andrew Ure Hall (Block C) Description 48 students (Postgraduate and Undergraduate students) 4 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Upgrade of ventilation systems and kitchens New furniture, flooring and redecoration Proposed Programme: June September 2016 Benefits: Continuing compliance with legislative requirements Improved facilities for students and competitive positioning with private providers Budget: 2k 8

67 2 Birkbeck Court (continued work from 2015 on 15 month programme) Description: 389 students (Undergraduate students) 6 person flats Single study bedrooms Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Replacement of heating & water systems, lighting and ventilation units. Upgraded bathrooms, kitchens and furniture Proposed Programme: June 2015 September 2016 (Due to the size of this project and to minimise impact on students, programme will be split and scheduled during this time period) Benefits: Improved student experience and facilities, reduction in maintenance costs To ensure continuing compliance with legislative requirements e.g. HMO licence Budget: 460k 6 Garnett Hall Description: 124 students (Undergraduate students) 4-6 person flats with single study bedrooms with wash-hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Replacement of gas boilers Proposed Programme: July September 2016 Benefits: Improved energy efficiency and lower maintenance costs Budget: 10k 7 Forbes Hall Description: 104 students (Undergraduate students) 4-6 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Replacement of gas boilers Proposed Programme: July September 2016 Benefits: Improved energy efficiency and lower maintenance costs Budget: 5k 9

68 8 James Young Hall Description: 66 students (Undergraduate students) 4-6 person flats Single study bedrooms with en suite shower/wash-hand basin/wc Shared kitchen/living/dining room Scope of Works Required: Improved Lightning Protection system and redecoration Proposed Programme: July September 2016 Benefits: To ensure continuing compliance with health and safety requirements Improved decoration Budget: 25k 9 James Blyth Court Description: 216 students (Undergraduate students) 4-8 person flats Single study bedrooms Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Improved and more energy efficient emergency and general lighting, utility meters Upgraded kitchens, furniture and redecoration Proposed Programme: July September 2016 Benefits: To ensure continuing compliance with legislative requirements Improved lighting, lower maintenance costs and improved student experience Budget: 1,190k 10 James Goold Hall Description: 147 students (Undergraduate students) 5-8 person flats with single study bedrooms with en suite/wc/wash-hand basin Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: New furniture Proposed Programme: July September 2016 Benefits: Modernised and more comfortable furniture, improved student experience Budget: 25k 10

69 11 Patrick Thomas Court Description: 101 students (Postgraduate students) 1 4 person flats with single study bedrooms with wash-hand basin/wc Shared kitchen/living/dining room/wc/shower room Scope of Works Required: New furniture Proposed Programme: July September 2016 Benefits: Modernised and more comfortable furniture, improved student experience Budget: 190k Andrew Ure Halls Description 2 students (Postgraduate and Undergraduate students) 4-6 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: External Redecoration Proposed Programme: June September 2016 Benefits: Improved external look and appeal, reduction of maintenance costs Budget: k 13 Birkbeck Court Description: 389 students (Undergraduate students) 6 person flats Single study bedrooms Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Replacement of gas boilers/calorifiers/flues units which are over 20 years old Proposed Programme: June September 2017 Benefits: Improved reliability/efficiency of hot water systems, improved student experience Budget: 245k 11

70 14 Garnett Hall Description: 124 students (Undergraduate students) 4-6 person flats with single study bedrooms with wash-hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Replacement of gas boilers / cold water storage tanks Proposed Programme: July September 2017 Benefits: Improved reliability of hot water systems, improved energy efficiency Budget: 55k 15 Forbes Hall Description 104 students (Undergraduate students) 4-6 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Replacement of cold water storage tanks Proposed Programme: July September 2017 Benefits: Improved reliability of hot water systems, improved energy efficiency Budget: 25k 16 James Blyth Court Description: 216 students (Undergraduate students) 4-8 person flats Single study bedrooms Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: New warm air heaters New flooring Proposed Programme: July September 2017 Benefits: Improved heating facilities for students and energy efficiency Modernised and improved quality of flooring Budget: 355k 12

71 17 James Goold Hall Description 147 students (Undergraduate students) 5-8 person flats with single study bedrooms with en suite/wc/wash-hand basin Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: New heating system, ventilation system and kitchens New flooring, furniture and full redecoration Proposed Programme: June September 2017 Benefits: Compliance with health and safety requirements Improved student experience and lower maintenance costs Budget: 1,320k Andrew Ure Hall Block D Description 94 students (Postgraduate and Undergraduate students) 4-6 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Upgrade of bathrooms, furniture and internal redecoration Proposed Programme: June September 2018 Benefits: Compliance with health and safety requirements Improved facilities for students and competitive positioning with private providers Budget: 190k 19 Murray Hall Description: 70 students (Undergraduate students) Single study bedrooms Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: External redecoration Proposed Programme: July September 2018 Benefits: Modernised facility with lower maintenance costs Budget: 11k 13

72 20 Forbes Hall Description: 104 students (Undergraduate students) 4-6 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Improved lighting, ventilation systems, and more energy efficient emergency and general lighting & control systems New curtain walling system, upgraded bathrooms, kitchen, furniture and redecoration Proposed Programme: June September 2018 Benefits: To ensure continuing compliance with legislative requirements Improved student experience and lower maintenance costs Budget: 1,3k 21 Thomas Campbell Court Description 156 students (Postgraduate and Undergraduate students) 4-8 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: New water pressurisation units, drainage and curtain walling systems Proposed Programme: June September 2018 Benefits: Improved water handling and drainage systems, lower maintenance costs Budget: 2k 22 Chancellors Hall Description 165 students (Undergraduate students) 3-6 person flats Single study bedrooms with en suite wash hand basin, WC and shower 14

73 Shared kitchen/living/dining room Scope of Works Required: Internal Redecoration, upgraded furniture Proposed Programme: June September 2018 Benefits: Improved student experience and lower maintenance costs Budget: 55k Andrew Ure Hall (Block A) Description 72 students (Postgraduate and Undergraduate students) 6 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: Upgraded bathrooms and furniture, internal Redecoration Proposed Programme: June September 2019 Benefits: Improved student experience and lower maintenance costs Budget: 1k 24 Murray Hall Description: 70 students (Undergraduate students) Single study bedrooms Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: New heating systems, upgraded external lighting, bathrooms, roof and furniture New lightning protection and full redecoration Proposed Programme: June September 2019 Benefits: To ensure continuing compliance with legislative requirements Improved student experience and lower maintenance costs Budget: 590k 15

74 25 Garnett Hall Description: 124 students (Undergraduate students) 4-6 person flats with single study bedrooms with wash-hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: New radiators, Upgraded external lighting, CCTV, roof and windows New curtain walling system, and external redecoration Proposed Programme: June September 2019 Benefits: To ensure continuing compliance with legislative requirements Modernised facility. lower maintenance costs Budget: 675k 26 Thomas Campbell Court Description 156 students (Postgraduate and Undergraduate students) 4-8 person flats Single study bedrooms with wash hand basins Shared kitchen/living/dining room, shower and WC facilities Scope of Works Required: New heating systems, upgraded drainage system, bathrooms and lighting New curtain walling system, full redecoration Proposed Programme: June September 2019 Benefits: To ensure continuing compliance with legislative requirements Improved student experience and lower maintenance costs Budget: 790k 16

75 27 Chancellors Hall Description 165 students (Undergraduate students) 3-6 person flats Single study bedrooms with en suite wash hand basin, WC and shower Shared kitchen/living/dining room Scope of Works Required: New heating, drainage systems, upgraded lighting, meters and lifts Upgrade of kitchens, bathrooms, furniture, flooring and full redecoration Proposed Programme: June September 2019 Benefits: To ensure continuing compliance with legislative requirements Improved student experience and lower maintenance costs Budget: 1,220k 28 James Young Hall Description 66 students (Undergraduate students) 4-6 person flats Single study bedrooms with en suite shower/wash-hand basin/wc Shared kitchen/living/dining room Scope of Works Required: Replacement of heating flues Proposed Programme: July September 2019 Benefits: Compliance with health and safety requirements, lower maintenance costs Budget: 20k 17

76 Student Residences Investment Paper G Supplementary Information Cash Flow The investment of 13.9M has been translated into financial years for the purposes of cash flow analysis, and is set out in the table below: Cashflow Analysis 2014/ / / / / /20 Total '000 '000 '000 '000 '000 '000 '000 Balance Brought Forward 2,622 2,634 1,119 2,319 2,067 2,977 Surplus for Year 2,7 2,694 2,758 2,880 3,003 13,842 Investment Programme Cost (2,495) (4,209) (1,558) (3,133) (2,092) (436) (13,922) Net Cash 2,622 * 2,634 1,119 2,319 2,067 2,977 2,541 * Includes disposal proceeds from the sale of Ivanhoe Road of 1.125M

77 Paper H University Regulations: Election of Administrative and Professional Services Court Member Addition to Ordinance 2.1 and Removal of Regulation 1.17 Background 1. There will shortly be an election for the Administrative and Professional Services staff representative on Court as Niall Sturrock s term of office ends on 31 July As part of our preparations for holding the election and in line with recent changes to streamline the University s regulatory framework we have reviewed the relevant University Regulations. 2. Regulation 1.17 (see Annex A) lays out in detail the procedure for the election. This level of detail is not included in regulations for the appointment or election of any other member of Court. Neither is this level of detail included in regulations for the election of staff to any other University committee. The Governance team s judgement is that elements of the regulation are out of date, overly prescriptive and do not extend the same level of participation to Professional Services staff as occurs in relation to academic staff elections of Senate members. Proposal 3. Continuing moves to streamline the regulatory framework, improve staff participation in governance processes and to bring the election of the Administrative and Professional Services staff representative in line with its nearest equivalent, the election of Academic staff to the University s Senate, it is proposed to remove the detailed procedure from University Regulations and use a procedure which matches, as far as is practical, the election of Academic staff to Senate. 4. In removing Regulation 1.17 it is considered important that the principles guiding the election process are laid down in University Ordinances, as is the case for Senate elections. It is therefore also proposed to make an addition to Ordinance 2.1 (see Annex B) which refers to the election of a representative of Administrative and Professional Services staff to Court similar to Ordinance 2.12 that states the guiding principles for the election of Academic staff to Senate. 5. In removing Regulation 1.17 and expanding an existing Ordinance the following key changes will be made: i. The electoral roll will henceforth be made up of all members of appropriate staff categories in post on 1 February rather than 6 April. This brings the electoral roll in line with the electoral roll for Senate, ensures that eligible staff would be in post for a minimum of 6 months before Court membership commences on 1 August and enables the election to be run slightly earlier in the session and over a longer period. ii. iii. The electoral roll will not be confined to full time members of staff as it is currently. It is not a requirement for Academic staff to be full time to be eligible for election to Senate. Given the significant number of women in many of the staff categories of Administrative and Professional Services, Technical and Operational Services staff it could be seen as discriminatory to preclude part time staff from taking part in this process. It may also exclude some staff categories entirely that would otherwise be included and have no other opportunity for representation on Court. The requirement for a member of the electorate to have completed twelve months continuous service in the employment of the University by 31 July in the year before that in which the election is held will be removed. This is confusing and, again, out of line with election of Academic staff to Senate. Moving the date by which staff must be in post for inclusion in the electoral role to February will ensure that staff would be in post for a minimum of 6 months by 1 August. 1

78 Recommendation 6. Court is invited to: approve the removal of Regulation 1.17, in Annex A approve the additions to Ordinance 2.1, as detailed in Annex B. 2

79 Annex A University Regulations [extract] 1.17 Election under Statute of Professional Services Staff to Membership of the University Court The Court has made the following Regulations for the election under Statute to membership of the Court of one member of Professional Services staff of the University The Professional Services staff of the University shall elect one person from among their number to membership of the Court The electorate shall comprise all members of Professional Services, Technical and Operational Services staff of the University A list shall be prepared by the Chief Operating Officer of all members of the full-time staff of the University in post on the sixth day of April of each year eligible to vote under Regulation This list shall, subject to any amendments made by Court under the provisions below, be the Electoral Roll for the Professional Service staff elections to Court for that year In April each year notices shall be made available online advising members of staff that the Electoral Roll for the year is available for inspection Any member of staff wishing to challenge the inclusion or exclusion of any name in or from the Electoral Roll shall do so in writing to the Chief Operating Officer, by a specified closing date, giving the grounds for the challenge The Chief Operating Officer shall advise the Court of any challenges so received and may invite Court to make a decision on the points at issue. The Court can delegate the authority to take such decisions to one or more of its members Any member of the electorate as identified on the Electoral Roll, except for the Chief Operating Officer and the Chief Financial Officer, shall be eligible to stand for election, provided that he or she will have completed twelve months continuous service in the employment of the University by 31 July in the year before that in which the election is held Not less than four weeks before an election a Notice of Election shall be sent to each elector. The Notice of Election shall: (a) ask for nominations on a Nomination Form which shall require a paragraph outlining how the skills and experience of the candidate and they will represent the interests of Professional Services staff on Court and the signature of five proposers and the name, status and date of appointment of the nominee together with his or her agreement to stand for election. The names of the nominee and of all five proposers must be included in the Electoral Roll; 3

80 (b) state the closing time and date for receipt of nominations by the Chief Operating Officer which shall be not less than two weeks later than the date of issue of the Notice of Election; (c) state the date of the election; (d) give information on election procedures; (e) indicate where nominations will be made available to the electorate As soon as possible after the receipt of a completed Nomination Form, the names of the candidate and of the proposers shall be made available online and shall remain so until after the election. For members of the electorate who do not have access to online materials, information will be provided in a a printed format via usual communication channels Elections shall normally be held during the last week of the third term on a date to be decided by the Chief Operating Officer The election shall be conducted by the Chief Operating Officer who shall be the Returning Officer and shall publish the result and subsequently report it to the Court The election shall be conducted by secret ballot by means of the single transferable vote. In the event of the number of candidates being equal to the number of vacancies these candidates shall be elected without ballot Not less than one week before the date of the election the online ballot will be opened. The online ballot shall name the candidates in alphabetical order and give instructions for the recording of votes. Ballot papers will be provided to any member of the electorate who does not have access to the online voting system, along with instructions for use Members of the electorate using Ballot papers shall return the completed Ballot Paper to the Chief Operating Officer either: (a) to the ballot box, the location of which will be located on the ballot paper; or (b) by post in time for it to be received before the end of the polling period The Chief Operating Officer shall have the power to declare an online voting form or Ballot Paper spoiled or invalid and to decide any matter concerned with the conduct of the election not expressly provided for. The Chief Operating Officer shall report to the Court the number of spoiled and invalid papers and any decision taken in exercise of the above powers If for any reason the Chief Operating Officer is unable to act, the Chief Financial Officer shall act as a substitute The person elected shall hold office for a period of three years starting on the first day of August in the year in which they are elected and shall be eligible for re-election once. 4

81 Annex B University Ordinances [extract] 2 STRUCTURE OF THE UNIVERSITY 2.1 Governance and Management Membership of Court The membership of Court is detailed in Statute As detailed in Statute the Administrative and Professional Services (defined for the purposes of this Ordinance, as the staff categories of Administrative and Professional Services, Technical and Operational Services) of the University will nominate one of their members to be a member of Court. Normally this will be by a democratic election process. The selected nominee will be recommended to Court for approval Elections to Court under Statute shall be conducted by the Chief Operating Officer in accordance with a process as agreed by the Court, the basis of which being: (a) a list shall be prepared by the Chief Operating Officer of all members of the Administrative and Professional Services, Technical and Operational Services staff of the University in post on the first day of February of each year eligible to vote (those eligible to vote include all members of Administrative and Professional Services, Technical and Operational Services staff as defined in Ordinance 2.1.7). This list, subject to any amendments made by Court under the agreed process, shall be the Electoral Roll for election to Court for that year; (b) any member of the electorate as identified on the Electoral Roll, except for the Chief Operating Officer and the Chief Financial Officer, shall be eligible to stand for election; (c) the election shall be conducted by secret ballot and a single transferable vote system. The Chief Operating Officer shall publish the result and subsequently report to the Court; and (d) if for any reason the Chief Operating Officer is unable to act the Principal shall appoint a substitute As detailed in Statute co-opted members of Court will be identified by the Court Membership Group and recommendations will be made to Court for approval of the appointments. Senate The Senate is responsible for the academic work of the University including academic standards and quality. The detailed powers and functions of Senate are set out in Statute As Chair of Senate, the Principal, may attend in an ex officio capacity any committee of the University. Membership of Senate The membership of Senate is detailed in Statute 3.1 and 3.2. Elections to Senate 5

82 Elections to Senate under Statute 3.2 shall be conducted by the Chief Operating Officer in accordance with a process as agreed by the Senate, the basis of which being: (a) a list shall be prepared by the Chief Operating Officer of all members of the Academic, Research and Teaching staff of the University in post on the first day of February of each year eligible to vote (those eligible to vote include all existing members of Senate and members of Academic, Research and Teaching staff as defined in Statute 3.2). This list, subject to any amendments made by Senate under the agreed process, shall be the Electoral Roll for election to Senate for that year; (b) the election shall be conducted by secret ballot and a single transferable vote system. The Chief Operating Officer shall publish the result and subsequently report to the Senate; and (c) if for any reason the Chief Operating Officer is unable to act the Principal shall appoint a substitute. 6

83 Paper I [DRAFT] SCHEDULE OF DATES FOR COURT Thursday 1 October Thursday 26 and Friday 27 November 2015 Strategic meeting at Ross Priory Thursday 25 February Thursday 5 May Strategic meeting Wednesday 22 June ANNUAL LAY MEMBERS DINNER Wednesday September ANNUAL COURT DINNER Thursday 23 June NOVEMBER 2015 GRADUATION CEREMONIES Tuesday 10 November and 10 Wednesday 11 November and 10 Thursday 12 November and 10 Friday 13 November and 10 SUMMER 2016 GRADUATION CEREMONIES Thursday 23 June 2016 Friday 24 June 2016 Monday 27 June 2016 Tuesday 28 June 2016 Wednesday 29 June 2016 Thursday June 2016 Friday 1 July 2015 TBC TBC TBC TBC TBC TBC TBC

84 Paper J CONSULTATION ON A HIGHER EDUCATION GOVERNANCE BILL UNIVERSITY OF STRATHCLYDE RESPONSE TO CONSULTATION QUESTIONS Response to: HEGovernance@scotland.gsi.gov.uk Introduction This response is supportive of the wider arguments about recent reform, the importance of autonomy in underpinning world-leading universities, and the recent modernisation of universities governance arrangements set out in the Universities Scotland response to this consultation. The University of Strathclyde has categorised proposals into three strands: One proposal where we seek further engagement with Government prior to legislation: transfer of the Privy Council s role Two proposals which are best addressed through the revision of the Governance Code in 2016 rather than through legislation: academic freedom; principle of equality in membership of governing bodies Six proposals that University disagrees with: describing the Principal as Chief Executive Officer ; election of Chairs by an electorate that is not the governing body; mandatory trade union membership of governing bodies; academic board as final arbiter on academic matters (if broadly defined); specifying the membership of the academic board in legislation; specifying the size of academic boards in legislation. A. PRIVY COUNCIL 1. Do you think that the mechanism for approving governance changes through the Privy Council should be retained? The University is open to suggestions for improving the current mechanism and would welcome discussion with the Scottish Government on detailed proposals when available, acknowledging the special cases of the five Scottish universities established under a Royal Charter. 2. Do you agree that the functions of the Privy Council, as set out above, should be transferred to a committee which operates entirely in Scotland? As the consultation acknowledges, the role of the Her Majesty The Queen in amending governance instruments of chartered universities (such as Strathclyde) should be retained. The University is therefore concerned that transferring functions to a committee in Scotland might add an extra layer to the process for chartered universities rather than provide a simplification, since the Privy Council would still operate as an advisory body to Her Majesty for chartered universities. The University would welcome detailed proposals from the Scottish Government to allay these concerns. 3. Do you agree that any such committee to which those current functions of the Privy Council as already set out should comprise the First Minister, Lord Advocate and the Lord President of the Court of Session?

85 The University would wish to see proposals on how the transfer of the Privy Council s role would simplify the process for amending the governing instruments of chartered universities in the first instance before commenting on the composition of a new committee. 4. Do you agree that any such committee, to which those current functions of the Privy Council as already set out are transferred to, should be subject to the scrutiny of the Scottish Parliament? Higher education governance is a devolved matter and can already be scrutinised by the Scottish Parliament using existing powers. 5. Could individual institutions be afforded greater autonomy to make changes to their governance without seeking permission from the Privy Council, or a replacement Scottish Committee? If so, what functions might this cover? The University is open to suggestions for improving the current mechanism and enhancing the responsible autonomy of universities. B. ACADEMIC FREEDOM 6. Do you agree that the principle of academic freedom currently defined in legislation should explicitly refer to freedom to encourage new ideas? No. This is implicit and well understood in the existing legislative definition and is intrinsic to the role of academics. There does not, therefore, appear to be appreciable or significant risk in the proposed extension, but nor is there evidence that the existing definition is in any way inhibiting the freedom to explore or encourage new ideas. Instead, the University suggests a more appropriate vehicle for exploring the proposal could be the forthcoming review of the Scottish Code of Good Higher Education Governance. 7. If you do agree, what might the risks be? Not applicable. 8. Do you agree that HEIs should be required by legislation to adopt a statement on their implementation of the statutory protection of academic freedom which they should present to the SFC and which would be treated as a condition of grant? We do not see a rationale for introducing legislation on this matter which is already covered by both the Scottish Code of Good HE Governance and the SFC s Financial Memorandum. It is difficult to understand why such a statement is considered necessary given there is no general requirement for universities or other bodies to make a statement indicating that they comply with each piece of legislation relevant to their activities compliance with the law is a given and well understood responsibility. If a compelling rationale as to the necessity of such a statement were to be provided this could be introduced via existing powers and regulations (e.g. as part of Outcome Agreements). In addition, this is already provided for in the Scottish Code of Good HE Governance, linked to Section 2 of the Post-16 Education (Scotland) Act Do you think there are any further measures which should be included in a new definition of academic freedom? 2

86 No, instead the forthcoming review of the Scottish Code of Good Higher Education Governance could consider the Government s consultation proposals and any proposals from other interested parties. C. ROLE OF PRINCIPALS 10. Do you agree that a provision to describe the head of the university as the chief executive officer should be introduced in legislation? No. A Principal s role is already well defined in governing instruments and job descriptions and the position as head of institution and accountable officer is well understood across the sector. The title and definition of the role is a matter for the employment relationship between the governing body and the executive head of the institution. In addition, the title of Principal & Vice Chancellor is well recognised and understood internationally. This is important in view of the increasing engagement of the University with international partner organisations. 11. If the role of the Principal is set out in legislation as chief executive officer do you agree that the working job title should continue to be Principal? Yes, where this title is used. The title should be a matter for the institution itself. 12. If you do not agree, what do you think the head of the university should be called? N/A D. CHAIRING OF GOVERNING BODIES 13. Do you agree that a pool of candidates for the position of chair of the governing body should always be selected through an open and transparent process? Yes 14. Do you agree that the recruitment process should include open advertisement of the position? Yes 15. Do you agree that open advertisement of the position would help to attract a wider pool of candidates? Yes though quantity is no guarantee of quality. 16. Do you agree that the selection process should culminate in an election by a group of representatives of key stakeholders both internal and external to the university? No. A transparent process for the selection of the chair, involving staff and students and open advertisement has already been formalised in the Scottish Code of Good HE Governance. Elections run the risk that a candidate is elected who does not have the necessary credentials to undertake the job properly, or even to attend meetings and does not have the full confidence of the governing body. Strong candidates will be deterred from applying by the prospect that their potential non-selection will 3

87 be known publically. It is also critical that the chair command the confidence of the governing body and the authority of the governing body to hold the executive to account. In order to achieve this, the governing body is the only body which can credibly elect a chair. This would provide for a group of elected representatives drawn from various stakeholder groups (staff, students, alumni) and, in the case of Strathclyde, a democratically elected representative of local government. The evidence from the recent comparable pilot scheme with health boards has shown that elections narrowed the field of candidates and generated very low electoral turnouts. Instead, an approach that concentrates on encouraging a greater diversity of candidates has proved more successful for health boards, an approach that the University of Strathclyde has also adopted. 17. What do you think the composition of the group of representatives that elect the chair should be? The chair should be appointed by the governing body as a whole, including staff and student members. This means that the chair has the confidence of the governing body including the elected staff and student members. 18. Would you welcome universities offering suitable remuneration for elected chairs? Remuneration of chairs is not unreasonable as this happens already in a wide range of other publicly and privately funded organisations. If this is taken forward, it would be necessary for the Scottish Government to make an appropriate adjustment to charities law to ensure that universities charitable status is not called into question (Scottish Government legislation makes clear that governors of charitable organisations are not to be remunerated). 19. Do you have any other comments you wish to add? No. E. MEMBERSHIP OF GOVERNING BODIES 20. Do you agree with the proposed requirement outlined for membership and composition of the governing body (i.e. positions for a minimum of two students, nominated by the student association, at least two directly elected staff members, as well as one member nominated by academic and related unions and one by administrative, technical or support staff unions and up to two alumni representatives)? Instruments of governance make clear that members of Court do not and should not represent the interests of any particular group while serving on Court they are there to serve the wider and best interests of the University and to act collectively as the legal entity of the university. In common with other Scottish HEI s governing bodies, the Court draws on the model of cabinet responsibility rather than the parliamentary chamber. This is critical in providing clear and unambiguous leadership for the organisation. Students, staff and alumni are already well represented in the existing arrangements (at Strathclyde this includes two elected student representatives drawn from the democratic processes run by the student body and six elected staff members drawn from Senate and from the non-academic staff) and this is reinforced through extensive and well-rehearsed arrangements that exist for working with the various interest groups outside of formal Court business. 4

88 The University would be strongly opposed to the Government s proposal to disenfranchise the majority of staff by introducing specific membership slots reserved for staff union representatives who represent approximately 33% of staff. This would have the effect of reducing the levels of democracy in relation to staff representatives on Court. It should be noted that union representatives are currently free to contest the existing positions in open elections and that, in common with other universities committees of Court, the recognised staff unions are formally represented on Joint Consultative Committees. 21. Is there any representative/body not currently proposed for inclusion in membership of the governing body that you believe should be represented? No. Please note that, as outlined above, the Court is not constituted as a representative parliamentary-type body comprised of contending representatives of differing constituencies. It is a cabinet body which makes clear its members are to act collectively and with one voice in the best interests of the University. 22. If there is a representative/body you believe should be included in the membership of the governing body, what do you believe they would bring to the governing body that isn t already there? N/A 23. By what means do you think that the principle of equality should be embedded in establishing the membership of governing bodies? The principles should as now be set out in the Code of Good Governance and annual returns on how effective the arrangements are operating should be set out in the annual financial statements. 24. Do you have any other comments you wish to add? No F. COMPOSITION OF ACADEMIC BOARDS AND APPOINTMENT OF MEMBERS 25. Do you agree that the academic board should be the final arbiter on all academic matters in all HEIs? The University s response depends on the precise definition of academic matters, which is not set out in the consultation document. The University s Royal Charter states that the Senate is responsible for the academic work of the University and it should be borne in mind that decisions which some may understand to be academic, for example the overall shape of the institution s academic provision, may also require decision by Court about the institution s strategy and resource allocation. The Court and the Principal as accountable officer are responsible for ensuring compliance with Government Policy and Scottish Funding Council conditions of grant which may also have academic objectives or implications. In some cases these will limit the Senate s power to take decisions which some may regard as wholly academic matters (for example admission criteria and their differing application to individual social groups). Therefore, if the proposal intends a broad definition of academic matters which would include resource allocation then the University would not support the proposal but if the proposal is clarified to a tighter definition akin to academic work then the University is supportive. 5

89 26. Do you agree that, with the exception of the Principal and the Heads of School (or equivalent) who should attend ex officio, all other members of the academic board should be elected by the constituency that they represent? No. This would have the effect of potentially reducing the representation from across the University which is currently provided by the Heads of Departments/Schools being ex-officio members. At present the Principal, Vice-Principal, the Executive Deans, the Heads of Departments/Schools and selected Professional Services Directors are ex officio members of Senate and we wish this to remain the case as it ensures that the academic leaders of the University are members of Senate and that all Departments/Schools are represented. In light of the diversity and continual changes of structure and nomenclature regarding schools, departments, colleges, centres and faculties in use across the sector at present it is unclear how this requirement could be effectively be enshrined in law without constraining universities freedom to develop the most effective structure for them to deliver their mission (including that element of the mission required by the SFC and related ministerial guidance). It is important to note that the terms for organisational units listed above can refer to completely different levels in different universities and, in some instances, within a single university. It should also be noted that these are subject to periodic change as universities restructure to ensure optimal effectiveness. 27. Do you agree that elected members should form a majority of the total membership of the academic board? Yes. This is true for the University of Strathclyde at present. 28. By what means do you think that the principle of equality should be embedded in establishing the membership of academic boards? The consultation paper does not provide sufficient information for us to respond to the question. All members of the academic community are already eligible to stand for election to Senate on an equal basis. 29. Do you agree that academic boards should have no more than 120 members? The maximum membership of Senate at Strathclyde is under 100 members so this would not affect the University of Strathclyde directly but we do not believe that this is an appropriate matter for legislation. There is no rationale for seeking a consistency of size of academic boards across a diverse sector in both scale and mission.. Do you agree that elected members should form a majority of the total membership? See Q.27 above. 31. Do you have any other comments you wish to add? The University of Strathclyde has widened its Senate membership to include two student representatives following approval at the first Senate and Court meetings of the New Year. The student representatives are also deeply involved in the University s governance through their formal membership of Court, Senate and formal Committees for Education, Research and Knowledge Exchange, Estates, Nominations, Information Strategy, Equality and Diversity and Court Business 6

90 Group. Additionally, we enjoy a constructive environment in which a series of monthly engagement session take place between our Principal, Vice-Principal and the USSA President and his executive members to address priority matters for the students and deal with them cooperatively. Richard Hunter, Convener of Court Submitted on behalf of the University of Strathclyde Court January

91 Paper K Constitutional Review Update University Court February 2015 Introduction The Association Constitution was reviewed, re-written and adopted by the membership following University Court s approval in June As per best practice charity guidelines, we committed to review this document in This process began in Summer 2014 and has now resulted in proposals to implement significant changes to the Association s governance, policy creation process and Officer roles & responsibilities being accepted by the membership via a referendum in January Subject to Court s approval, these changes are now due to come into effect in Summer 2015 for the Academic Year and the next full review will take place in the Academic Year. Background In Summer 2014 the Association began the review process with several focus groups intended to generate key themes for the Constitutional review process to focus on throughout the year. The focus groups included outgoing and incoming officers as well as student and external trustees of the Association and were both internally and externally facilitated in order to cover as many aspects as possible. The outcomes of the focus groups was the generation of the following key themes: 1. Governance & Policy Creation 2. Officer Accountability & Membership Involvement 3. Officer Roles & Remits From here, a working group was created made up of 3 Executive Officers, 1 Student Trustee & 1 External Trustee with facilitation and support provided by 3 members of Association staff. From August until November 2014, the working group developed ideas to address the issues raised throughout the focus group stage of the review, built around the 3 key themes identified. Various individuals and groups were consulted on specific areas in order to identify the final set of proposals to take to the membership. In December 2014, the final set of proposals were taken to a referendum which closed on January As per our current Constitutional stipulations, a quota of more than 5% of The University of Strathclyde Students Association 90, John Street, Glasgow, G1 1JH A charity registered in Scotland, No:SCO05914

92 the membership participated in this referendum and 88% of those who voted, supported the changes. Completion & Implementation Now that the membership have democratically adopted the proposed changes to how the Association operates, we will work on finalising the text of the Constitution through our current democratic arrangements. In the meantime, in February and March 2015, we will be electing our Executive Officers for the Academic year, and these roles are being recruited on the basis of the newly agreed Executive Roles and Remits. We will then go back to the membership in April 2015 with the final text of the updated Constitution & Schedules, reflecting the new governance arrangements with a view for it coming into force in time for the new academic year (please see Appendix A for full timeline). The Changes 1. Governance & Policy Creation One of the areas for discussion was the general agreement that the current system of Open Forums with specific themes worked well in some areas, but were significantly underperforming in other areas. The working group agreed to continue the core design principle from the last Constitutional Review that: Decisions are transparent and are taken at the lowest appropriate level Based on that principle, the following changes have been proposed (See Appendix B for a full description of the new Committee Structures and responsibilities): a) The Diversity Forum will be replaced in order to better focus on the work of each liberation and representation group. A new Committee will be established called the Equality & Diversity Committee, which will be made up of representatives from all liberation groups, plus mature students and international students. This committee will have the power to create policy in this area and have devolved responsibility for the Equal Opportunities Policy b) The Activities Forum will cease to exist and, instead, all policy proposals in this area will be generated through the Clubs & Societies General Meetings c) The Sports & Wellbeing forum will cease to exist and, instead, all policy proposals in this area will be generated through the Sports Union General Meetings The University of Strathclyde Students Association 90, John Street, Glasgow, G1 1JH A charity registered in Scotland, No:SCO05914

93 d) All other policy areas will be merged and focussed around the academic representation system (i.e. Class Reps), creating a new Student Parliament e) The Policy scrutiny element of the current Policy & Democracy Committee will be removed with this role being covered by the Policy Council and the new Democracy Committee focussing purely on elections, referenda and Officer Accountability 2. Officer Accountability & Membership Involvement The current open Question Time element was widely viewed as being inadequate in terms of holding the Executive Officers to account to the membership. It was agreed that a radical change to this approach would be the best way to change the current deference to this aspect of our democracy. a) The open forum of Question Time will be replaced with an Accountability Committee - this Committee will be made up of a random selection of 100 students who are invited to quiz the Executive Committee on their work and progress on their objectives/policy delivery b) The Accountability Committee will consist of students who are already involved in voluntary roles within the Association as well as those who have no previous involvement. A different selection of students will be invited to attend at each meeting, increasing the number of potential members involved c) A quorum of % of the total membership of the Accountability Committee would be required in order to enforce decisions d) The Accountability Committee will also have the power to enforce sanctions on Executive Officers if they are unsatisfied with their performance e) An agreement by a simple majority of the Committee members present will be required to enforce a motion of censure on an Officer f) A minimum support of two thirds of the Committee members present will be required to trigger a vote of no confidence in an Officer, with a referendum being held in order to remove an Officer from their post g) We are also making it much easier for ordinary students to call for a referendum on a specific issue, by reducing the number of student signatures required to call for a referendum from 5% of the membership (which is about 1000 students) to 0 signatures. We will, however, retain a quota of 5% for decisions made at referendum to be valid. 3. Officer Roles & Remits The new constitution gave us the opportunity to review our officer remits whilst we were also setting our strategic priorities for the years ahead. We decided to include a The University of Strathclyde Students Association 90, John Street, Glasgow, G1 1JH A charity registered in Scotland, No:SCO05914

94 new sabbatical officer focused on student welfare, taking us back to the historical norm of 6 sabbatical officers. a) The proposals include a recommendation to replace the current 5-person Executive with 6 new Roles as follows (see Appendix C for full, detailed remits): President Vice President Education Vice President Diversity Vice President Sports & Wellbeing Vice President Support Vice President Volunteering & Development b) The current Vice Chairs will be replaced with 4 elected Student Trustees, whose main responsibility will be as members of the Board of Trustees, rather than the current dual role of deputising for the relevant Executive Officer and being a member of the Board The University of Strathclyde Students Association 90, John Street, Glasgow, G1 1JH A charity registered in Scotland, No:SCO05914

95 Appendix A USSA Constitutional Review Timeline Month May July 2014 July 2014 July-August 2014 August- October 2014 November 2014 December 2014 to January 2015 February 2015 March 2015 Focus Internal and Externally Facilitated workshops to identify key themes to address Working Group established and proposals developed Research on other students Association, Unions and Guilds to identify examples of best practice to address key themes Proposals developed and agreed with the working group specific consultation carried out with relevant individuals and groups to refine proposals Final proposals agreed by the Executive Committee Referendum organised by the Policy & Democracy Committee and offered to the membership for approval New Executive Roles launched for Association elections Constitutional review update submitted to University Court New Executive Officers elected through Association elections Full, updated Constitution written, reflecting the proposals agreed by the membership April 2015 New student Trustee posts elected by cross-campus ballot Full, updated Constitution taken to the membership through a referendum for acceptance May-June 2015 July 2015 Final Constitution sent to University Court for final approval New Constitution comes into force and elected Officers take up their posts under the new remits The University of Strathclyde Students Association 90, John Street, Glasgow, G1 1JH A charity registered in Scotland, No:SCO05914

96 New Association Committee Structure Democracy Committee Made up of representatives from Activities GM, Sports Union GM, Equality & Diversity Committee and Student Parliament Chaired by the Democracy & Policy Officer and responsible for all Elections, Referenda and the running of the Accountability Committee Referendum All Ordinary Members get the chance to vote for or against a policy proposal Requires 5% of students to vote for decisions to be binding Democracy Committee Responsible for organising and overseeing all Referenda Accountability Committee 100 students randomly selected to attend with a minimum attendance of attendees required All Executive Officers attend for Q&A Can sanction Officers by censuring or calling for a vote of confidence via referendum Equality & Diversity Committee All liberation groups represented, plus representatives from mature students and international students societies Chair elected from membership Can create policy based on Equality & Diversity Policy Council All Executive Officers attend, plus representatives from Activities GM, Sports Union GM, Equality & Diversity Committee and Student Parliament Chaired by the Democracy & Policy Officer Quality checks policies and either returns, passes or forwards them to a referendum Executive Committee President & 5 Vice Presidents form the membership Chaired by the President Can create policy on all areas of student life Activities General Meeting Sports Union General Meeting All Clubs & Societies are represented Student Parliament All Sports Clubs represented Chaired by the Vice President Volunteering & Development Can create policy based on student activities All Class Reps, Faculty Reps and Halls of Residence Reps invited to attend Chaired by the Vice President Education with The University of Strathclyde Students Association all other Executive Officers invited to attend 90, John Street, Glasgow, G1 1JH A charity Can create registered policy based in Scotland, on all areas No:SCO05914 of student representation Chaired by the Vice President Sports & Wellbeing Can create policy based on sports & wellbeing Appendix B

97 Appendix C New Officer Roles & Remits President i. Be the overall chief representative and spokesperson of USSA; to the university, media, and external agencies and ensure that the Association maintains close links with the local and national community on issues of mutual concern. ii. Via the Chief Executive, ensure the smooth running of the Association, ensuring staff concerns and policies are dealt with appropriately and all relevant legislation is adhered to. iii. Be the chair of the Trustee Board, Executive Committee and Financial Oversight Committee. iv. Be responsible for overall financial and political management of the Association, including the presentation of the budget to University committees and signing contracts on behalf of the Association as appropriate. v. Coordinate the work of the Executive in setting the yearly strategic goals and objectives of the Association, along with USSA management. vi. Work with the other members of the Executive Committee, to collectively manage the committee and the Association on a day to day basis. vii. Ensuring that the appropriate policies are implemented and adhered to for the effective and safe running of the Association. viii. Be responsible for all commercial events and publicity as well as ensuring the effective management and development of Association trading concerns. ix. Development and implementation of a commercial strategy which ensures wide access to commercial activity for all student groups and appropriate demographics. x. Oversee the organisation of Freshers Week and other such events in conjunction with the relevant officer(s). Vice President Diversity i. Take a lead on celebrating diversity within our membership and the wider community. ii. Take a lead on providing representation to liberation and non-traditional student groups. iii. To take a lead on the Association s international Agenda iv. Ensure the implementation of, and adherence to, an effective equal opportunities policy. v. Oversee, and provide support to, the work of liberation groups and ensure the provision of appropriate events for these groups and students throughout the year. vi. Ensure that the University and the Association, their services, and publications are accessible to all students. vii. Work with the other members of the Executive Committee, to collectively manage the committee and the Association on a day to day basis. The University of Strathclyde Students Association 90, John Street, Glasgow, G1 1JH A charity registered in Scotland, No:SCO05914

98 Vice President Education i. Be responsible for representing students on all academic matters to the university and other bodies as appropriate. ii. Provide guidance to students on matters of an academic nature as and when required. iii. Engage with external education agencies on areas of policy development and implementation. iv. Be responsible for Association policy on academic matters and education. v. Ensure the organisation and implementation of education related campaigns, events, and materials. vi. Work with the other members of the Executive Committee, to collectively manage the committee and the Association on a day to day basis. vii. Be responsible for the continued development of the student representative system, and work with the appropriate bodies to this end. viii. Work with the appropriate local and national partners and agencies to formulate and implement effective widening participation and access strategies to Higher Education ix. To arrange conferences and briefings on educational matters as appropriate. x. To empower students to enhance the quality of their learning & teaching experience. Vice President Sports & Wellbeing i. Act as President of the USSA Sports Union, and promote the profile of the Sports Union, and general sporting activities, amongst the student body ii. Develop an effective strategy for increasing participation in, and widening access to, all sporting and physical activities. iii. Convene relevant Sports Union committees, and represent Strathclyde sporting interests to the university and national student sports bodies. iv. Oversee the financial management of the Sports Union, including the drafting of a Sports Union budget, and ensuring that club budgets are adhered to. v. Ensure that the Sports Union implements, maintains, and adheres to appropriate and relevant policy for the purposes of health and safety within sport. vi. Work with the other members of the Executive Committee, to collectively manage the committee and the Association on a day to day basis. vii. Organise & Coordinate the work of Sports Union committees, including the AGM viii. Be responsible for the promotion and awareness raising of relevant health and wellbeing issues, and organise events, campaigns and materials to this end. ix. Ensure that those who are running clubs receive the information, support and training that they need to run the clubs effectively x. Organise and coordinate the annual Sports Fair, and other appropriate events throughout the year. The University of Strathclyde Students Association 90, John Street, Glasgow, G1 1JH A charity registered in Scotland, No:SCO05914

99 Vice President Support i. To work to specifically prevent financial hardship, homelessness and hunger amongst the student body. ii. Provide a lead on issues of students rights and welfare, and represent these issues to the university and others as appropriate, including relevant campaigns, events and materials. iii. Support and promote the provision of University-wide Welfare services, with particular reference to issues of health, safety, childcare and student finance iv. Be responsible for all matters related to welfare of students living in University residences and in the private sector. v. To work with external agencies to actively prevent hardship in the student body vi. To work with agencies locally and nationally to achieve their goals. vii. Ensure that all students receive the necessary advice, support and representation, regardless of background. viii. Ensure familiarity with current issues in students welfare and rights, and provide materials on such issues to the general student body. ix. Work with the other members of the Executive Committee, to collectively manage the committee and the Association on a day to day basis. Vice President Volunteering & Development i. Be responsible for ensuring adequate volunteering and development opportunities for students at Strathclyde. ii. Be responsible for the promotion of Societies, student activities and volunteer opportunities at University. iii. Ensure assistance, support and guidance are given to USSA volunteers to allow them to effectively perform their roles. iv. Be responsible for the reward and recognition of USSA volunteers. v. To be responsible for the development of the USSA Community Engagement Strategy and the Employability Strategy. vi. Work with the other members of the Executive Committee, to collectively manage the committee and the Association on a day to day basis. vii. To act as the Clubs & Societies Convenor. viii. To oversee the USSA s Nightline volunteers. ix. To campaign on issues of citizenship including Ethical and Environmental issues relating to the Association and University. x. To pursue the highest level of ethical behaviour from the Association and the University xi. To create opportunities to develop students skills The University of Strathclyde Students Association 90, John Street, Glasgow, G1 1JH A charity registered in Scotland, No:SCO05914

100 Paper L Report to Court from Senate Senate met on 28 January The following items were discussed or approved by Senate and are provided here to Court for approval: 1. Proposal for Student Representatives to be Full Members of Senate Senate noted that, two student representatives were in attendance at Senate and took a full part in the proceedings but were not currently members and did not have voting rights. However, two student representatives were full members of Court and student representatives served on other University committees. It was proposed that the student representatives who attended Senate were made full members, with immediate effect, under Statute which states that Senate can include in its membership: such other members not exceeding five in number as may be determined by the Court on the recommendation of the Senate. Senate approved the proposal to admit two Student Representatives to full membership of Senate with immediate effect and recommended to Court that the President of USSA and one other person appointed by the Students Association Executive from amongst their number (usually the Vice-President Education) become members of Senate under Statute Introduction of Doctor of Information Science (DInfSci) to Ordinance 3.1 The Faculty of Science wished to introduce a Professional Doctorate programme in Information Science. This would allow a doctoral route for practitioners who wished to gain a research degree without engaging in full-time academic study in an academic institution. The title of Doctor of Information Science (DInfSci) was proposed for this award as this was a recognised title for similar programmes internationally. Only a few institutions (Northumbria, Robert Gordon and Sheffield) offered this degree in the UK. Senate approved the new course, subject to scrutiny by the Ordinances and Regulations Working Group of regulations, and recommended to Court the addition of the Doctor of Information Science (DInfSci) to Ordinance 3.1 The following items were discussed or approved by Senate and are provided here to Court for noting: 3. Removal of Honorary Doctorate The Principal reminded Senators that Strathclyde s Honorary Graduates were people whose work and reputation was compatible with the University s core values and who, through their life s work, were role models for students, graduates, staff and the wider community. Oscar Pistorius had been awarded Doctor of the University in November 2012 in recognition of his services to sport, his charity work and his role in awareness raising and development of prosthetic limb technology. Following the events of February 2013, it was considered inappropriate to take action until the conclusion of the subsequent trial after which the University had to consider whether Mr Pistorius reputation continued to meet the above essential criteria. A sub-group of the Honorary Degrees Committee, chaired by the Vice Principal, had been called to consider the matter. This Group s recommendation was that Mr Pistorius honorary degree be revoked. The Principal had accepted this recommendation and sought homologation from Senate.

101 Senate approved the withdrawal of the honorary award of Doctor of the University from Mr Oscar Pistorius. 4. Estates Development Update The Director of Estates gave Senators an update on developments in the University s estate. The Estate needed to reflect the University s growing aspirations and achievements and therefore the original 15 year plan was being refreshed. The proposals in the Estates Development Framework of 2009 included a reduction in the overall size of the campus. This proposal was being reconsidered in light of plans to increase student numbers. Targets had increased since 2009 and a review of the Estates Strategy was underway to embed the University s Strategy and Values in all projects, consolidate and create a heart to the Campus, seek to co-locate similar activities, improve the quality of external space, deliver full Life Cycle value on all major projects and improve the condition and functional suitability of the Estate. The refreshed strategy would be consulted on and finalised in June Higher Education Governance Bill Consultation The Director of Strategy and Policy introduced the Government s consultation on proposed legislative measures which appeared, to the sector, to go further than required to ensure good governance. The University s response was in line with the sector as a whole. It was noted that, as a Chartered institution, Strathclyde would still be subject to Royal approval of any changes to its Charter or Statutes. The proposals to replace the Privy Council were therefore considered to be duplication as the Queen would still use her Privy Council before granting Royal approval. Senate was supportive of the messages the University was giving in its response. 6. Student IP Senate Business Committee had welcomed the policy on Intellectual Property Rights (IPR) and Postgraduate Research (PGR) Students. The policy would provide consistency along with safeguards for students, staff and the University. It was noted that there had been positive engagement with the Students Association and the Postgraduate Research Society in developing this policy. The Postgraduate students were pleased that the Policy would offer them the same support offered to staff where IP was exploited commercially. Senate approved the proposal that assignation of Commercially Exploitable IP to the University by PGR students upon registration should become the default position and also approved the required revisions to the Research Code of Practice to implement the proposal

102 Paper M Executive Team Report to Court The Executive Team met on 4 November, 2 and 19 December 2014, 6 and 22 January and 3 February The following key items were discussed by the Executive Team and are provided here for Court to note: 1. Technology & Innovation Centre Year 3 progress report The Executive Director of the Technology & Innovation Centre (TIC) presented the TIC Year 3 progress report, including financial statements. The following points were discussed: Support from ITREZ for the broader objectives of TIC Updating the business plan as objectives have been met prior to the opening of the building Attribution of research income to TIC, noting that academics are asked to indicate the percentage involvement of TIC at the inception of research projects The soft launch event for the TIC building in mid-december. 2. Strategic Project Groups requirements capture The Director of Human Resources introduced the requirements capture spreadsheet for the Strategic Project Groups to be established from January The following points were noted in discussion: Work on performance management is underway so has not been included in the Strategic Project Groups The finalised Strategic Project Groups will be introduced at the Leadership Group meeting of 15 December Targets are linked to current Performance Measurement Framework targets and can be updated as new targets are developed for the Strategic Plan The internal communications project can link to the development of Strathclyde staff characteristics/values 3. Pensions Salary Sacrifice update The Financial Controller provided an update on progress with the proposed salary sacrifice scheme for employee pension contributions. The Team agreed the following points: Staff communications should be clear and reference universities who have successfully implemented similar schemes An alternative name for the scheme should be considered ( Pensions Plus or similar) Savings should be used for investment in new staff The Team approved continued work towards implementation of the proposed scheme, noting that it would also be considered by Staff Committee, and agreed with the recommendations of the equality impact assessment. 4. Estates: Review of Outline Business Cases The Director and Assistant Directors (Strategic Asset Management; Strategic Planning) of Estates Services presented 16 outline business cases for review by the Team: 1

103 Case 1: Centre for Sport and Health approved to proceed to development of a full business case for a new building. Case 2: Biomedical Engineering consolidation approved to proceed to development of a full business case for refurbishment of Wolfson building and ancillary accommodation in Architecture building. Cases 3-5: Teaching and Learning Facilities; USSA; Co-location of student facing services approved to proceed to development of full business cases and options Case 6: HaSS co-location and Professional Education Suite proceed to further development Cases 7-9: Faculty of Science undergraduate laboratory consolidation; Pure and Applied Chemistry consolidation; EEE cases to be unbundled and component projects to be examined separately Case 10: Engineering Skills Academy approved to proceed to development of a full business case Case 11: Campus identity approved to proceed to development of proposals Case 12: NPL Regional Innovation Hub approved to proceed to development of full business case as a strategic priority Cases 13-14: Professional Services; SEES/Strategy & Policy McCance Level 2 refurbishment approved to proceed to options development of a basket of proposals based on short, medium and long-term requirements, including possible integration of student-facing services with the Teaching and Learning Facilities in the medium to long term (Case 3) Case 15: Ross Priory approved to proceed to development of full business case Case 16: Information Services approved to proceed to development of full business case for Curran building and disposal of Turnbull building The Principal requested that Executive Deans consider whether Faculty projects could access coinvestment from Faculties. 5. Strategic Plan : Potential KPIs The Deputy Director of Strategy & Policy presented a short list of 17 potential new/revised performance measures for inclusion in the University s refreshed Strategic Plan following consideration by the Performance Development Group. The Team approved the initial short list presented and agreed with the proposal that the Performance Development Group develop potential targets to submit to the Executive Team in early Strathclyde Academies The Vice-Principal and Associate Deputy Principal (Learning & Teaching) provided an update on the development of Strathclyde Academies. Preparatory work to enable bidding for SFC funded places was discussed, including discussions with colleges over a possible Digital Academy, Business Academy and Social Sciences Academy (working title). 7. Strathclyde Chancellor s Fellowship Scheme (SCFS) The Director of Human Resources presented details of candidates recommended for appointment through the Strathclyde Chancellor s Fellowship Scheme. The Team approved the following decisions: Faculty of Engineering: 10 candidates on the list to be offered appointment with the working assumption that the initial salary of 7 of these appointments will be paid from SCFS funding and three from Faculty funds. 2

104 Faculty of Science: 9 candidates on the list to be offered appointment with the working assumption that the initial salary of 6.7 of these appointments will be paid from SCFS funding and 2.3 from the Faculty. Faculty of HaSS: Candidates ranked 1-4 to be offered appointment. Strathclyde Business School: One candidate to be offered appointment. 8. REF 2014 Media Coverage The Acting Director of Marketing and Development Services summarised initial media coverage of the University s REF 2014 performance and presented further draft messaging for consideration. The Team thanked Communications staff for their work in disseminating key messages and for the significant reach achieved through the use of social media to highlight the performance of the Department of Physics. The Team discussed stratification of messaging, using Chinese language messaging and linking the University s research performance with provision of high quality teaching, knowledge exchange and value for students. 9. Research Excellence Grant (REG) and Research Postgraduate Grant (RPG) draft response to Scottish Funding Council (SFC) consultation The Director and Deputy Director of Strategy and Policy introduced a draft response to the SFC REG and RPG consultation. The Team noted the response deadline of 14 January and the simplified allocation formula including the removal of the number of research assistants and research students from the model. The SFC statement that it does not intend to make changes that would have the effect of dramatically altering the balance of funding across institutions was considered and it was suggested that arguments around impact could also inform the RPG section of the response. The draft response was approved. 10. Intellectual Property (IP) Rights and Post-Graduate Research (PGR) students follow-on The Team considered an updated version of the paper. It was noted that, following the 21 October meeting, further consultation had been carried and advice from the communications team received. Having reviewed the two options proposed in the paper, the Team recommended Option 1 for approval by Senate assignation of commercially exploitable PGR IP to the University as the default position, to be detailed in a revised version of the Research Code of Practice. Communication of the change was discussed, with the Team recommending that a statement explaining the University s rationale for change be prepared, in addition to advertisement of the change in general recruitment literature and registration letters. 11. Student Information Management System (SIMS) project update The Chief Operating Officer provided an update on the SIMS project, as the project sponsor, with input from the project s academic champion, Associate Deputy Principal (Research and Knowledge Exchange) and the Director of Student Experience and Enhancement Services and the Director of Information Services. 3

105 The conclusion reached by the SIMS Project Board to progress to contract negotiation with the preferred supplier and the guiding principles for the implementation phase of the project were endorsed. 12. Senior academic staff recruitment The Director of Human Resources presented initial nominations from the four Faculties for senior academics suitable for external recruitment. The Executive Deans described the process for selecting suitable candidates in their Faculties and the likelihood of recruiting candidates. It was noted that the establishment of named Chairs may help attract candidates and initial suggestions for named Chairs were discussed, including seeking philanthropic giving and identifying eminent figures linked with the University. 13. Queen s Anniversary Prize The Acting Director of Marketing and Development Services presented four initial proposals for the University s bid for a Queen s Anniversary Prize for Higher and Further Education The Executive Deans from the relevant Faculties summarised the proposals and, after due consideration, the Team selected Biomedical Engineering as the preferred proposal. It was agreed that further consultation would be taken on the appropriate breadth of the proposal (e.g. inclusion of strands on commercialisation, work in developing countries, rehabilitation, children, prosthetics and orthotics). The Team thanked those responsible for developing the proposals. 14. Higher Education Governance Bill consultation response The draft response to the Scottish Government s Higher Education Governance Bill consultation was considered. It was noted that the draft response was issued in parallel to Senate and Court Business Group, with Court having delegated authority for finalisation of the response to Court Business Group. Subject to minor amendment, the Team endorsed the draft response for approval by Court Business Group. 15. Social Sciences Academy proposal [RESERVED ITEM] 4

106 16. Outcome Agreement Annex The Director of Strategy & Policy presented a final draft of the Outcome Agreement annex for , to be submitted to the Scottish Funding Council by 28 February 2015, with funding allocations expected to be announced by early April. The Team recommended the final draft to Court Business Group and Court for approval. 17. Development of the Strategic Plan Revised performance measures and proposed targets for inclusion in a refreshed Strategic Plan were reviewed following consideration by the Performance Development Group. It was noted that targets will be reconciled with four year financial forecasts where appropriate and SUnBIRD will be used to provide in-year reporting against many of the revised measures. The Team discussed linkages between the Strategic Plan and the annual Operating Plan and Budget. Innovation was suggested as an additional theme for the Strategic Plan, with an expanded narrative to be included focusing on the University s successes and distinctive role as Scotland s Leading International Technological University. 5

107 Paper N Court Business Group Report to Court The following items were discussed by Court Business Group on 12 February 2015 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. Research Excellence Framework (REF) 2014 results The Research Policy Manager presented the draft REF 2014 results paper intended for review by Court, noting the addition of a new Intensity measure taking into account both the quality of the submission and the percentage of eligible staff submitted. Members discussed the merits of the three different measures used in the report (Grade Point Average, Power Rating and Intensity) and the use of a University-wide citations strategy, to be implemented across the four Faculties. It was suggested that the Court presentation should draw attention to the University s improved relative ranking, at the mid-point of the Russell Group on the Intensity measure. Members further suggested the inclusion of analysis on the impact to the University (league tables, funding, staff and student recruitment, marketing). 2. Technology & Innovation Centre progress update The Executive Director of the Technology & Innovation Centre (TIC) provided a progress update measured against the original investment case for the TIC, approved by Court in November The following points were made in discussion of the paper: Clarifying the definition of contribution in the Income/Contribution chart Including adverse macroeconomic factors relating to a prolonged oil price decline on energy sector investment and continued public sector austerity balanced against the broad portfolio of activity in TIC and growth in areas such as the Continuous Manufacturing and Crystallisation centre Reflecting that TIC is the University s largest capital expenditure project to date and has been built within budget and to specification. 3. Q2 Business Report The Chief Financial Officer and Director of Strategy & Policy presented the draft Q2 Business Report. Members noted the overall increase in income, with a generally improved second quarter evident in the report and commented on the operating surplus projection remaining lower than forecast, with the expectation that the surplus will improve in Q3 and Q4. Efforts to lower costs while continuing to grow income were discussed, with the Performance Development Group leading on a detailed examination of areas for improvement. The Treasurer welcomed the continued healthy cash generation shown on page 6 of the report. 4. Strategic Plan development The Director of Strategy & Policy provided an overview of the planning process and timeline for the Strategic Plan and introduced revised draft key performance indicators. Members commented on: The distinctive strategy of the University, to be signposted in a covering narrative 1

108 The planning process underpinning the Strategic Plan involved Departments/Schools and Faculties, with a diagram circulated illustrating linkages across the University and between the different elements of the planning cycle The advantages and disadvantages of different timeframes for a Strategic Plan period (e.g. 5 years or 3 years) and links with the Outcome Agreement cycle The appearance of internationalisation and the University s Values in the Plan Identifying ownership for each area within the Plan 5. Outcome Agreement revisions The final draft of the Outcome Agreement Annex for was reviewed, following consideration of an earlier draft at the November Court meeting. It was noted that only minor revisions had been made since November s Court meeting, with the inclusion of carbon reduction statistics. The Convener commented on the Equality & Diversity section, suggesting that it be identified more prominently, with the University s ambitions in this area clearly stated. Members discussed gender balance and possible target setting for Court membership. The Vice-Principal noted work to revise the remit of the Equality & Diversity committee, with a report to Senate and Court to follow. 6. National Physical Laboratory The Chief Operating Officer provided an update on legal negotiations and academic discussions with strategic partners since the November meeting. It was noted that an update will be provided to Court members prior to the next meeting. 7. Draft Agenda for Court, 26 February The Chief Operating Officer presented the draft Court agenda for comment. Members requested updates on the Strategic Marketing Group and the Commercialisation and Investment Advisory Board. 2

109 Paper O University of Strathclyde AUDIT COMMITTEE WORKSHOP 5 February 2015 Present: Attending: Gillian Hastings (in the Chair), Archie Bethel, Margaret McGarry, Jane Morgan, Ian Dickson, Paula Galloway Professor Sir Jim McDonald (Principal), David Coyle (Chief Financial Officer), Hugh Hall (Chief Operating Officer), Bill Convery (Head of Internal Audit), Lisa Carroll (Senior Internal Auditor), John Basketter (Senior Internal Auditor), Stephen Reid (Ernst & Young), Janie McMinn (Ernst & Young), Darren Thompson (Senior Policy & Projects Officer) Welcome and Introduction Prof David Littlejohn (Executive Dean, Science) REF item Dr Craig Young (Research Policy Manager) REF item Louis Walters (Ernst & Young) Cyber Security item Claire McFadzean (Ernst & Young) SORP item Kirsteen MacLeod (Deputy Finance Director) SORP item The Convener welcomed members to the annual Audit Committee Workshop. Apologies, Report from last Workshop and Matters arising There were no apologies to note. The report and actions from the previous workshop on 31 January 2014 were considered. The issue of Court and Audit Committee members attendance at Board meetings of the University s various Strategic Centres was discussed. The Committee Manager informed members that meeting dates had previously been circulated by the Governance Manager to lay members of Court and Audit Committee. Members had so far attended meetings of the Advanced Forming Research Centre (AFRC), the Strathclyde International Public Policy Institute (SIPPI), and the Centre for Continuous Manufacturing and Crystallisation (CMAC). It was proving challenging to coordinate future meeting dates with lay members diaries. The Committee noted that the request for additional information on the University s alternative audit functions, mapped to the five strategic themes, remained as an outstanding action. This had been noted in the Committee s Continuing Business Report. ACTION: BC/IAS to address the Committee s outstanding request for information on the University s alternative audit functions, mapped to the strategic themes. REF 2014 results and analysis The Executive Dean, Science and the Research Policy Manager explained the stated aims of the University s REF 2014 submission: to improve on past performance, maintain volume levels and achieve a strong performance in impact. These aims had been achieved, largely due to a thorough and frequent output review process, effective use of recruitment strategies, and a significant effort on producing the narrative elements of the submission.

110 REF results had been announced in December Overall key messages were that the University had substantially improved on its RAE 2008 performance as measured by overall quality (Grade Point Average) and also when ranked with other institutions at both a UK and Scottish level. The University had also seen a significant improvement in the proportion of research assessed as being of 4* (world-leading) quality. In addition, the Committee heard that: The University was 18 th amongst all UK institutions when ranked by research intensity (a significant improvement on the University s position in the 2008 exercise) The University had retained its position when measured by Power (weighted quality and submitted volume) which closely follows SFC s research quality funding methodology Work was underway to better understand some inaccuracies in the predictions for results in the Impact and Environment sub-profiles and for the split between 3* and 2* outputs A strong performance in the Environment sub-profile, influenced by particular efforts in regard to the narrative element of the submission, had contributed significantly to the University s overall quality score A number of key lessons had been learned, including the key role of PURE (part of the University s Research Information Management System) in supporting a well-run submission and the importance of regular contact and communication between the REF team and the Faculties. The Principal stressed to Audit Committee members the clear emphasis on continuous improvement in research performance and that preparations for the next REF exercise were already underway, including: An in-depth review of all the impact statements published as part of the UK REF exercise to learn lessons from other institutions experiences and results A clear expectation for academic staff to record the impact of their research by updating the PURE database Central oversight of a consistent and appropriate narrative and close support for individual academic staff in improving their research impact Targeted recruitment activity in key academic areas over the next 2 years and efforts to support the retention of existing staff ahead of the next REF Strategies to deliver on the vision outlined in the Environment section of the University s submission and ensure a similar strong story for the future The Audit Committee welcomed the University s strong overall research performance evidenced by the REF results. Cyber Security The external auditors presented an overview of information security issues, explaining the nature of current threats and the challenges faced by organisations and businesses in attempting to deal with them. The following key issues were highlighted: The increasing trend for the ownership and accountability on cyber risks to rest with an organisation s Executive Board, rather than with an individual such as a CIO The importance of gaining a clear understanding of the organisation s data assets, where and how they are held and with whom they are shared

111 The need for Executive Boards to understand the ways in which the organisation s assets could be compromised and to have plans in place to detect and react to any attack The Audit Committee discussed the issue of information and cyber security threats in relation to the University environment. In response to a query on the level of preparedness within the University, the COO explained recent changes, including reporting to the Audit Committee annually via the Information Security Action Plan & Risk Analysis and changes to the University s Information Security Policy to specify that any serious incidents identified should be reported to the Audit Committee. Members welcomed these changes. The following additional points were raised during discussions: The need to consider the potential for increased information security risks in relation to a growing number of strategic partnerships with third party organisations The importance of training for staff and regular and appropriate communications on the risks and consequences of non-compliance with the University s information security policy The balance required to ensure optimised and compliant information security policies, whilst avoiding the introduction of constraints which may be detrimental to the type of business model which will best ensure institutional success The University s Corporate Risk Register included appropriate mitigating actions which were reviewed regularly by the Executive Team with reference to emerging risks and reported to Audit Committee and Court Mandatory training for staff had not been ruled-out and would be considered again following completion and assessment of the current programme of targeted training/awareness-raising activity Information security and the associated risks would be a continuing priority for senior management and there may be learning opportunities to be had through informal discussions with industry leaders in this area ACTION: HH to arrange for an update at a future meeting of Audit Committee on the current information security training initiative and provide a more detailed rationale for the chosen approach SORP update The external auditor and the Deputy Finance Director provided an update on the University s preparations for the implementation of a revised SORP from 31 July It was clear that number of changes would be required to the University s accounting practices and the implications of these, as they were understood so far, were explained. The external auditor had been commissioned to undertake an impact assessment in order to inform the University s decision-making. Particular attention was being given to any volatility arising in the Financial Statements, the impact on the balance sheet, the implications for systems and processes, and for performance measurements. The next steps, following the completion of the impact assessment, were laid out for the Committee. These included: Classifying income streams as revenue, government grants and non-exchange transactions before analysing the specific requirements and impacts relating to each income stream A full retranslation of the 2014/15 Financial Statements to meet a HESA submission deadline of December 2016

112 Calculations for holiday pay accrual and for the University s liability in relation to USS past deficit Assessing the impact on the income and expenditure account Consideration of the various potential impacts in their totality prior to any key policy decisions being taken Following the completion of this work, the Audit Committee would have the opportunity to take a collective and informed view on the various policy options during the first half of ACTION: DC/KGM to ensure Audit Committee is supported in taking SORP-related policy decisions at a meeting in the first half of Key risks across the higher education sector The external auditor presented an overview of common risks across the higher education sector, drawing on the evidence of institutional Risk Registers and providing a broad, highlevel comparison of institutional approaches to risk management. A number of common themes were identified, including: Institutions continue to operate within a changing environment and the management of strategic risks is key The majority of institutions choose to focus on key strategic risks Continuing uncertainty over public funding combined with rising cost pressures e.g. USS and NI contributions Many institutions have very ambitious overseas recruitment targets at a time of increased competition, making delivery on targets more of a challenge The University s reputation and portfolio is key to meeting the challenge of staff recruitment and retention The REF had featured highly on 2014 Risk Registers, along with the risks associated with post-ref development Estates development seen as key strategic priority for institutions but level of risk varies depending on borrowing/balance sheet strength It was noted that some risks identified were fairly specific to Strathclyde, such as those relating to the University s industry engagement approach and international partnership activities, reflecting the University s key differentiators as a Place of Useful Learning and a Leading International Technological University. The CFO noted the importance of implementing the University s strategic vision in order to mitigate the risks identified and achieve forecast results. The COO confirmed that mitigating actions are reviewed and updated regularly through the Executive Team. SFC s revised Financial Memorandum The Committee noted the changes to the Scottish Funding Council s Financial Memorandum, following a recent informal consultation with the sector. The Head of Internal Audit confirmed that the new mandatory requirement to review the institution s severance arrangements would be appropriately incorporated into the Internal Audit Service s programme of regular audit reports.

113 Review of Committee Effectiveness Members held a detailed discussion on committee effectiveness, facilitated by the Convener. During discussions, the following points were made: An externally-facilitated review of Court and its committees was a requirement of the Scottish Code of Good HE Governance. The University would fulfil this requirement in due course, once the Scottish Government s settled policy and legislative position in relation to higher education governance was made clear The current arrangements for running and managing the Audit Committee work well, particularly the regular opportunity for a members-only pre-meeting. Members appreciated and valued the opportunities provided to visit different areas of the University, in both academic and professional services areas The balance of membership was felt to be very good with an appropriate yet diverse range of expertise and experience The administration and circulation of paperwork was timely and the records of meetings accurately reflect the Committee s discussions and decisions The Committee s relationship and interaction with the Executive Team is appropriate and balanced. Senior managers are receptive and respond positively to Audit Committee requests and suggestions The Internal Audit Service was appropriately resourced and the Committee was content with the quality of internal audit work undertaken The external auditors were supportive of these findings and noted the benefits of holding an annual Workshop which provided an important opportunity for reflection and learning Members also reviewed the Committee s Terms of Reference, finding these to be broadly appropriate. Discussions highlighted a potential need to review the language and ordering in certain areas to ensure clarity and compliance with best practice in the sector. The Head of Internal Audit noted the requirement to report a collective picture of the Internal Audit Service s findings and level of effectiveness, including actions taken or still outstanding following Internal Audit reviews. ACTION: Committee Manager to consider need for review and update of ToRs, with reference to best practice and in comparison with sector exemplars, in time for presentation at May 2015 meeting (to seek Court approval in June 2015) DT 13/02/15

114 Paper P ESTATES COMMITTEE REPORT TO COURT For Approval by Court (note: see Paper G for full details): 1. Residences Modernisation Programme The Estates Committee considered a paper detailing a proposed, phased, five year investment plan for the Andrew Ure, Garnett, James Young, Forbes, James Goold, Murray and Chancellors Halls of Residence, together with Birkbeck Court, James Blyth Court and Patrick Thomas Court residences. It was noted that this modernisation programme is in line with the agreed strategy for the Residences, as approved by the Estates Committee and the Executive Team in August 2014 and will form Phase 1 of that Strategy s implementation. This planned investment will be financed through Residence income surpluses, together with the receipt from the recent disposal of the Ivanhoe Road flats. The Committee considered the detailed work programme for each of the residences. It was reported that the works will address building services and health and safety aspects, an improvement in the student experience, a reduction in maintenance and repair costs and will enable a step change in the quality of the Residences. Phase 1 works would commence in the summer of 2015 and be phased over each summer until completion in summer 2019, thereby reducing the impact on students. The Director of Estates Services drew particular attention to a number of elements of the programme, including the planned works related to the Andrew Ure and Patrick Thomas Court residences. It was reported that there is an immediate need to carry out health and safety related work, but that it is intended to review the medium to long term retention of these facilities. The outcome of this review may result in an amendment to the programme. The Committee discussed the need to balance quality against cost, and it was noted that Estates Services takes account of life-cycle costs when considering these issues. Consideration was also given to the current review of anticipated student numbers and the possible use of external residences at Collegelands and St James Road over the next couple of years. It was highlighted that a multistranded approach to the provision of student residences was being taken, including both upgrading of existing residences and accessing of external suppliers. The Committee Recommends that Court approves: the proposed investment of 13.92M over the five year period to 2019; the investment to be funded from the Residences operating surpluses and the use of the proceeds of sale of the Ivanhoe Road residence. For Noting by Court: 2. CHP / District Energy Project The appointed Design Team (Nifes) has worked within Estates Services and Finance to analyse a number of options to determine the optimum CHP engine size and network solution within the main approved project parameters of the approved capital budget, delivering the SFC grant outcome to enable a step change in carbon reduction and facilitating operational savings. Following this process it is recommended that Option 1 (2 x 2 MW CHP engines with 15 buildings in the network), at a cost of 16.2M, is progressed as the preferred option to deliver the CHP project, in order to achieve significant operational savings and increase revenue opportunities. This option retains flexibility for the network to be extended depending upon future opportunity, affordability and cost benefit analyses. 1

115 The Committee agreed that Estates Services be authorised to proceed with the procurement of the CHP engines as per the recommendation, and the detailed design of the District Heating Network. 3. Jordanhill Disposal (Approval) The former Jordanhill Campus was confirmed as a surplus asset in 2010 as part of the Single Campus Business Case, and approval was subsequently granted by this Committee to sell the site. However there was a delay in proceeding to sell due to the market conditions. The Committee was advised that in the interim period the opportunity has been taken to secure a change of use for the site, from education to residential. Given this change, and prior to taking the site to market, it was deemed appropriate to reconfirm that the Committee still considers the site to be a surplus asset. The Committee agreed to authorise the Director of Estates Services to proceed with the disposal of the former Jordanhill Campus. 4. Technology and Innovation Centre A soft launch was held on 16 December 2014, and was well received by those attending, including the new First Minister. The installation of furniture, fittings and equipment has commenced, with the first users due to relocate at the end of March. It was noted that it will take two to three months to relocate all the users. 5. Aerospace Electrical Demonstration Centre (AEDC) The University has been in discussion with Scottish and Southern Energy (SSE), which is seeking a site for its Multi Terminal Test Environment (MTTE) project. SSE had indicated previously that two sites were under consideration, one of these close to the Power Networks Demonstration Centre (PNDC). The Committee was informed that SSE has recently indicated that the site adjacent to PNDC is the preferred option and SSE has entered into negotiations with the landowner. The Committee noted the opportunity this would provide to build a cluster of themed research and that the opportunity to develop this further, through a Masterplan, is being explored. 6. Turnbull Building The Committee was advised that there has been considerable interest since the property went on the market, with five formal notes of interest to date. Given this, a closing date of January has been set. The outcome of the closing date will be reported to the next meeting. Estates Services is also working with Information Services regarding the plans to relocate the current staff. 7. Proposed Lease of Space in TIC for Fraunhofer UK Research Ltd. The Committee agreed to homologate the Convener s actions in approving the terms of a lease of space in the Technology and Innovation Centre to Fraunhofer UK Research Ltd., for a five year lease period, and authorising Estates Services to instruct Thornton s solicitors to arrange to conclude the appropriate documentation. 2

116 Paper Q MATTERS TO BE NOTED FROM THE STAFF COMMITTEE MEETING HELD ON 12 DECEMBER 2014: The following items are provided for Court s information. SHARED PARENTAL LEAVE (SPL) PAY POLICY The Committee Manager advised that SPL was a new statutory right which allowed eligible parents to share time off from work following the birth of a child or following placement after adoption or surrogacy. The University offered enhanced maternity pay arrangements and a decision was required on whether SPL pay should be enhanced in line with the maternity pay policy. Following a benchmarking exercise of the sector, a number of recommendations were made to Staff Committee for discussion, with the option to enhance SPL pay being the preferred option; this would further the University s contribution to gender equality and the Athena SWAN agenda. Following a discussion of the options available and associated costs, the Committee agreed that enhanced SPL pay be made to those who qualify. VOLUNTARY SEVERANCE APPROVALS PROCESS The Director of Human Resources advised Staff Committee that, as a result of a review of the Scottish Funding Council s Financial Memorandum, the University was required to have in place a policy with regard to Severance Agreement approvals. Having considered the proposals contained within the paper, Staff Committee approved the general direction of travel and noted that final approval of the policy would rest with the Remuneration Committee. WORKERS CONTRACT REVIEW The Director of Human Resources advised that the University utilised a range of contractual arrangements for staff which, where appropriate, included worker contracts which neither guaranteed work for an individual nor compelled them to accept any work offered. The utilisation of these contracts was regularly reviewed by the University and Staff Committee was aware of the continuing media interest in this type of contract. Staff Committee noted the University s use of these contracts and the timetable for a review of their utilisation but recognised that there was often mutual benefit for both the organisation and the individual in this type of contract and, therefore, that their continued use may continue where appropriate. PENSIONS SALARY SACRIFICE SCHEME Staff Committee was advised that, following its June meeting, at which agreement was granted to implement the scheme, preparatory work had been undertaken to roll out the scheme to all USS members within the University. It was proposed that the majority of eligible staff would be automatically included in the Scheme, which would be known as Pensions Plus, and individuals would have the opportunity to opt out if they so desired. Having discussed the associated risks and the work requiring to be carried out to implement the scheme, Staff Committee approved the continued work towards implementation of the scheme. SH/FB/CS,

117 Paper R MATTERS TO BE NOTED FROM THE INAUGURAL MEETING OF THE STRATEGIC MARKETING GROUP HELD ON 7 JANUARY 2015 Purpose of Group/Terms of Reference It was appropriate for the Group at its first meeting to reflect on its overarching purpose and terms of reference (attached). The Group will provide a strategic focus and greater impetus for marketing activity across the University. The University has a strong and compelling Strategy that has resulted in a wide range of notable successes and significant reputational gains nationally and internationally. Academic achievement is flourishing and business opportunities abound so there is no shortage of material and marketing collateral to be exploited. It was anticipated that greater traction, improved strategic cohesion and smarter alignment in our marketing capability will be greatly enhanced when Professor Hart takes up the new role of Associate Deputy Principal, Marketing later in the year. The Group considered its draft terms of reference and noted the following: o o o o o o Essential that the Group focussed on strategic matters and did not get drawn in to operational matters/individual campaigns The work of the Group, like the Marketing Strategy itself should be driven by the University s Strategy translating strategic vision and intent in to credible and value add marketing collateral and campaigns The Group is an Advisory Strategic Group not an Executive Group Emphasis should be on cohesion, co-ordination and delivery with clarity on specific deliverables (outputs/outcomes and timelines) that meet the expectations of Court and other stakeholders. Investment must be made in ensuring marketing is at the heart of top level decision making. The Group should focus on reputation enhancement and corporate positioning. Income growth and other benefits should flow from these but the Group should not have income growth as a key objective. The final terms of reference will be shared with Court when signed off by the Group at its next meeting on 11 March Marketing Strategy Consideration was given to the Marketing Strategy approved by Court and the Executive Team - with a particular emphasis on how the Strategy will be translated into delivery. The following issues arose in discussion: 1

118 o o o o o More emphasis is required on external communications The Alumni community should be used increasingly to develop an even more effective ambassadorial role. Students should also be recognised as current and future ambassadors. Consideration should be given to undertaking an omnibus study across the student body Specific performance targets are required that take into account different audiences. Court Members (as a key group of advocates for Strathclyde) require much greater visibility of our achievements, our strategic offerings and our strategic developments and should be given more information on marketing activity generally. Proposed Campaign to attract students from the rest of the UK (RUK) The Group provided input into the proposed campaign to attract more fee paying students from England, Wales and Northern Ireland. The following points arose in discussion: o o o There needed to be a much clearer articulation of what success will look like including details of specific targets The Recruitment and International Office have responded with more activity in this area with a dedicated RUK Officer and plans to increase that resource. Although numbers of applicants have risen as a result of increased RIO activity, conversion has not Improved future employability prospects with the possession of a Strathclyde degree should be a major selling point in any RUK campaign. Research Excellence Framework (REF) Messaging The Group noted that REF result provides excellent marketing collateral to be exploited - the timing and staging of which is important, as well as the distinctiveness of the University s messaging. Key messages from the REF will be fed into international marketing materials as quickly as possible. A delivery plan is under development and this will be shared with the Group as soon as it is available along with relevant marketing materials February 2015

119 STRATEGIC MARKETING GROUP Terms of Reference (First Draft) The Strategic Marketing Group will meet six times a year to oversee, coordinate and drive marketing activity across the University. It will report to the Executive Team through the Chief Operating Officer. The Group will seek to achieve stronger leadership, greater collaboration, collective buy-in and economies of scale in marketing efforts across the entire institution. The Group will focus on reputation enhancement, corporate positioning and income growth including: Developing the global brand and reputation of the University of Strathclyde in research, teaching, business engagement and international partnerships. Securing research income from our alumni, charities, trusts and foundations, and from business, industry and the public sector. Attracting significant numbers of highly-qualified students at undergraduate and postgraduate levels from Scotland, the rest of the UK and internationally. Generating investment from business and industry in research and KE, in staff and students, and in shared infrastructure.. Promoting operational excellence by ensuring the dissemination of relevant information to staff and students. Ensuring marketing is at the heart of strategic delivery and top-level decision making. The remit of the Group will: Provide strategic leadership in marketing the University. Develop and approve new marketing campaigns and activity to support strategic initiatives. Gather and disseminate information around on-going marketing initiatives. Report and update on marketing activity to all parts of the University. Horizon scan for threats and opportunities. The composition of the Group should reflect the pivotal role of marketing provision through all University activity by ensuring that members have sufficient seniority and experience to recommend achievable routes towards consensus with regards to future marketing activity. Membership will include: Chief Operating Officer Executive Dean Strathclyde Business School Two Lay Court members Faculty Representatives Acting Director of Marketing and Development, 3

120 Head of Recruitment and International Office Student Representative. December