Presentation on the Review of the Central Administration
Professor Paul Wellings, Vice-Chancellor Professor Bob McKinlay,
Deputy Vice-Chancellor Staff Briefing 28 th October 2008 Slide 2
Introduction Review was not precipitated by a dysfunctional central
administration Review was rather precipitated by no recent review
area of substantial change area of major importance positioning for
the future Evidence base reports (consultants and academics) other
universities (both UK and overseas) domestic information Macro
lessons no right answer many strong features some recurring
concerns directions of travel Slide 3 Basic building blocks Council
Vice-Chancellor Management Group Central Services Senate Faculties
Slide 4 Vice-Chancellor Divisional Heads DeansDVC/PVC FacultiesAFR
Vice-Chancellor Management Group Slide 5 Central Services Part 1
Centre/Local Balance Could move to Faculties inappropriate (not
confederacy, lose economies of scale due to relatively small size,
institutional issues to be covered). All central inappropriate
(would mean turning back the clock to traditional civil service
world; inconsistent growth in salience of Faculties) Partnership
highly appropriate and would anticipate increasing, albeit
variable, intersection Some key points on partnership Faculties
model centre must be some marked stability clarity on division
central/Faculty and on line management responsibility (danger of
duplication) expect variation in balance of partnership across
functional areas. Slide 6 Central Services Part 2 Functional
Organisation Rationale for grouping by function produces internal
and external clarity permits form to follow function provides the
basis on which partnerships with Faculties are built provides the
basis on which clarity of objectives can be achieved. Slide 7
Central Services Part 2 Functional Organisation ctd Functional
groupings Marketing and External Linkages Student-based Services HR
Finance Facilities ISS Research Support and Commercialisation
Governance/Legal Slide 8 Central Services Part 2 Functional
Organisation ctd Rationale for number of functional groupings need
to avoid overstretch need to be reasonably large for economies of
scale and flexibility need to cohere around distinctive and
enduring substantive functions tied to constituencies. Slide 9
Vice-Chancellor Faculties Deans Portfolios Deputy V-C Pro-V-C
University Secretary Marketing & External Linkages Chief
Operating Officer Governance Student-based services HR Finance
Facilities ISS Research Support & Commercialisation Central
Services Part 3 Organisation Arrangement Slide 10 Central Services
Part 3 Organisation Arrangement ctd Rationale for grouping of
functions separate governance/legal essentially following
independent judiciary put remaining functions into a unitary
structure to maximise integration
