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EXECUTIVE BOARD

OPEN AGENDA

Monday 2nd June 2014 (Room 115)

I Minutes To approve: minutes of the meeting held on 19th May 2014

[Attached]

II Action Points

[Oral Updates]

III Matters Arising/Matters for Report

[Oral Updates]

IV Committee memberships To approve: A paper from the Acting Secretary

[Appendix A]

V Trades Union agreements To approve: A paper from the HR Director

[Appendix B]

VI Professional Services Plan for 2014/15 To approve: A paper from the Acting Registrar

[Appendix C]

VII Draft revenue and capital budgets for 2013/14 To approve: A paper from the Acting Director of Finance & Planning

[Appendix D]

VIII Revised Financial Forecasts to 2015/16 To approve: A paper from the Acting Director of Finance & Planning

[Appendix E]

IX Circulars Received To note

[Appendix F]

Executive Board Open Minutes 19.05.19_Chair approved

These minutes are for information only. Any corrections to the minutes will be recorded in the minutes of the subsequent meeting of the committee.

SOAS, UNIVERSITY OF LONDON

EXECUTIVE BOARD

Monday 19th May 2014

OPEN MINUTES

Members: Professor Paul Webley (Chair)

Mr Graeme Appleby Professor Matt Craven Mr Barry Douglas Mr Peter Mitchell Professor Nirmala Rao

In attendance: Dr Chris Ince (Minutes) Apologies: Professor Richard Black

Professor Anne Pauwels Professor Gurharpal Singh

207. Minutes The Minutes of the meeting held on 12th May 2014, were approved. 208. Action Points MIN 173 – Financial Model for Institutes EB noted that the Acting Director of Finance & Planning was producing a template for the two Institutes to use based on the existing Resource Allocation Model principles. This would then be fed in to the faculty planning round. On a related matter, EB discussed the funding model for the Doctoral School’s activities. It was intended this would shift to a capitation fee model based on the number of PGR students. This would only cover its activities for the time being and might be extended to include staff costs in the future.

209. Matters Arising/Matters for Report (i) Heads’ Forum The Pro-Director, Learning & Teaching reported that the meeting had held a good discussion on the issue of engagement and participation across the School. These discussions and those from the last Governing Body meeting would form the basis of a paper for the next meeting of Academic Board. (ii) Letter from Middle East embassies The Director reported on letters received from three Middle East embassies expressing concerns over the use of outsourced foundation programmes by UK Universities which they felt were inferior in a number of ways to in-house programmes. The School will be able to

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respond positively in this regard as IFCELS runs high quality in-house foundation programmes. 210. Centenary Research Themes (Appendix A) EB considered a paper from the Pro-Director, Research & Enterprise on potential Centenary Research Themes. EB agreed the overall direction of the themes but the detailed descriptions needed further work to emphasise the research work across the whole School. The themes would be discussed at the next meetings of both Research & Enterprise Committee and Academic Board for initial feedback and then approved later in the year. 211. Draft Agenda for Governing Body – 7 July 2014 (Appendix B) EB noted the agenda for the Governing Body meeting on 7 July 2014. The Director and HR Director would hold an initial meeting to consider the proposed paper to cover the split of the Registrar and Secretary roles. 212. Grievance and disciplinary panel membership 2014/15 (Appendix C) EB approved the nominations for the Grievance and disciplinary panel for recommendation to Academic Board. It thanked those staff who had put their names forward for these roles. 213. Periodic Programme Review for the Department of Economics (Appendix D) EB discussed the report from the Periodic Programme Review for the Department of Economics, which had recently been approved at LTQC. The report had raised issues around research emphasis, staff recruitment in the department, GTAs and the number of fractional staff used. The Dean would discuss the report in detail with the Head of Department. 214. Circulars Received (Appendix E) EB noted the recent circulars. The Pro-Director, Learning & Teaching would work with ADD on a response to the Consultation on the UK frameworks for higher education qualifications.

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EXECUTIVE BOARD: Action Points 2013/14

Minute Item Action 2013/14 Deadline for report to EB

By

163(i) Centenary Planning Group

Outline programme and budget for discussion

9/6/14 PW

181 Risk Register Hold risk workshop 30/6/14 CI

192 LIDC Report on LIDC 30/6/14 RB

203 Tier 4 audit LTQC to discuss improvements to the process of attendance monitoring

30/6/14 GS

211 GB agenda Meeting to discuss roles of Registrar and Secretary

23/6/14 PM/PW

Appendix A –Executive Board 02.06.2014

Committee Memberships

Executive Board is asked to:

i) Agree which member of Academic Board should become a member of Resources & Planning Committee (this does not require Academic Board approval);

ii) Agree membership of the School Promotions Panel for the 2014/15 session.

Executive Summary Professor Drew Gerstle will be stepping down as the Academic Board member of Resources & Planning Committee at the end of this session, and will need to be replaced. One members of the School Promotions Panel will have completed 5 years on the panel at the end of this session, and another member will be on research leave next session. Both will therefore be stepping down. These positions need to be filled.

Recommendations N/A

Financial Impact N/A

Risks N/A

Equality implications The School Promotion Panel should include at least one member from each gender.

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Committee Memberships 1. Academic Board membership of Resources & Planning Committee Professor Drew Girstle is stepping down as the Academic Board member of Resources & Planning Committee at the end of this session, and will need to be replaced.

The membership of Academic Board for 2014/15, as far as it is known, is set out below, and Executive Board is asked to nominate one of these members for membership of Resources & Planning Committee. Executive Board should note that Academic Board will be asked by Governing Body to reconsider its membership, and it is possible that only those nominated members who are currently Heads of Departments will remain as members.

Category Committee Member Comments

Ex-officio members:

Director (Chair) Professor P Webley

Pro-Director (L & T) Professor N Rao

Pro-Director (R & E) Professor R Black

Dean Faculty Arts and Humanities Professor G Singh

Dean Faculty Languages and Cultures Professor A Pauwels

Dean Faculty Law and Social Sciences Professor M Craven

Head of Doctoral School Professor R Fardon

Registrar & Secretary

Director of Library & Information Services Mr J Robinson

Other Members:

One Associate Dean (L&T) Dr E Onyema Year 2

One Associate Dean (R) Dr R Harrison Year 1

Four academic members FB (A&H) Professor A Contadini Year 1

Dr W Dooling Year 1

Dr R Harris Year 2

Professor D Mosse Year 3

Four academic members FB (L&C) Professor A George Year 2

Dr D Healy Year 2

Dr G Kirsch Year 1

Professor I Nikolaeva Year 2

Four academic members FB (L&SS) Mr P Kohler Year 3

Dr L Hammond Year 2

Professor C Oughton Year 2

TBC

Two student members (sabbaticals or TBC Year 1

FT registered students) TBC Year 1

Secretary Mrs J Airey

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2. School Promotions Panel Membership 2014/15 Executive Board is asked to agree membership of the School Promotions Panel for 2014/15. The table below shows the current membership of the School Promotions Panel. There are 2 professors from each Faculty on the Panel, and the Panel must include at least one member from each gender. The individuals whose names are in bold type will be stepping down at the end of the session. The remaining members will continue their membership as they are all eligible to do so.

2013/14 Panel Member

Professor A Hintze (A&H)

Professor R Widdess (A&H)

Professor M Hockx (L&C)

Professor M Hutt (L&C)

Professor J Harrigan (L&SS)

Professor C Driver (L&SS)

Members of the School Promotions Panel would normally have experience of Promotion Panel membership (School or Faculty), although do not have to be current members of a Faculty Promotions Panel, and must not be Heads of Departments or senior officeholders. Information about membership of the Faculty Promotions Panels of Arts & Humanities and Law & Social Sciences in the current year and for the next session (where this is known) is set out below. The most up-to-date information (as provided by the Faculties) about those who will be on research leave in 2014/15 is attached at Annex 1. A&H FPP

13/14 Panel Member 14/15 Panel Member

Professor G Singh Professor G Singh

Professor H West (Anth) Professor H West (Anth)

Professor W G Clarence Smith (Hist)

TBC (Hist)

Professor A Hintze (Relig) Professor A Hintze (Relig)

Professor D Behrens-Abouseif (Sch Arts)

TBC (Sch Arts)

L&SS FPP

13/14 Panel Member 14/15 Panel Member

Professor M Craven Professor M Craven

Professor C Driver (DeFiMs) TBC (DeFiMs)

Professor J Goodhand (Dev St) TBC (Dev St)

Professor C Lapavitsas (Econ) TBC(Econ)

Professor P Cullet (Law) TBC (Law)

Professor S Ismail (Pol) TBC (Pol)

JA 27/5/14

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Research Leave 2014/15 Annex 1

Applicant Department Leave

Arts & Humanities Faculty

BRANFOOT, Crispin HAA Term 1

DOLAN, Catherin Anthropology Term 1

FLUGEL, Peter SoR Terms 1, 2 & 3

HIRSCHLER, Konrad History Terms 1, 2 & 3

HOWARD, Keith Music Terms 1 & 3

HUGHES, Stephen Anthropology Term 1

IMPEY, Angela Music Term 2

JANKU, Andrea History Terms 1, 2 & 3

LATHAM, Kevin Anthropology Terms 1, 2 & 3

MATAR, Dina Media & Film Terms 1, 2 & 3

MOORE, Elizabeth HAA Term 2

NICKEL, Lukas HAA Terms 1, 2 & 3

OSELLA, Caroline Anthropology Term 2

RETSIKAS, Kostas Anthropology Term 3

RODET, Marie History Terms 1, 2 & 3

SCREECH, Timon HAA Terms 1, 2 & 3

SIMPSON, Edward Anthropology Terms 2 & 3

VOM BRUCK, Gabrielle Anthropology Terms 1, 2 & 3

WEST, Harry Anthropology Term 3

ZENE, Cosimo SoR Terms 1, 2 & 3

Languages & Cultures Faculty

AUSTIN, Peter Linguistics Term 2

BRUNO, Cosima CIA Term 1

CHARETTE, Monik Linguistics Terms 1, 2 & 3

DODD, Steve JAK One term

GERSTLE, Drew JAK Terms 1, 2 & 3

KOH, Grace JAK Term 1

LUCAS, Chris Ling / NME Terms 1 & 2

MILLER, Owen JAK Term 2

MURTAGH, Ben SEA Term 2

ORWIN, Martin Africa Terms 1, 2 & 3

OYETADE, Akin Africa Term 1

TAN, Tian Yuan CIA Term 1 & Term 3

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WALLACH, Yair NME Terms 1 & 2

Law & Social Sciences Faculty

ADAMSON, Fiona Politics Terms 1, 2 & 3

ADIB-MOGHADDAM, Arshin Politics Term 3

BANDA, Fareda Law Term 1

BECK, Gunnar Law Term 1

BHANDAR, Brenna Law Term 2

CULLET, Philippe Law Terms 2 & 3

DALEY, Ben CEDEP Terms 2 & 3

DIMAKOU, Ourania Economics Terms 2 & 3

DRIVER, Ciaran DeFiMS Term 2

ERCANBRACK, Jonathan Law Terms 1 & 2

FELL, Dafydd Politics Term 2

FISCHER, Alexander Law Term 2

KAISER, Tania Dev Studies Term 2

KHALILI, Laleh Politics Terms 1, 2 & 3

LAU, Martin Law Term 1

LERCHE, Jens Dev Studies Terms 1, 2 & 3

LO, Dic Economics Terms 1 & 3

MACNAUGHTAN, Helen DeFiMS Terms 1, 2 & 3

MOLLINGA, Peter Dev Studies Term 2

OYA, Carlos Dev Studies Term 2

POULTON, Colin CEDEP Term 3

SALIH, Ruba CGS Terms 1, 2 & 3

SMITH, Laurence CEDEP Terms 2 & 3

SURAK, Kristin Politics Terms 1, 2 & 3

TAN, Carol Law Term 2

TOBIN, Damien DeFiMS Terms 1, 2 & 3

URBAN, Frauke CEDEP Terms 2 & 3

VAN WAEYENBERGE, Elisa Economics Term 2

VINJAMURI, Leslie Politics Terms 1, 2 & 3

Appendix B – Executive Board 02.06.2014

DRAFT UNION RECOGNITION & PROCEDURAL AGREEMENT, JOINT NEGOTIATING & CONSULTATIVE COMMITTEE CONSTITUTION

AND COLLECTIVE DISPUTES PROCEDURE 02 June 2014

Executive Board (EB) is asked to consider the report on the final draft of the Trade Union Recognition & Procedural Agreement, Joint Negotiating & Consultative Committee Constitution and Collective Disputes Procedure and to approve the recommendations set out in Paragraph 3.

Executive Summary The report sets out the final draft of the proposed Trade Union Recognition & Procedural Agreement, Joint Negotiating & Consultative Committee (JNCC) Constitution and Collective Disputes Procedure which have been agreed by UCU and Unison, and asks EB to approve the drafts to go forward for signature and authorise the establishment of a JNCC. EB sponsor: Peter Mitchell, HR Director

Recommendations Executive Board is asked to approve the final draft Trade Union Recognition & Procedural Agreement, Joint Negotiating & Consultative Committee Constitution and Collective Disputes Procedure and to note that they have been agreed by UCU and Unison subject to the final points to be resolved.

Financial Impact There are no financial implications.

Risks The draft Trade Union Recognition & Procedural Agreement, Joint Negotiating & Consultative Committee Constitution and Collective Disputes Procedure contribute to the 2013/14 HR Strategy Action Plan objective to provide staff with a positive working environment by working closely with campus trade unions to develop more appropriate employee relations machinery thereby minimising damaging disputes. There is a minor risk that, if appropriate mechanisms to resolve collective concerns do not exist, they may escalate into damaging long-term disputes.

Equality implications None are known – once agreed, the draft Trade Union Recognition & Procedural Agreement, Joint Negotiating & Consultative Committee Constitution and Collective Disputes Procedure will apply to all SOAS employees who are members of the School’s recognised Trade Unions, regardless of their protected characteristics.

1. Background 1.1 Executive Board considered the revised draft Recognition & Procedural Agreement,

Joint Negotiating & Consultative Committee Constitution and Collective Disputes Procedure on 10th March 2014, made decisions on the remaining points of disagreement and requested that additional wording be added to clarify the status of negotiations on the London Allowance.

2. Current Status of Negotiations 2.1 HR met with local and regional UCU and Unison representatives on 25th March, to

feed back EB‟s decisions and discuss the further amendment. 2.2 The unions were pleased to note that EB had agreed to move „Disciplinary and

Grievance Procedures‟ and „Grading Review Procedures‟ from Para 7.3.2 (Consultation) to Para 7.3.3 (Negotiation).

2.3 The unions reluctantly accepted EB‟s decision to keep the word „existing‟ in Para

7.3.3 (to negotiate with a view to reaching agreement on the terms and conditions of employment for existing employees).

2.5 Following the meeting, the unions submitted the following suggested wording to

Para 7.3.3 in order to clarify negotiations on London Weighting Allowance – “Matters negotiated nationally, such as annual pay awards which are negotiated through JNCHES, will not be the subject of local discussion, except in terms of local implementation. However, it is agreed that the London Weighting Allowance will be the subject of local, annual review following the lodging of a joint union London Weighting Allowance pay claim. This will normally be submitted before the Easter vacation.”

2.6 HR modified the suggested wording to read “However, it is agreed that the London

Weighting Allowance may be the subject of local review following the lodging of a joint union London Weighting Allowance pay claim. This would need to be submitted before the Easter vacation in order for any agreed uplift to be applied in time for the forthcoming session.”

2.7 The modified wording was agreed by the unions by email on 15th May 2014 (see

tracked changes on Annex 1). 3. Recommendation 3.1 EB is asked to approve the draft Trade Union Recognition & Procedural Agreement,

Joint Negotiating & Consultative Committee Constitution and Collective Disputes Procedure as set out in Annexes 1, 2 and 3, to authorise HR to sign them off with the Unions and to establish the JNCC.

Annex 1

DRAFT TRADE UNION RECOGNITION & PROCEDURAL AGREEMENT between SOAS, University of London Thornhaugh Street, Russell Square, London WC1H 0XG and University and College Union (UCU) / Unison Carlow Street, London NW1 7LH / Euston Road, London NW1 2AY 1. DEFINITION OF TERMS In this Agreement:-

SOAS refers to the employer, SOAS, University of London (the School)

The Union refers to the University and College Union (UCU) / Unison

Employees refers to all employees of SOAS 2. COMMENCEMENT DATE This Agreement commences on (date) 3. OBJECTIVES 3.1 In drawing up this agreement, SOAS and the Union recognise their shared

commitment to the sustainability and success of the School and to the principle of effective joint working.

3.2 The purpose of this agreement is to determine trade union recognition and

representation within SOAS and establish a framework for consultation and collective bargaining.

3.3 The parties have identified common objectives they wish to pursue and achieve.

These are:

3.3.1 to ensure that employment practices in SOAS are conducted to the highest possible standards;

3.3.2 to enhance effective communication with all SOAS employees; 3.3.3 to achieve greater engagement of all employees on the issues to be faced in

running and developing SOAS; and

3.3.4 to ensure that equal opportunities are available to employees or prospective employees and that the treatment of employees will be fair and equitable in all matters of dispute.

3.4 As part of this agreement, both parties commit to working together in accordance

with the School‟s values of dignity, courtesy and respect. 4. GENERAL PRINCIPLES 4.1 SOAS and the Union accept that the terms of this agreement are binding in honour

upon them but do not constitute a legally enforceable agreement. 4.2 SOAS and the Union acknowledge that different viewpoints can exist and be valid. 4.3 The Union recognises SOAS‟s responsibility to plan, organise and manage the work

of SOAS in order to achieve the best possible results in pursuing its overall vision and strategy.

4.4 SOAS recognises the Union‟s responsibility to represent the interests of its

members and to work for improved terms and conditions of employment for them. 4.5 SOAS encourages employees to become members of an appropriate union. 4.6 SOAS and the Union recognise their common interest and joint purpose in

furthering the aims and objectives of SOAS as set out in the “Vision and Strategy for the 2016 Centennial and Beyond” and in achieving reasonable solutions to all matters which concern them. Both parties declare their commitment to maintain good industrial relations.

4.7 SOAS and the Union accept the need for joint consultation and collective bargaining

in securing their objectives. Both parties acknowledge the value of up to date information on important changes which affect employees of SOAS.

4.8 SOAS and the Union recognise that they must work together to foster an environment which encourages communications, co-operation, high standards and appropriate levels of support for staff.

4.9 SOAS and the Union are committed to the development of policies and procedures that promote equality in line with all legislation.

5. UNION REPRESENTATION

5.1 SOAS recognises UCU/Unison as a trade union with which it will consult and/or negotiate, as appropriate, in all matters set out in Section 7 of this agreement.

5.2 SOAS recognises the Union as a body that represents their members for the purposes of informing and consulting the workforce.

5.3 SOAS accepts that the Union‟s members will elect representatives in accordance with their Union rules to act as their spokespersons in representing their interests.

5.4 The Union agrees to inform SOAS of the names of all elected representatives in writing within five working days of their election and to inform SOAS in writing of any subsequent changes, each time within five working days of the change having taken place. Persons whose names have been notified to SOAS shall be the sole representatives of the UCU/Unison membership for the purposes of information and consultation.

5.5 SOAS recognises that Union representatives fulfil an important role and that the discharge of their duties as Union representatives will in no way prejudice their career prospects or employment with SOAS.

5.6 SOAS undertakes to inform the Union representatives of the name of any School employee who is a UCU/Unison member, when known, faced with disciplinary action to enable the Union to make appropriate arrangements for representation. This information will be limited to the name of the member only.

5.7 SOAS and the Union recognise that all SOAS employees have the right to be members of the Union and to be represented by the Union in all relevant matters and in accordance with this agreement.

5.8 The role of the individual Trade Union Representative is confirmed as:

Participating in the conduct of grievance and disciplinary procedures;

Participating in consultative arrangements on matters that affect members interests;

Participation in negotiation;

Working with SOAS and employees to maintain good employment relations.

5.9 SOAS will inform all new employees of this agreement and will encourage them to join the union by providing facilities for representatives to talk to School employees as part of their staff orientation session.

5.10 SOAS will undertake the check-off of trade union subscriptions for any School employee requesting this facility.

6. UNION MEETINGS AND OTHER FACILITIES 6.1 Meetings of Union members may be held on SOAS premises outside working hours

and there shall be no restriction on the frequency or duration of such meetings. Such meetings will be open to all School employees who are members of UCU/Unison.

6.2 Where necessary for the purposes of informing and consulting the workforce, meetings of staff may be organised by the Union on SOAS‟s premises outside working hours. Such meetings will be open to all School employees.

6.3 Meetings of Union members may be held on the SOAS‟s premises inside working hours provided that prior consent for such meetings shall be obtained from SOAS by the Union. Such consent shall not unreasonably be withheld. The Union shall provide SOAS with a timetable of regular Union meetings or give at least three working days notice of the intention to hold a meeting.

6.4 SOAS agrees to provide defined facilities to the Union representatives to enable them to discharge their duties including: provision of secure office space; a notice

board; access to confidential telephone, fax, internal mail and email; reasonable use of equipment such as telephones, photocopiers, and PCs; reasonable accommodation for meetings and trade union education.

6.5 Subject to the agreement of SOAS and in accordance with the Agreement on Time Off for Trade Union Duties (See Appendix 3), Union representatives will be permitted to take reasonable paid time off during working hours to enable them to carry out their duties under this agreement, to take part in Trade Union Activity and to attend relevant training courses run by UCU/Unison. Any dispute shall be referred to the Joint Negotiating and Consultation Committee (as defined in clause 7.1) for agreement.

7. JOINT NEGOTIATING AND CONSULTATIVE COMMITTEE (JNCC) 7.1 SOAS and the Union agree to set up a Joint Negotiating and Consultative

Committee (JNCC) consisting of representatives of SOAS and recognised trade union representatives.

7.2 The JNCC shall be governed by a written constitution, a copy of which is attached

to this Agreement (Appendix 1). 7.3 The functions of the JNCC shall include:-

7.3.1 Information

To share information:- SOAS undertakes to supply the Union with the necessary information for it to carry out effective consultation and negotiation. This shall include SOAS employment policies and procedures and proposed amendments and additions, plus information on recent and probable developments of SOAS and its financial situation.

Both parties must keep each other informed of all relevant matters. Relevant information will be provided promptly and in good faith.

7.3.2 Consultation

To be the main forum for consultation between SOAS and its employees on all matters of mutual interest. The following matters shall be the subject of consultation:- Employee amenities Equal opportunities policies (through the Equality & Diversity Committee) Health and safety (through the Health & Safety Committee) Job descriptions Pensions (through the appropriate pension scheme negotiating body) Recruitment Policy Redundancy and redeployment Reorganisation of staff TUPE / Contracting out Sickness absence management procedures Training Any other item which both sides agree to refer

SOAS will additionally consult on restructures and reorganisations, especially any threat to employment, and on changes in work organisation and related contractual changes, including redundancies and transfers, under the Management of Reorganisation and Change Policy and/or the Redundancy and Redeployment Policies and Procedures, as appropriate.

7.3.3 Negotiation

To negotiate with a view to reaching agreement on the following matters:- Terms and conditions of employment for existing employees on Grades G2 - G9/Ac4 London Weighting Allowance Hours of work Annual leave and sickness leave and pay Disciplinary and grievance procedures Grading review procedures Overall salary structure for Grades G2 - G9/Ac4 Any other item which both sides agree to refer Matters negotiated nationally, such as annual pay awards which are negotiated through the JNCHES national body, will not be the subject of local discussion, except in terms of local implementation. However, it is agreed that the London Weighting Allowance may be the subject of local review following the lodging of a joint union London Weighting Allowance pay claim. This would need to be submitted before the Easter vacation in order for any agreed uplift to be applied in time for the forthcoming session.

8. COLLECTIVE DISPUTES 8.1 In order to resolve collective disputes arising from a failure to agree in the

negotiating forum, there shall be a timetable of meetings, involving representatives of SOAS Executive Board, to seek to resolve any dispute (see Appendix 2). Both SOAS and the Union will be entitled to have advisors at any dispute meeting, subject to the agreement of both sides.

9. VARIATION, DURATION AND TERMINATION 9.1 This Agreement, in which SOAS voluntarily recognises the Trade Unions, will be

reviewed jointly 12 months from the date of implementation. 9.2 This Agreement may be amended at any time with the consent of both parties. 9.3 This Agreement will be subject to termination by either side, with one party required

to give the other three months‟ notice in writing to that effect. The Agreement between the School and the other Trade Union will remain.

SIGNED For SOAS ……………………………. SIGNED For TU ………………… DATE ……………………………….. DATE ………………………………..

Annex 2 CONSTITUTION OF THE JOINT NEGOTIATING AND CONSULTATIVE COMMITTEE 1. TITLE The Committee shall be known as the Joint Negotiating and Consultative

Committee (JNCC). 2. OBJECT To establish a workable and effective arrangement for good industrial relations, for

the avoidance of any misunderstanding and for the promotion of joint participation in all matters of common interest and concern on a genuine consultative and negotiating basis at School level, as outlined in Section 7 of the Recognition and Procedural Agreement.

3. MEETINGS

3.1 Meetings of the JNCC shall normally be held once every term with a prepared agenda which shall be issued seven days before each meeting. The Agenda shall provide for any other business of an urgent nature to be discussed.

3.2 Emergency meetings to discuss urgent staffing issues may be called by the Secretary of the JNCC after a request by either SOAS or the recognised Unions. Such meetings must be convened within fourteen days, unless the side requesting the meeting agrees otherwise, but always within twenty-eight days.

4. SCOPE OF COMMITTEE

The JNCC is authorised to consider all matters specified in Section 7 and to negotiate on matters specified in Clause 7.3.3 of the Recognition and Procedural Agreement.

5. CONSTITUTION 5.1 The JNCC shall comprise an Employer‟s side and a Trade Union side. 5.2 The Employer‟s side shall consist of six persons nominated by the

School‟s Governing Body, at least three of whom shall be members of the Executive Board.

5.3 The Union side shall consist of three representatives of UNISON and three representatives of UCU/UNISON who shall be School employees and elected by their respective union membership within the School.

5.4 Each side shall confirm the names of its representatives to the Secretary on an annual basis and inform the Secretary immediately of any changes in the interim period.

5.5 Each side shall make every effort to send its confirmed representatives to each meeting but substitution will be permitted on both sides where it cannot be avoided.

5.6 The Union side and the Employer‟s side will be entitled to have advisors in attendance who will have speaking rights. Except in the case of special meetings, each side shall give a minimum of seven days‟ notice to the other side of its intention to invite such advisors to the meeting.

5.7 The Chairperson for each meeting of the JNCC shall be nominated alternately by the Union side and the Management (Employer‟s) side.

5.8 An HR Manager nominated by the HR Directorate will be appointed secretary

of the JNCC, with responsibility for convening meetings, preparing the agenda in consultation with both sides, and taking and circulating minutes. Minutes shall be subject to the agreement of the Committee and will be signed by the Chairperson of the meeting at which they are agreed.

5.9 Open minutes will be published on the School‟s website, in accordance with

normal committee practice, once agreed. Details of negotiations will be noted in the confidential reserved minutes.

5.10 Meetings shall be judged to be quorate if four members of both sides are present, with at least one representative of each Union and one member of Executive Board in attendance.

5.11 The JNCC will have the right to set up working groups to consider particular issues or policies, and to decide on their membership. Working groups cannot make decisions, only recommendations to the JNCC.

6. STATUS OF RESOLUTIONS

The intention of both sides in the JNCC will be to reach a resolution on matters discussed. Ratification by the respective parties (Executive Board, Governing Body or other School committee, as appropriate, and the Union Branch membership) shall be required before an agreement is deemed to be reached by all relevant parties, and finally signed off by the JNCC.

7. DISPUTES In the event that the JNCC records a failure to reach a resolution acceptable to one

or both Unions, a special meeting of the JNCC will be convened within 15 working days of the initial meeting to discuss the matter. Should a resolution not be reached at the special meeting, the relevant Union in dispute or the School may instigate the Collective Disputes Procedure.

Annex 3

COLLECTIVE DISPUTES PROCEDURE 1. Purpose

The purpose of this procedure is to provide a framework acceptable to SOAS management and the recognised trade unions, in which collective disputes can be resolved when negotiation on a collective bargaining issue breaks down.

2. Scope This procedure will be followed when: (i) a collective dispute arises outside the established consultative and negotiating

procedure (JNCC) or; (ii) the established consultative and negotiating procedure through the JNCC has

been exhausted. NB: This procedure will not normally be used to consider individual discipline, grievance (collective grievance or individual), or grade/salary or other issues for which redress exists through other procedures.

3. Procedure

3.1 Where all parties agree that there appears that all scope for progress through normal negotiations has been exhausted, either the employer or any of the trade unions recognised at SOAS may give formal notice to all parties that it is applying this dispute resolution procedure.

3.2 Following receipt of such notification the parties will agree within seven days on

dates for at least two emergency meetings to seek to resolve the dispute. Unless otherwise agreed, these meetings will take place within the following fourteen days.

3.3 Attendance at these meetings will include regional full time union officers and

representatives of the recognised trade union(s) in dispute, together with the HR Director and other appropriate senior members of the SOAS Executive Board and / or other School employees depending upon the issue.

3.4 The focus of these meetings will be on reaching a settlement of the issue(s) in

dispute. Such settlement should also seek to include recommendations on how similar disputes might be avoided in the future

3.5 Further focus on these meetings beyond this initial period may take place where it is agreed between the parties.

3.6 If it has not been possible to resolve the dispute through these series of

meetings, the parties will consider whether third party assistance – possibly using ACAS for mediation and conciliation, would be helpful. A decision on this should normally be taken within the following seven days

3.7 Throughout the period for dispute resolution and for third party assistance,

SOAS will not impose a resolution and the trade unions will refrain from taking any form of industrial action until the procedure has been fully exhausted. Existing working practices will continue during this period (i.e. “status-quo” will apply).

3.8 The dispute procedure will be reviewed in line with any review of collective

bargain procedures at SOAS following any change to national agreements

3.9 Outcomes from any stage in the procedure will be jointly agreed and decisions communicated jointly using agreed media. All parties will refrain from using any media to make unilateral statements until the disputes procedure has been fully exhausted.

4. Notes

4.1 This disputes procedure may be varied by agreement between management and the trade union(s) in the course of dealing with a dispute where that will assist in bringing about earlier resolution.

4.2 This disputes procedure does not prevent initiatives being undertaken with a

view to resolving a dispute without recourse to further stages.

APPENDIX C – EXECUTIVE BOARD 02.06.2014

Professional Services Plan 2014/15 to 2016/17

EB is asked to approve the recommendations in the report

Executive Summary The focus of the plan for Professional Services over the next three years is to make significant in-roads into improving the quality of administrative support for students and staff. It seeks do so by improving the efficiency of core processes and by developing and embedding new customer service practices . These priority planning themes mirror those formulated via the accelerated investment plan. The plan will also support a strategy for growth with further investment to be made in marketing and recruitment activity and in developing an appropriate estates strategy. EB Sponsor: Acting Registrar

Recommendations EB is asked to approve the plan and the associated proposals for the utilisation of the enhanced (budgeted) resource for recommendation to RPC.

Financial Impact The resource enhancement (of £561k) for 2014/15 is not fully utilised with £47k remaining to be allocated (against non- recurrent expenditure only). This is largely due to timing of new appointments as it is anticipated that these will commence until 1 November 2015. Including the full recurrent costs of all appointments and proposed budgetary increases does however mean that recurrent costs are not covered by the current enhancement leaving a recurrent shortfall of £41k which would need to be resourced by the projected resource enhancement for 2015/16.

Risks Considered within paper (section 6)

Equality implications None

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Professional Services Plan 2014/15- 2016/17

1. Overview

The focus of the plan for Professional Services over the next three years is to make significant in-roads into improving the quality of administrative support for students and staff. It seeks do so by improving the efficiency of core processes and by developing and embedding new customer service practices. These priority planning themes mirror those formulated via the accelerated investment plan. Delivery of change will be supported by a robust project management framework to ensure objectives are clearly defined and achievable within set budgets and timescales. Additional resources have been approved by the School’s Governing Body to accelerate the pace of change. The plan will also support a strategy for growth with further investment to be made in marketing and recruitment activity. The plan is set out in the following sections:

Section 2. Strategic Direction – Key proposals

Section 3. Key deliverables 2014-15

Section 4. Key deliverables 2015-16 to 2016/17

Section 5. Resourcing Implications

Section 6. Risk Analysis

Annex A Report on progress against 2013-14 deliverables

Annex B Schedule of resource requests not funded (for EB paper only)

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2. Strategic Direction – Key proposals

Planning process undertaken In arriving at this professional services plan and proposed allocation of additional resources the following steps have been undertaken

Each Directorate drafted their own plan for period 2014/15 to 2016/17 setting out strategic aims, actions to achieve those aims and any resource requirements. These plans were drafted taking into consideration , the School’s strategic aims, the most recent faculty plans and knowledge of the external environment

All plans were considered at an away day attended by all Directors of Professional Services at which planning priority themes, specific actions and proposals for resource requests were agreed.

Once collated a further review of resource requests was undertaken by this group to re-affirm prioritisation

This plan is the culmination of this process

Priority planning themes for the period 2014-15 are set out below:

2.1 Enhancing Student Service Delivery This planning theme mirrors the enhancing student services programme formulated as part of the accelerated investment plan. The over aching objective of this programme (hence this plan) is to ensure that every individual students interaction with SOAS services contribute to the strengthening of the relationship with SOAS. In practice students should be able to expect:

clearly defined and efficiently delivered administrative processes

frictionless access to a range of pastoral and practical support services

consistent and effective communication channels For completeness the major projects underpinning this programme have been included within the deliverables (in italics), no funding is however requested within this paper as this has been provided via the accelerated investment fund.

2.2 Enhancing Staff Services Delivery This planning theme mirrors the enhancing student services programme formulated as part of the accelerated investment plan. The over aching objective of

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this programme (hence this plan) is to improve the efficiency of administrative services by:

Increasing the use of on line e resources to provide information and answers to routine queries

Collecting and monitoring data from across professional services in a consistent and structured format and presenting it centrally on line for service users

Improving the customer service focus of professional services It is expected that more efficient administrative services will contribute to a better working environment for all staff by

Improving communications across the School

Improving management information leading to better informed decision making

Reducing the administrative burden on academic staff

Increasing opportunities for value added activities for professional services staff

2.3 Recruitment and Marketing In a market where both competition for students and volatility is increasing SOAS must raise its game in marketing its offering and in attracting a growing number of appropriately qualified students to its programmes. Improving the capacity and effectiveness of marketing and recruitment therefore remains a top priority for Professional Services. Investment proposals outlined in section 5 aim to build on investments made in the previous two years. By the end of the current academic year it is proposed:

To deliver a high profile promotional campaign for 2015 entry

To deliver a (UK) School’s liaison function

To focus on achieving improved conversion using enquiry date and the customer relationship management (CRM) system Work between the different parts of the School involved will be coordinated by the Recruitment and Admissions Strategy Group which will report to EB

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3. Key Deliverables 2014/15

3.1 Enhancing Student Service Delivery

The over aching objective of this this plan is to ensure that every individual students interaction with SOAS services contribute to the strengthening of the relationship with SOAS. This is disaggregated into more specific objectives and actions below

Objectives Actions Outcomes Leads Deadlines

i) Improve accommodation services provided to students

Provide in house accommodation advice Expand head lease scheme Engage consultants to determine SOAS student demand for particular types of accommodation

Appointment of Accommodation Officer 100 head lease beds available Report on estimated demand by accommodation type

Director SRS Director STS Director STS

Oct 2014 Sept 2014 Oct 2014

ii) To promote the development of communities of practice to share good practice of research-led learning and teaching across the School and in the wider community

To deliver a student-led workshop (with the SU) on Assessment and Feedback to share and disseminate good practice

To work with departments with low NSS assessment scores to pilot innovative modes of assessment and feedback and organise events and seminars to disseminate good practice around the School

To develop and discuss with the Pro-Director a strategic approach to sharing good practice on research-led learning

Improved student satisfaction scores for assessment and feedback

Addresses the institutional review recommendation to ensure that a more effective system is put in place to facilitate the dissemination of good practice

Director ADD March 2015 October 2014 June 2014

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iii) To develop a Transitions to Learning programme to ensure that all UG and PGT students have access to focused academic support at the beginning of their studies

Development of student coaching programme

Programme of skills support

Development and dissemination of Skills for Success, BLE site

Improved levels of student satisfaction and retention

Director ADD Oct 2014 Oct 2014 Oct 2014

iv) To improve the provision of pedagogical training for GTAs To increase proportion of GTAs receiving

training (currently just under 60%)

Improved levels of student satisfaction with the teaching and academic support on their courses

Director ADD June 2015

v) To expand Lecture Capture technology

Upgrade the current 10-user Panopto license

to a full site-license

Enable lecture capture anywhere, including all lecture rooms, also on desktops, portables etc.

Director of Academic Development/LIS

Sept 2014

vi) Improve service to Scholarship applicants

Appointment of additional 0.5 fte Scholarships Officer

Improved service to Scholarship applicants

Director SRS Oct 2014

vii) Improve service to doctoral students

Appointment of additional 0.5 fte Doctoral School Assistant

Improved service to doctoral students Director SRS Oct 2014

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viii) Improve the efficiency & effectiveness of core School processes

Implement paperless UG process

Improved service to prospective UG students

Head of Admissions

Nov 2013

ix) Improve quality of service to students. Services should be student-centred, simple to access and use, responsive to individual needs, cost effective, reliable and consistent

Develop and implement virtual Student Hub

Develop and implement physical Student Hub:

IT portal where students access information, utilise online services, submit enquiries and book appointments with specialist staff Fully functioning Student Hub in North Block

Director SRS Director SRS

Sept 2015 Sep 2015

x) Enhance student communications Develop and implement a suite of communication improvement projects and activities

Improved student engagement and satisfaction

Director ERD Sept 2015

3.2 Enhancing Staff Service Delivery The over aching objective of this programme (hence this plan) is to improve the efficiency of administrative services. This is disaggregated into more specific objectives and actions below:


i) Improve processes within the REO

Complete cradle to grave review of the handling of research grant Implement any process changes necessary

Change recommendations Improved support for pre & post research grant awards

Director of REO Mar 2015 Jul 2015

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ii) Improved financial support to all budget holders

Improve the level of financial support (by providing more advice and information).

More analysis, more support for costing of existing and new initiatives. Better understanding of cost base.

Director of Finance & Planning

Oct 2014

iii) Support SOAS’ aspirations for effective Web Services

Provide the support team required to ensure the smooth operation of the web systems, embedding the work of the Web First Project and making it sustainable

Effective support for all content-owners to get their content into the right place on the right system

Director of LIS Oct 2014

iv) To Ensure That SOAS Staff Are Remunerated Appropriately and Fairly For Their Contribution

Undertake review of all casual and ad-hoc fee payments

Ensure that payments made are fair, reflect the effort required, link to SOAS pay scales etc.

Director of HR Jul 2015

v) Enhance resource link

The project will deliver a series of new on-line services including expense claim submission, leave requests and sickness recording, SDR forms and line management tools via a modern web interface with standard sign on. HR reporting tools will be upgraded and standardised, post-to-post relationships established.

Improved utilisation of HR/Payroll system and extension of useful life by 4-5 years

Director of HR July 2015

vi) Homeworking

Investigate feasibility and develop business case Draft and seek approval of policy Implement policy

Improved utilisation of space with Estate Director of HR Jan 2015 Mar 2015 Sept 2015

vii) Improve basis for business decision making

Development of use of Business Intelligence tool for analysis and reporting

More efficient delivery of analysis and reporting to underpin strategic decision making


Apr 2015

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viii) Improved records management

Rollout of new policy, procedures and training Tender for offsite storage Development of business analyst recommendations Implement solution for each directorate moving out of Vernon Square

Trained staff Contract in place Solution for moving into SHNB Implemented solutions

Acting Secretary

Dec 14 Aug 14 Feb 15 Dec 15

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3.3 Recruitment and Marketing

This section sets out the key actions proposed to deliver on 2015 recruitment targets as well as to put in place a strategy to deliver on future growth targets.


i) Improve capacity and capability within

Marketing & Student Recruitment (MSR) to deliver a broader range of marketing activity

Recruitment of key team member This will deliver

Increased Marketing recruitment campaign capability and greater engagement with academic departments

A Schools liaison function – relationship building, inward and outward event management

Recruitment event management in order to meet current levels of activity

Achievement of recruitment targets for 2015 entry

Director of Marketing and Student Recruitment

Nov 2014

ii) Extend Marketing Campaign activity across UK and International markets for the 2015 cycle

To deliver

Video led promotional activity

Virtual open day

Programme of events & phone campaigns

Search engine optimisation (SEO),

Media advertising including UCAS

Establish the SOAS presence online in tightly targeted areas according to budget. Better rankings in search engines. Closer relationships with target schools. Better brand awareness and further reach to extend the pool of applicants


July 2015

iii) Improved enquiry handling to increase applications and conversion

Delivery of improved enquiries handling service via CRM. Development of improved Conversion strategy

Improve capture of enquiries from potential applicants, improve management and delivery of events and underpin conversion communications


Nov 2014

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3.4 Additional Proposals for commencement in 2014-15


i) Improve academic management Implement training programme for Heads of Academic Departments

Increased ability of managers to provide leadership to their teams and enable change; Improved Pulse Survey results within Directorates.

HR Director

Mar 2015

ii) Identify priority areas to be addressed in improving staff satisfaction

Undertake full Staff Survey

Survey delivered Results analysed and published Action plans drawn up to address salient areas for improvement

HR Director HR Director Directors/HoDs

Jun 2015 Jul 2015 Oct 2015

iii) Achievement of ISO14001 sustainability standard

Share appointment of Sustainability Officer with Birkbeck

ISO14001 recognition Director of Estates

Jun 2016

iv) To ensure full functionality of finance system is utilised

Engage agresso consultants over a three year period to review and implement systems development

Improved user satisfaction with system (student & staff)


Jul 2017

v) To develop and maintain a thorough understanding of the School’s Estate

Collection of relevance data, surveys, drawings Procure and implement an assets management system Development of Estates Strategy Maintenance of Estates data

Estates strategy and ability to update data underpinning this

Director of Estates

Mar 2015

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4. Principal Objectives for 2015/16 to 2016/17

2015-16 2016-17

Deliver North Block Project on time and within budget Deliver improvements to the Main Building

Scale up facilities management for occupation of North Block

Mobilisation of cost sharing group for facilities management

Implement records management solution to enable relocation of professional services departments into Senate House

Embed medium to longer term planning into all SOAS strategies

Embed customer service ethic throughout all outward facing areas of Professional Services

Continue to develop & enhance marketing and recruitment plans in light of impact analysis

Continue to develop & enhance marketing and recruitment plans in light of impact analysis

Commence programme to deliver increase in student accommodation Complete programme to deliver increase in student accommodation

Successful QAA audit Implement actions arising from QAA audit

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5. Resourcing implications

The financial forecasts include planned enhancements to professional services and estates budgets (based on a formula to support anticipated future staff and student growth). The (2014/15) formula for professional services is £1,350 per student and £7,900 per academic staff member. The formula for space costs is £200 per student and £4,050 per academic staff member. These (marginal) figures are based on a proportion of the historic average cost of providing these services (40% for professional services and 60% for space) with average inflation applied. The projected enhancements, based on projected growth in academic staff and student numbers, set out in the draft faculty plans, are included in the table below: Resource enhancement based on projected growth

2014/15

£'000

Space - student driven 64

Space - staff driven 49

Space - total 113

Professional services -student driven 439

Professional services - staff driven 94

Professional services 533

Total unadjusted enhancement 646

Funding shortfall re 2013/14 enhancements (85)

Total adjusted enhancement 561

It should be noted this method of calculation for enhanced resources assumes there to be some economies of scale accompanying growth (given marginal cost is calculated as a proportion of average cost) and that any enhancement to overall level of service offered is achieved via efficiency savings elsewhere (given resource enhancement is contingent on growth). It should also be noted that the space resource calculation assumes that growth may largely incorporated within the current space envelop, given that any marked step in estates expansion would require a significant one off capital investment (which is outside the scope of this modelling)

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Utilisation of enhanced resource commencing 2014/15

Professional services Objective 2013/14 2014/15 Recurrent

ref £'000 £'000 £'000

Balance b/fwd , c/fwd -85 10

Allocation enhancement 533

Total enhancement 448 10 448

Proposed utilisation

new post: Accommodation Officer 3.1 (i) -35 -12 -47

new post: Learning & Teaching Co-ordinator 3.1

ii),ii),iv) -35 -12 -47

Lecture capture licence 3.1 (v) -13 0 -13

new post: Scholarships Officer (0.5fte) 3.1(vi) -13 -4 -17

new post: Doctoral Officer (0.5fte) 3.1 (vii) -11 -4 -15

new post: Research Support Officer 3.2 (i) -23 -23 -46

System support costs: new research system 3.2 (i) -5 -15 -20

new post: Management Accountant 3.2 (ii) -3 -6 -9

new post: Web Content Manager 3.2 (iii) -42 -14 -56

temp post: HR/Payroll (0.2 fte) 3.2 (iv) -6 6 0

new post: School's Liaison Co-ordinator 3.3 (i) -27 -9 -36

enhance recruitment & advertising budget 3.3 (i) -70 0 -70

new post: Marketing Officer 3.3 (ii) -35 -12 -47

new post: Marketing Assistant CRM (0.2 fte) 3.3 (iii) -11 0 -11

enhance staff development - academic HoDs 3.4 (i) -24 24 0

full staff survey 2015 3.4 (ii) -22 22 0

shared post: Sustainability Manager 3.4 (iii) -29 0 -29

enhancements to finance system 3.4 (iv) -20 0 -20

Registrar's contingency -15 0 -15

Total utilised -439 -59 -498

Balance - unallocated/(shortfall) 9 -49 -50

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Space Objective 2013/14 2014/15 Recurrent

ref £'000 £'000 £'000

Balance b/fwd , c/fwd 0 38

Allocation enhancement 113 0

Total enhancement 113 38 113

Proposed utilisation

new post: Space Manager 3.4 (v) -22 -22 -44

System support costs: asset management 3.4 (v) 0 -7 -7

Hire of space to accommodate student growth -53 0 -53

Total utilised -75 -29 -104

Balance - unallocated/(shortfall) 38 9 9

Total Balance - unallocated/(shortfall) 47 -40 -41

The table shows that the resource enhancement for 2014/15 is not fully utilised with £47k remaining to be allocated (against non- recurrent expenditure only). This is largely due to timing of new appointments as it is anticipated that these will commence until 1 November 2015. Including the full recurrent costs of all appointments and proposed budgetary increases does however mean that recurrent costs are not covered by the current enhancement leaving a recurrent shortfall of £41k which would need to be resourced by the projected resource enhancement for 2015/16.

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6. Risk Analysis

Risk Likelihood Impact Countermeasure Monitored by…/ Lead

1. Failure to implement sufficient change sufficiently quickly leading to loss of students or failure to improve services.

2. Unexpected events occurring (i.e. occupations) which distracts from delivering key objectives.

3. Failure to meet financial targets

4. Lack of technical expertise and/or management capacity

Medium

Medium

Low

Low

Medium

Medium

Medium

Medium

Implementation of appropriate programme & project management framework Identification of project managers for key projects with dedicated resources to keep projects on track. Identification of a range of additional efficiency measures which can be implemented if budget monitoring indicates that financial targets are unlikely to be met. Key projects will be carefully scheduled to ensure a stretching but balanced workload. Additional resources will be deployed to support the work of key projects.

Registrar

Registrar


Acting Registrar

Graeme Appleby Acting Registrar

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Progress Against Key Deliverables 2013/14 ANNEX A

3.1 Recruitment and Marketing This section sets out the key actions proposed to deliver on 2014 recruitment targets as well as to put in place a strategy to deliver on future growth targets.

Objectives Actions Outcomes Leads Deadlines Progress

i) raise awareness of the SOAS brand

Deliver a high profile promotional campaign

A 10% increase in the number of Home/EU applications for 2014

entry and achievement of recruitment targets

Director of Marketing and

Student Recruitment

Nov 2013 Delivered – at 28/3/14 new applications show an increase of 12.2% on the same time last year Awareness as measured by web site visits is up 16% over the campaign period

Ensure visual identity work is complete and is adopted school-wide

Main visual identity roll out completed – sub brands being developed with stakeholders.

ii) Encourage applications and enrolment by engaging positively and effectively with students throughout the recruitment cycle

Improve the handling and management of enquiries, the effectiveness of our promotional work and our ability to provide useful performance data Increase Open Day capacity and improve the efficiency of our event management processes

A 10% increase in the number of Home/EU applications for 2014

entry and achievement of recruitment targets

Director of Marketing and

Student Recruitment

Mar 2014 Implemented customer relationship management system (CRM) to manage all enquiries with potential students and as a tool to understand how our interactions influence behaviour.

Introduce a coherent schools engagement programme, encouraging relationship building and the involvement of a broad cross section of the SOAS community to the activity and bringing the experience of successful WP activities to our target market

Mar 2014

Identified a target list of A,B,C schools producing high performance students who are likely to wish top study SOAS subjects. Launched schools Liaison service (headed by FT staff member) Visits to 10 of these schools to be completed by the end of June

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Build on existing conversion campaign work in partnership with Admissions to maximise results

Mar 2014 Completed

Develop a strand of recruitment activity that leverages the influence of SOAS Alumni to with candidates by engaging with them at key points in the recruitment cycle

Mar 2014

Ongoing

Work closely with Widening Participation to align materials and messages

June 2014 On track for completion

New programme discussions are supported by market insight reporting

From Jan 2014 Completed

3.2 Service Delivery The overarching aim is to establish an institutional culture of good service delivery to students and staff. The culture should encourage continuous improvement and be supported by appropriate project and programme management This aim is disaggregated into more specific objectives and actions below


i) Deliver change programmes and projects more effectively

Design and implementation of efficient and effective programme and project management framework.

Project delivery framework

Acting Secretary

Jul 2014

Completed

Train staff in methodology Trained staff responsible for project/programme delivery

Completed

ii) Improve quality of service to students. Services should be student-centred, simple to access and use,

Develop and implement virtual Student Hub

IT portal where students access information, utilise online services, submit enquiries and book

Director SRS

Sept 2014

Delayed until Apr 2015 in order to link with staffing of physical hub

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responsive to individual needs, cost effective, reliable and consistent

appointments with specialist staff

Develop and implement physical Student Hub

Fully functioning Student Hub in North Block

Director SRS

Sep 2015

Ongoing – while move in date has been postponed by 3 months we are considering implementing this is a temporary location in the interim period

iii) Improve the efficiency & effectiveness of core School processes

Implement paperless UG process

Improved service to prospective UG students

Head of Admissions

Nov 2013 Delayed by one year as a consequence of (external) UCAS delay in implementation

Implement process improvements following review of student enquiry process

Increase in applications

Director of ERD

Dec 2013

Implemented customer relationship management system (CRM) to manage all enquiries with potential students and as a tool to understand how our interactions influence behaviour.

Implement process improvements: timetabling process

Improved timetabling service to staff & students

Director of ADD

May 2014

Completed

Undertake process review of staff appointment process & implementation of improvements

Reduction in resources dedicated to procedure & simplification of process

HR Director

Jul 2014

On track for completion

Undertake process review of enrolment process & implementation of improvements

Improved service to students

Director of SRS

Jun 2014


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Training workshop for process fix facilitators

Small group of in house facilitators

Acting Secretary

Jan 2014 Completed

iv) Improve internal and external communications

Design and implement a School Intranet

Key internal information accurate and readily available

Acting Secretary

Mar 2014 MySOAS component delayed, soft launch May, full launch June

Restructure and implement a revised School external web site

Information accurate and easily accessible (especially for potential students and applicants)

Acting Secretary

July 2014


3.3 Learning & Teaching The objectives in this section will support work to :

To put in place structures to ensure our quality assurance procedures and practices are robust, continue to meet (or exceed) UK expectations, and are well-supported (i-ii below).

To lead on the support for the take-up, use and development of new learning technology in support of students’ learning (iii to v below)


i) Delivering on the QAA Action Plan

Monitoring progress on an annual basis until all actions have been completed

Ensuring all actions are completed in QAA recommended time

Director of Academic Development/QAA Manager

Sept 2013 & 2014

On schedule. LTQC has received regular updates on progress.

ii) To improve the level of awareness of quality issues amongst staff

To develop further a range of activities and training in support of improving QA awareness and ownership across the School

Programme of activities in collaboration with Staff Development

Director of Academic Development/QAA Manager

Dec 2013

Termly briefing sessions have been held. However, level of engagement has been low. Work on-going

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iii) To increase take up in use of the BLE

To ensure all UG and PG courses have a BLE course site with minimum standards

Improved student satisfaction with online learning experience

Director of Academic Development/E-learning Manager

Jul 2014

Minimum standards guidelines have been considered by FLTCs. To go to LTQC April for approval.

iv) To introduce Lecture Capture technology as requested in SUEP

To run a pilot in the use of Panopto in up to five classrooms as well as use of mobile

Increase use of lecture capture software in support of students’ learning experience

Director of Academic Development/LIS

Dec 2013

Successful pilot run. Extended to 10 licenses. Recommendation to move to a site license.

3.4 Improving Student Employment outcomes The objectives in this section will support work to deliver on the strategic aims set out in the SOAS Statement of Employability.


i) Increase Careers Consultant support

Increase in payments to the Careers Group University of London to increase Careers Consultant resource by 0.6FTE in line with our contract

Improved student satisfaction with careers consultancy, better employment outcomes

Head of Careers

Dec 2013

Completed

ii) Continue Internship coordination (on a permanent rather than pilot basis)

Appoint (0.6FTE) Internships Coordinator on a permanent basis

Internship opportunities for students, better employment outcomes

Head of Careers

Feb 2014

Completed

3.5 Additional Proposals for commencement in 2013-14


i) Embed Digital Library Make the Digital Library Project Digital Library moves Director of Dec 2013 The programme of work spans 10

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Officer permanent, move towards establishment of Digital Services Group in the Library

from project to service, underpins the support for a range of digital curation and preservation activities in the SOAS Library, including sustainability of ELAR and new obligations to hold research data; launch the new digital.soas.ac.uk site in Autumn 2013; extend collaboration with University of Florida; consolidate the position of SOAS Library as a National Research Library

LIS appointment years and covers a wide range of activities, only some of which have been initiated

ii) Progress Library Transformation Programme

Develop and implement new Library Management System

New Library Management System

Director of LIS

Dec 2014 Acceptance testing to be undertaken summer 2014, current system to be switched off during 2014/15

iii) Improve the SOAS Information and Communications Technology (ICT) infrastructure

Enhance support for Library and Research Repository systems:

Enable the ICT Group to support the platforms for the Library and various Research Repository systems, particularly ELAR, also the re-engineered digital.soas.ac.uk platform

LIS Assistant Director (Information Systems)

Jan 2014: appointment

Some project work has been delayed; complex dependencies with other projects put pressure on limited resource; capacity issues mean that deadlines have to be realistic

Employ new Network Officer 1 FTE G7

Completed

iv) Transfer all student records to Unite system

Develop project plan

Enable the Corporate Systems (Academic) group to support the extension of the Student

LIS Assistant Director (Information

Oct 2013

TBA

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Records system to include IFCELS, the Language Centre, Distance Learning which ties in with Faculty Plans

Systems)

Delivery of project TBA

TBA

v) Improve capabilities of HR corporate system

Implementation of post-to-post reporting on Resourcelink.

Improved management information and improved capabilities of the HR system. This should assist with planning processes and change projects.

HR Director

Jul 2014 Project delayed due to work pressures within HR department, revised

vi) Improve terms and conditions of facilities management staff on outsourced contracts

Develop appropriate structure for cost sharing group for facilities management

Agreed model for Cost Sharing Cooperative for facilities management, allowing for utilisation of VAT savings to improve staff T&Cs

Acting Registrar

Jul 2014 Phase 2 of Facilities Management Co-Operative project due for completion August 2014 at which time decision will be made as to partnership with UoL to be progressed for Oct 2015 implementation

vii) Improve the competence of managers across the School

To compete 360 degree appraisal process for EB members and Directors of Professional Services

Increased ability of managers to provide leadership to their teams and enable change

HR Director

Dec 2013 Completed

To follow up training needs of teams/individuals identified as part of the 360 degree appraisals

Improved Pulse Survey results within Directorates.

HR Director July 2014

To be followed up at next SDR

ix) Maximise the benefits arising from the SOAS Centenary

Establish and support a cross-School Steering Group with a specific ToR to explore and scope out a suitable programme of centennial celebratory activities

School-wide engagement and buy-in for the centennial A schedule of proposed activities

Director of ERD

Jul 2014

Centenary planning group set up, two meeting held so far at which ToR agreed Objectives & timeline of centenary celebrations agreed Overarching Centenary Research Themes for the School are being developed by the Pro-Director (R&E)

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Develop a case for support for the Centenary Fund raising campaign

Case for support Director of ERD

Jul 2014

Case for support documents for China, South East Asia and Scholarships well underway. Others in progress alongside a wider vision document

x) Support development of longer term strategic planning

Undertake longer term scenario planning

Informed SOAS Strategic plan for medium to long term


Jun 2014 This is phased and further work will take place in 2014/15

xi) Complete action plan for corporate IT systems

Review all corporate IT systems plus assess unmet need so as to produce 5 year action plan for maintaining and developing this area of IT

Costed action plan Director of LIS

Apr 2014 This is a complicated activity with a number of constraints; managing user expectations is a challenge

xii) Complete final elements of REF process

Depositing of physical outputs Respond to audit queries

Finalised REF submission

Research Manager

May 2014 Completed

Undertake analysis of our submission process

De briefing document on SOAS submission process

Completed

Institute procedure to collect information about the impact of our research in an ongoing way

Ongoing collection procedure

Delayed until the appointment of the REF impact Officer (imminent)

xiii) Improve processes within the REO

Complete cradle to grave review of the handling of research grant

Change recommendations

Director REO

Mar 2014 Due to long term sickness then departure of the Director of REO, this review has been delayed and will be undertaken in 2014/15 following appointment of a new Director and Research Manager

Implement any process changes necessary

Improved support for pre & post research grant awards

Aug 2014 See above

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Resource requests not funded via enhance resource allocation ANNEX B

Exclusion dept Fte Post Title Reason for change 2014/15 2015/16 Comments

Staff Priority 2 ADD 0.6 QA Officer

To support the implementation of the recommendations coming out of the SUMS review of programme approval procedures 28,063

Staff Priority 2 EXT 1 Recruitment coordinator

Coordinate & support recruitment activity of 60 agents in 200 offices who are a key SOAS audience. Ensure full understanding of SOAS, quality assure financial claims and help to develop Agent activity in level 3 & 4 target markets. Prospectus fulfilment to tighter turnarounds, increased volume, student tours, freight handling and all admin services across MSR 26,946 35,929

Staff Priority 2 EXT 1 Events Officer

Deliver a significantly increased volume of events both corporate and recruitment focussed (Insight Day since 2011, University of London Taster Days since 2012, subject specific discussion days, Open Days plus delivery of phone campaign and clearing activity 34,551 46,068

Staff Priority 2 EXT 1

Content Marketing Officer

Content Marketing Officer to collect, edit, manage, coordinate content via a range of channels (online, advertising, conversion, prospectuses, in-country channels, university profiles and so on). 34,551 46,068

Staff Priority 2 EXT 0.25 Market Researcher

there is, in addition, a growing need to provide management information data across the various activities within MSR (recruitment, events, CRM, marketing campaigns, web and social media) to inform decision-making both within the department and across the school. 8,638 11,517

Or utilise more of planning resource

Staff Priority 2 HUM 0.2 Temporary back-fill in HR 6,174

Application delayed 1 year

Staff Priority 2 HUM 0.2 Temporary help with data manipulation/analyses 9,214

Application delayed 1 year

Staff Priority 2 LIS 1 Library Assistant

Administrative and logistic support for reclassification and movement of book stock 19,366 25,822

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Staff Priority 2 LIS 1 Cataloguer

Specialised cataloguer to support reclassification schemes: extra cataloguers amounting to 1 FTE of effort but made up of short-term contracts for specialists over a period of four years 8,871 11,828

Staff Priority 2 LIS 1 Network Officer

Replace aged core network equipment and make WLAN ubiquitous throughout the estate. Currently the workload to do this along with all other infrastructure work exceeds the capacity of the staffing in ICT. A fixed-term Network Officer for one year would make a big difference. 46,068

NOTE: it is possible that an alternative approach to this requirement could be funded from the Capital Equipment budget-line.

Staff Priority 2 LIS 1 Senior Project Manager

Support a three-year project to roll out an enhanced Microsoft infrastructure in three phases. 42,205 56,274

NOTE: might be a call upon the Capital Equipment budget.


Support the project to scope, define, appraise and implement an underlying Enterprise Architecture. 42,205 56,274

NOTE: might be a call upon the Capital Equipment budget.


Support the detailed review of corporate systems over a three-year period. 42,205 56,274

NOTE: might be a call on ACIF.

Staff Priority 2 LIS 1 Education Officer

Education Officer. NOTE: this was flagged up in 2013/14 plan but no resource available at that time. There is a suggestion it might be a call upon – and contribute to – the Widening Participation programme. 34,551 46,068

Staff Priority 2 LIS 1 Web Content Support Officer

Employ a Web Content Support Officer to assist the Web Content Manager in provision of training and support for SOAS web content owners – combined with technical support in IS, this makes the formation of a Web Support Team feasible 26,946 35,929

Staff Priority 2 REO 0.4 CAS Executive Officer

Additional admin support is needed for the Centre of African Studies – currently there is a 0.6 post (0.2 funded by Mo Ibrahim Foundation) but there is a need for full-time support in order to help deliver the large programme of events 22,178 29,570

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Staff Priority 2 REO 0.2 Journal Assistant

Administrative support for Journal for African Law - fixed term for 1 year & review (funded from increasing subscriptions) 5,389 7,186

Staff Priority 2 REO 1

Business Development Officer

Extension of Business Development Officer’s post to support Summer School, Guardian project and short course development. Post funded via HEIF (underspend) until 1/08/15

34,551

Staff Priority 2 SRS 0.5 Scholarship Officer

There has been a significant increase in the number of scholarships offered by SOAS, this year alone the total has risen from 113 to 149 (32%), but there has been no increase in staffing for many years. The process of making and administering awards is unavoidably labour-intensive. 13,473 17,964 0.5 fte priority 1

Staff Priority 2 SRS 0.5 Doctoral School Assistant

Over the last four years the Doctoral School team has taken over PhD examinations from the UoL, increased submission rates from 28% - 78%, seen applications nearly triple to over 800 pa and seen a 36% increase student numbers. This situation is no longer sustainable with current staffing levels, despite the introduction of major improvements to admissions processes. 11,089 14,785 0.5 fte priority 1

Staff Priority 2 SRS 1 Student Counsellor

Demand for the services provided by SAW has been rising for a number of years and has increased dramatically this year with a much greater level of student anxiety. The SU has become very concerned at the waiting times for counselling appointments. 42,205 56,274

Staff Priority 2 Total 489,500 603,765

Staff N/A EST 2 Campus manager Two Campus Manager roles 92,135 Consider at later date

Staff N/A REO 0.5

Student Enterprise Assistant

Administrative support for student enterprise. Funded from HEIF underspend until 31/01/16 14,785 Consider at later date

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Staff N/A SEC 0.5 EA to Registrar & Secretary

Possible replacement of 0.5FTE post currently fixed-term in EA to Registrar role 17,964 Consider at later date

Staff N/A Total 0 124,885

Staff Alternative funding ADD 1 WP Officer

To deliver on the targets set out in the OFFA Access Agreement. (Funds tbc if available in the 14-15 access agreement) 26,946 35,929

Seek to fund from OFFA

Staff Alternative funding EST 0.25

Carbon Monitoring and Data Officer – Graduate Engineer

To support Head of Energy Management as refurbishment and upgrade of the Bloomsbury Heat and Power scheme begins. (shared across 4 institutions) 8,638 11,517

Seek to fund from capital budgets

Staff Alternative funding FIN 1

Information officer -Planning FT post (one year) supporting BI project 56,274

assume funded via AIF

Staff Alternative funding HUM 0.2 Temporary back-fill in HR/Staff Development 22,178

Assume AIF

Staff Alternative funding LIS 0.5

Computer Support Assistant

Increase staffing at Service Desk by 0.5 FTE per annum in line with growth 5,914 7,885

Staff Alternative funding LIS 1

Service Desk Supervisor Create new role of Service Desk Supervisor 34,551 46,068

(NOTE: may be covered by VS scheme in relation to LIS Change Project)

Staff Alternative funding LIS 1

Desktop & Applications Support Manager

Create new role of Desktop & Applications Support Manager (NOTE: may be covered by VS scheme in relation to LIS Change Project) 42,205 56,274

Staff Alternative funding REO 1

Summer School Support Officer

If a dedicated Summer School unit is set up, additional staff (at least one full-time person) will be needed to run this. To be part of SS business case

0 0 Consider as part of business case

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Staff Alternative funding SEC 1

Project Manager Additional project management 56,274 56,274


Staff Alternative funding SEC 1 Head of PMO Proof of concept of PMO function. 67,059 67,059


Staff Alternative funding SEC 1

Project Manager Fixed-term roles to support PMO work. 56,274 56,274


Staff Alternative funding Total 376,311 337,278

Non Staff Priority 2 ADD

To provide funds for National Student Survey launch, publicity and incentives

£4,500 £4,500


To increase the number of departmental e-learning pilots (as in Law Dept) by employing research students in support of BLE development To address L&SS FP 6.1,6.11 (resource of £5k requested in FP for further use of BLE - one off)

£12,000 £12,000


To work with the Learning and Teaching Coordinator to develop both the Transitions to Learning programme and language learning support by employing and training research students.

£10,000

Non Staff Priority 2 EXT

Creative Services - increased quantity of collateral/materials to reflect increased activity

£30,000 £30,000


Events increased open day & conversion activity and increased corporate events

£30,000 £30,000


Educational Liaison -costs associated with the arrangement of inward visits by schools, outward visits by academics (religions conference cost 2k), travel, ambassador costs and provision of collateral, information packs and in-school advertising

£30,000 £30,000

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Market research - modest uplift in budget to reflect increased costs in supporting marketing activity in the marketplace

£5,000 £5,000


International Recruitment Operating budget for 2 x new International Officers

£48,000 £48,000

Non Staff Priority 2 EXT UK & EU recruitment

£28,000 £28,000


Recruitment commission (budget will still need to be amended for fee inflation)

£30,000 £40,000


Office -conference and staff training budget associated with increased team

£4,000 £4,000


Professional fees/market research for reputational and audit research for market penetration

£10,000 £0

Non Staff Priority 2 EXT Amalgamation of ERD requests

-£75,000 -£75,000


External media analysis to review the impact of external relations strategy, reach of media relations activity, delivery of key messages, benchmarking against competitors

£7,000


Additional In-country PR agency support in selected level one countries to support recruitment and centenary activities. Six countries tba, £5k per country

£30,000


DAR Major Gifts and Alumni Relations - In 2013/14, additional staff resource was granted for three Alumni Relations Officers (Grade 7) and two Development Managers (Grade 8). These roles will necessitate significant travel (they all have global regions to look after). However, non-staff budget was not requested in the previous budget round. As the roles were unfilled for much of 2013/14 this did not present a problem. However, as staff are (as of April 2014) in post in alumni relations and advertisements are being placed for the major gifts posts, additional travel resource is requested.

£25,000 £25,000

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Non Staff Priority 2 HUM Replace current online recruitment system;

£18,000

Non Staff Priority 2 HUM Online SDR scheme

£18,000

Non Staff Priority 2 LIS

Enhance Library materials provision in line with Faculty requirements (which are somewhat vague). We do have the means to allocate funds to library resources broken down on a faculty-by-faculty basis.

The best approach to this might be to provide percentage uplift on Library overall materials budget which is in proportion to the increased income generated by Faculty plans. What is this percentage?

Non Staff Priority 2 REO

CRM system to track business relationships and promote enterprise services.

£2,500 £2,500

Non Staff Priority 2 Total

£230,000 £221,000

Non Staff Alternative funding ADD

The BLE license and support costs have increased from £40,391 to £60,391 due to a combination of increase in hosting costs and loss of a BLE partner college

£20,000 £20,000 Look to fund from LIS recurrent budgets (4510)

Non Staff Alternative funding ADD

To resource 2 MOOCs to deliver in partnership with Futurelearn

£45,500

Non Staff Alternative funding EST

Evaluate impact of access control system on existing Access Control System and plans for its renewal.

£10,000


Purchasing product from Scientia that allows downloading of timetables into calendars

£17,400 £2,880

Student Hub Project

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Either re-vamping the current SWS pages or purchasing new reports from Scientia

£5,000

Student Hub Project

Non Staff Alternative funding EST Estates Asset Management System

£50,000 Capital

Non Staff Alternative funding EST ISO14001 Data Portal

£15,000 £12,000 Offset against existing expenditure on DECs and CRC reporting

Non Staff Alternative funding EST Enhancements to the Building Management System

£20,000 Capital

Non Staff Alternative funding FIN On line expenses

assume £15k funded via AIF

Non Staff Alternative funding FIN

Enhance BI tool (basic system expected to be purchased in 2013/14). Note the potential exists to move to a server based version of BI tool enhancing usability.

assume £10k funded via AIF

Non Staff Alternative funding LIS

Enhance and extend the Multi-media provision to deal with increases in requirements, particularly the new initiatives in FAH plan. This increase covers the part-time trainer, increases budget from £6,000 agreed last year to £12,000 in line with growth (doubling of student numbers).

£6,000 £6,000

Non Staff Alternative funding LIS

The Faculty of Arts and Humanities is working on costings for a cross-SOAS media facility, based on renting space and equipment from Birkbeck in the short-term, with plans to consolidate SOAS’ facilities on level F of the Phillips Building once SHNB opens and there is scope to do more building work.

At the time of writing the costs have not been forthcoming but may be available on the day.

Non Staff Alternative funding LIS Specific FLS requests for increased materials.

£10,000 £10,000 Can this be quantified and top-sliced off Faculty budgets?

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Non Staff Alternative funding REO Marketing budget for Summer School programme.

to include in business case

Non Staff Alternative funding Total

£198,900 £50,880

Grand Total £1,294,711 £1,337,807

Appendix F

Circulars Received 16 - 29 May 2014

Type (UUK, UCEA etc) Date Received Title/Subject Attachments Can obtain in

another format?

Location Suggested Action SOAS action

required

Who by Deadline

UCEA Update 2014 037 16/05/2014 Latest outcomes of trade

union consultations on

2014 pay offer

\\Admin\shared\Admin\DIROFF\Co

mmittees\Executive

Board\Circulars -

Directorate\Electronic

For information n/a

UCEA Update 2014 038 21/05/2014 Final New JNCHES

negotiating meeting and

the employers’ full and

final settlement offer

Employers’ full and final

settlement offer


mmittees\Executive

Board\Circulars -


For information n/a

UCEA Update 2014 039 27/05/2014 Review of the Working

Time Directive:

consultation

Pro-forma consultation

questions


mmittees\Executive

Board\Circulars -


Respond as indicated in the letter 10/06/2014

HEFCE CL 11/2014 15/05/2014 Annual accountability

return requirements:

Financial forecasts

submission

http://www.hefce.ac.uk/pubs/year/2

014/cl112014/name,87157,en.html

For information n/a

HEFCE CL 12/2014 16/05/2014 HESA funding and

monitoring data 2012-13:

Funding data

reconciliation exercise


014/cl122014/name,87190,en.html

For information n/a

HEFCE CL 13/2014 16/05/2014 ILR funding and

monitoring data 2012-13:

Funding data

reconciliation exercise


014/cl132014/name,87191,en.html

For information n/a

Circulars with upcoming deadlines

QAA Update CL 05/14 07/05/2014 Consultation on the UK

frameworks for higher

education qualifications

http://www.qaa.ac.uk/Publications/

CircularLetters/Pages/CL-05-

14.aspx

Respond as indicated in the letter PD, L&T + ADD 27/06/2014

//Admin/shared/Admin/DIROFF/Committees/Executive Board/Circulars - Directorate/Electronic Circulars/UCEA Updates/2014 037












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