1. FACULTY OF MATHEMATICS AND PHYSICAL SCIENCES
MaPS Faculty Board
11TH MAY 2007

2. MaPS Faculty Board 11th May 2007
INTEGRATED PLANNING EXERCISE 2007
“ This year’s reviews will be organised into three key sections,
each with a short presentation from the Faculty to be followed by a
consideration and review of the key issues.
Progress and performance – concentrating upon the progress
and performance against the baseline plans and targets established last year.
Strategy – concentrating upon any changes to Faculty and School/Institute
priorities informed by the review of progress and performance, and how
these plans support the world-class vision for the Faculty.
Sustainability – concentrating upon the long term sustainability of the
Faculty’s strategy, the management of key strategic risks and the
use of resources to support the strategy. “

3. IPE: INFORMATION REQUESTED

4. IPE: INFORMATION REQUESTED

5. IPE: INFORMATION REQUESTED

7. BENCHMARKING AND TARGETS
BENCHMARKS
BENCHMARKING AND TARGETS

8. Benchmarking and targets
Targets are mainly derived from input to planning exercise, e.g. student numbers, staff numbers & rg income projections (shown in PRISM)
University Gold Targets (Appendix B in PRISM) in areas of student satisfaction (nss score), student/staff, number of int. students, RAE profile, PGR/FTE, research income/FTE, number of schools in surplus, % of staff in SRDS, well-being measure
World-class bench marks are derived from comparing performance with a group of UK Universities in the top 50: UCL, Edinburgh, Bristol, Manchester

9. BENCHMARKS AND TARGETS
2 ‘KEY’ PLANNING DOCUMENTS
Performance Vs faculty targets - An update and narrative of the performance considered against the faculty targets established in the 05/06 review process. (Appendix B will show current performance; scorecard will show past performance)
Consideration of Targets Vs world class benchmarks – An evaluation of the world class levels of performance, the gap between the current projections and world class and the actions required to address this gap. (Appendix B again)

10. Faculty Targets

11. Faculty Gold Targets

12. FACULTY STRATEGY MAP
CURRENT POSITION?

13. (Copy and paste these into the table)
Key to symbols used
(Copy and paste these into the table)
Green - indicating that exceptional progress/performance is being made
Amber - this is the default position, i.e. all is on track, but may have some issues that are being managed
Red - highlighting serious issues regarding progress/performance

14. FACTULY MAPS FACULTY: MAPS Vision Purpose & values
By 2015 our distinctive ability to integrate world-class research, scholarship and education will
have secured us a place among the top 50 universities in the world
We are a research-intensive University which strives to:
create, advance & disseminate knowledge
develop outstanding graduates & scholars
to make a major impact upon global society
Our values
Stakeholders & partners
Key themes
Strategic enablers
...high quality research of importance to society P1
...the best externally recognised experts in their field P2
...to deal with a University with a reputation for delivery and professionalism P3
...to study at a first-class University recognised for its strong, enduring reputation P4
...to learn from academics at the cutting-edge of knowledge P5
...an education that creates excellent career opportunities P6 P7
...a stimulating environment that supports personal development
Our research sponsors expect…
Students – as lifelong members of our University community expect…
Enhance our international performance and standing
Inspire our students to develop their full potential
Achieve an influential world-leading research profile
Enhance enterprise and knowledge transfer T1 T2 T3 T4 T6 T5
Create sustainable recruitment of high quality international students
Develop selected peaks that deliver world-leading performance
Deliver international excellence in all our areas of research
Translate excellence in research into learning opportunities for students
Create new research and innovation led international strategic collaborations
T10 T7
T11 T8 T9
Increase participation of those who can benefit
Contribute to the enrichment of society on a local to global scale
Enhance performance and value derived from enterprise and knowledge transfer
Provide an exceptional student experience
Deliver excellent and inspirational learning and teaching
Improving our effectiveness E1 E5 E4 E3 E2
Build strategic partnerships that add significant value
Manage organisational performance
Improve core systems and processes
Create time for academic development
Provide first-class facilities S4 S2 F1 F3 S3 S1 F2 F4
Financial sustainability
Valuing and developing all our staff
Aggressively grow research income
Manage performance and support the development of all staff
Ensure effective communication and ownership of values and strategy at all levels
Manage resources to deliver strategic priorities
Proactively attract and retain high quality staff
Develop leadership skills in a wider range of staff
Ensure all faculties and schools are able to generate surpluses for re-investment
Grow additional sources of profitable income to invest in our future
Increase the impact of our international activities
FACTULY MAPS
FACULTY: MAPS

15. school strategic overviews

16. School strategic overviews
MATHEMATICS

17. School: Mathematics Faculty: MaPS Vision Purpose & values
By 2015 our distinctive ability to integrate world-class research, scholarship and education will
have secured us a place among the top 50 universities in the world
We are a research-intensive University which strives to:
create, advance & disseminate knowledge
develop outstanding graduates & scholars
to make a major impact upon global society
Our values
Stakeholders & partners
Key themes
Strategic enablers
...high quality research of importance to society P1
...the best externally recognised experts in their field P2
...to deal with a University with a reputation for delivery and professionalism P3
...to study at a first-class University recognised for its strong, enduring reputation P4
...to learn from academics at the cutting-edge of knowledge P5
...an education that creates excellent career opportunities P6 P7
...a stimulating environment that supports personal development
Our research sponsors expect…
Students – as lifelong members of our University community expect…
Enhance our international performance and standing
Inspire our students to develop their full potential
Achieve an influential world-leading research profile
Enhance enterprise and knowledge transfer T1 T2 T3 T4 T6 T5
Create sustainable recruitment of high quality international students
Develop selected peaks that deliver world-leading performance
Deliver international excellence in all our areas of research
Translate excellence in research into learning opportunities for students
Create new research and innovation led international strategic collaborations
T10 T7
T11 T8 T9
Increase participation of those who can benefit
Contribute to the enrichment of society on a local to global scale
Enhance performance and value derived from enterprise and knowledge transfer
Provide an exceptional student experience
Deliver excellent and inspirational learning and teaching
Improving our effectiveness E1 E5 E4 E3 E2
Build strategic partnerships that add significant value
Manage organisational performance
Improve core systems and processes
Create time for academic development
Provide first-class facilities S4 S2 F1 F3 S3 S1 F2 F4
Financial sustainability
Valuing and developing all our staff
Aggressively grow research income
Manage performance and support the development of all staff
Ensure effective communication and ownership of values and strategy at all levels
Manage resources to deliver strategic priorities
Proactively attract and retain high quality staff
Develop leadership skills in a wider range of staff
Ensure all faculties and schools are able to generate surpluses for re-investment
Grow additional sources of profitable income to invest in our future
Increase the impact of our international activities
School: Mathematics
Faculty: MaPS

18. MATHEMATICS

19. MATHEMATICS

20. SCHOOL STRATEGIC OVERVIEWS
COLOUR CHEMISTRY

21. School:Colour Chemistry
Vision
Purpose & values
By 2015 our distinctive ability to integrate world-class research, scholarship and education will
have secured us a place among the top 50 universities in the world
We are a research-intensive University which strives to:
create, advance & disseminate knowledge
develop outstanding graduates & scholars
to make a major impact upon global society
Our values
Stakeholders & partners
Key themes
Strategic enablers
...high quality research of importance to society P1
...the best externally recognised experts in their field P2
...to deal with a University with a reputation for delivery and professionalism P3
...to study at a first-class University recognised for its strong, enduring reputation P4
...to learn from academics at the cutting-edge of knowledge P5
...an education that creates excellent career opportunities P6 P7
...a stimulating environment that supports personal development
Our research sponsors expect…
Students – as lifelong members of our University community expect…
Enhance our international performance and standing
Inspire our students to develop their full potential
Achieve an influential world-leading research profile
Enhance enterprise and knowledge transfer T1 T2 T3 T4 T6 T5
Create sustainable recruitment of high quality international students
Develop selected peaks that deliver world-leading performance
Deliver international excellence in all our areas of research
Translate excellence in research into learning opportunities for students
Create new research and innovation led international strategic collaborations
T10 T7
T11 T8 T9
Increase participation of those who can benefit
Contribute to the enrichment of society on a local to global scale
Enhance performance and value derived from enterprise and knowledge transfer
Provide an exceptional student experience
Deliver excellent and inspirational learning and teaching
Improving our effectiveness E1 E5 E4 E3 E2
Build strategic partnerships that add significant value
Manage organisational performance
Improve core systems and processes
Create time for academic development
Provide first-class facilities S4 S2 F1 F3 S3 S1 F2 F4
Financial sustainability
Valuing and developing all our staff
Aggressively grow research income
Manage performance and support the development of all staff
Ensure effective communication and ownership of values and strategy at all levels
Manage resources to deliver strategic priorities
Proactively attract and retain high quality staff
Develop leadership skills in a wider range of staff
Ensure all faculties and schools are able to generate surpluses for re-investment
Grow additional sources of profitable income to invest in our future
Increase the impact of our international activities
School:Colour Chemistry
Faculty: MAPS

22. COLOUR CHEMISTRY

23. COLOUR CHEMISTRY

24. COLOUR CHEMISTRY

25. SCHOOL STRATEGIC OVERVIEWS
PHYSICS

26. School: Physics & Astronomy
Vision
Purpose & values
By 2015 our distinctive ability to integrate world-class research, scholarship and education will
have secured us a place among the top 50 universities in the world
We are a research-intensive University which strives to:
create, advance & disseminate knowledge
develop outstanding graduates & scholars
to make a major impact upon global society
Our values
Stakeholders & partners
Key themes
Strategic enablers
...high quality research of importance to society P1
...the best externally recognised experts in their field P2
...to deal with a University with a reputation for delivery and professionalism P3
...to study at a first-class University recognised for its strong, enduring reputation P4
...to learn from academics at the cutting-edge of knowledge P5
...an education that creates excellent career opportunities P6 P7
...a stimulating environment that supports personal development
Our research sponsors expect…
Students – as lifelong members of our University community expect…
Enhance our international performance and standing
Inspire our students to develop their full potential
Achieve an influential world-leading research profile
Enhance enterprise and knowledge transfer T1 T2 T3 T4 T6 T5
Create sustainable recruitment of high quality international students
Develop selected peaks that deliver world-leading performance
Deliver international excellence in all our areas of research
Translate excellence in research into learning opportunities for students
Create new research and innovation led international strategic collaborations
T10 T7
T11 T8 T9
Increase participation of those who can benefit
Contribute to the enrichment of society on a local to global scale
Enhance performance and value derived from enterprise and knowledge transfer
Provide an exceptional student experience
Deliver excellent and inspirational learning and teaching
Improving our effectiveness E1 E5 E4 E3 E2
Build strategic partnerships that add significant value
Manage organisational performance
Improve core systems and processes
Create time for academic development
Provide first-class facilities S4 S2 F1 F3 S3 S1 F2 F4
Financial sustainability
Valuing and developing all our staff
Aggressively grow research income
Manage performance and support the development of all staff
Ensure effective communication and ownership of values and strategy at all levels
Manage resources to deliver strategic priorities
Proactively attract and retain high quality staff
Develop leadership skills in a wider range of staff
Ensure all faculties and schools are able to generate surpluses for re-investment
Grow additional sources of profitable income to invest in our future
Increase the impact of our international activities
School: Physics & Astronomy
Faculty: MAPS

27. PHYSICS

28. PHYSICS

29. SCHOOL STRATEGIC OVERVIEWS
CHEMISTRY

30. School:CHEMISTRY Faculty:MAPS Vision Purpose & values
By 2015 our distinctive ability to integrate world-class research, scholarship and education will
have secured us a place among the top 50 universities in the world
We are a research-intensive University which strives to:
create, advance & disseminate knowledge
develop outstanding graduates & scholars
to make a major impact upon global society
Our values
Stakeholders & partners
Key themes
Strategic enablers
...high quality research of importance to society P1
...the best externally recognised experts in their field P2
...to deal with a University with a reputation for delivery and professionalism P3
...to study at a first-class University recognised for its strong, enduring reputation P4
...to learn from academics at the cutting-edge of knowledge P5
...an education that creates excellent career opportunities P6 P7
...a stimulating environment that supports personal development
Our research sponsors expect…
Students – as lifelong members of our University community expect…
Enhance our international performance and standing
Inspire our students to develop their full potential
Achieve an influential world-leading research profile
Enhance enterprise and knowledge transfer T1 T2 T3 T4 T6 T5
Create sustainable recruitment of high quality international students
Develop selected peaks that deliver world-leading performance
Deliver international excellence in all our areas of research
Translate excellence in research into learning opportunities for students
Create new research and innovation led international strategic collaborations
T10 T7
T11 T8 T9
Increase participation of those who can benefit
Contribute to the enrichment of society on a local to global scale
Enhance performance and value derived from enterprise and knowledge transfer
Provide an exceptional student experience
Deliver excellent and inspirational learning and teaching
Improving our effectiveness E1 E5 E4 E3 E2
Build strategic partnerships that add significant value
Manage organisational performance
Improve core systems and processes
Create time for academic development
Provide first-class facilities S4 S2 F1 F3 S3 S1 F2 F4
Financial sustainability
Valuing and developing all our staff
Aggressively grow research income
Manage performance and support the development of all staff
Ensure effective communication and ownership of values and strategy at all levels
Manage resources to deliver strategic priorities
Proactively attract and retain high quality staff
Develop leadership skills in a wider range of staff
Ensur e all faculties and schools are able to generate surpluses for re-investment
Grow additional sources of profitable income to invest in our future
Increase the impact of our international activities
School:CHEMISTRY
Faculty:MAPS

31. CHEMISTRY

32. School: Food Science Faculty: MAPS Vision Purpose & values
By 2015 our distinctive ability to integrate world-class research, scholarship and education will
have secured us a place among the top 50 universities in the world
We are a research-intensive University which strives to:
create, advance & disseminate knowledge
develop outstanding graduates & scholars
to make a major impact upon global society
Our values
Stakeholders & partners
Key themes
Strategic enablers
...high quality research of importance to society P1
...the best externally recognised experts in their field P2
...to deal with a University with a reputation for delivery and professionalism P3
...to study at a first-class University recognised for its strong, enduring reputation P4
...to learn from academics at the cutting-edge of knowledge P5
...an education that creates excellent career opportunities P6 P7
...a stimulating environment that supports personal development
Our research sponsors expect…
Students – as lifelong members of our University community expect…
Enhance our international performance and standing
Inspire our students to develop their full potential
Achieve an influential world-leading research profile
Enhance enterprise and knowledge transfer T1 T2 T3 T4 T6 T5
Create sustainable recruitment of high quality international students
Develop selected peaks that deliver world-leading performance
Deliver international excellence in all our areas of research
Translate excellence in research into learning opportunities for students
Create new research and innovation led international strategic collaborations
T10 T7
T11 T8 T9
Increase participation of those who can benefit
Contribute to the enrichment of society on a local to global scale
Enhance performance and value derived from enterprise and knowledge transfer
Provide an exceptional student experience
Deliver excellent and inspirational learning and teaching
Improving our effectiveness E1 E5 E4 E3 E2
Build strategic partnerships that add significant value
Manage organisational performance
Improve core systems and processes
Create time for academic development
Provide first-class facilities S4 S2 F1 F3 S3 S1 F2 F4
Financial sustainability
Valuing and developing all our staff
Aggressively grow research income
Manage performance and support the development of all staff
Ensure effective communication and ownership of values and strategy at all levels
Manage resources to deliver strategic priorities
Proactively attract and retain high quality staff
Develop leadership skills in a wider range of staff
Ensure all faculties and schools are able to generate surpluses for re-investment
Grow additional sources of profitable income to invest in our future
Increase the impact of our international activities
School: Food Science
Faculty: MAPS

33. FOOD SCIENCE

34. FOOD SCIENCE

35. SCHOOL STRATEGIC OVERVIEWS
SOMS

36. School: SOMS Faculty: MAPS Vision Purpose & values
By 2015 our distinctive ability to integrate world-class research, scholarship and education will
have secured us a place among the top 50 universities in the world
We are a research-intensive University which strives to:
create, advance & disseminate knowledge
develop outstanding graduates & scholars
to make a major impact upon global society
Our values
Stakeholders & partners
Key themes
Strategic enablers
...high quality research of importance to society P1
...the best externally recognised experts in their field P2
...to deal with a University with a reputation for delivery and professionalism P3
...to study at a first-class University recognised for its strong, enduring reputation P4
...to learn from academics at the cutting-edge of knowledge P5
...an education that creates excellent career opportunities P6 P7
...a stimulating environment that supports personal development
Our research sponsors expect…
Students – as lifelong members of our University community expect…
Enhance our international performance and standing
Inspire our students to develop their full potential
Achieve an influential world-leading research profile
Enhance enterprise and knowledge transfer T1 T2 T3 T4 T6 T5
Create sustainable recruitment of high quality international students (pg/ug)
Develop selected peaks that deliver world-leading performance
Deliver international excellence in all our areas of research
Translate excellence in research into learning opportunities for students
Create new research and innovation led international strategic collaborations
T10 T7
T11 T8 T9
Increase participation of those who can benefit
Contribute to the enrichment of society on a local to global scale
Enhance performance and value derived from enterprise and knowledge transfer
Provide an exceptional student experience
Deliver excellent and inspirational learning and teaching
Improving our effectiveness E1 E5 E4 E3 E2
Build strategic partnerships that add significant value
Manage organisational performance
Improve core systems and processes
Create time for academic development
Provide first-class facilities S4 S2 F1 F3 S3 S1 F2 F4
Financial sustainability
Valuing and developing all our staff
Aggressively grow research income
Manage performance and support the development of all staff
Ensure effective communication and ownership of values and strategy at all levels
Manage resources to deliver strategic priorities
Proactively attract and retain high quality staff
Develop leadership skills in a wider range of staff
Ensure all faculties and schools are able to generate surpluses for re-investment
Grow additional sources of profitable income to invest in our future
Increase the impact of our international activities
School: SOMS
Faculty: MAPS

37. SOMS

38. SOMS

39. FACULTY STRATEGY THEME OVERVIEW
An overview for each theme (International, Research, Students, EKT, Effectiveness, Finance, Staff) on the strategy map. This strategic overview will provide a high level overview of the key priorities for each theme on the map (based upon the overview provided in 05/06) highlighting any changes from that position.
The narrative should focus upon the strategic challenges within the planning timeframe.
The overview should highlight any key changes in the strategy, informed by key changes in the Faculty’s external environment

40. INTERNATIONAL KEY FACULTY PRIORITIES:
Develop, promote and publicise our international profile
Increase recruitment/participation of international students
Developing strategic international links
MAJOR STRATEGIC CHALLENGES
Coordinating its international activity so as to ensure that the Faculty works effectively to raise international awareness and strategic links.
Promoting a culture whereby the international dimension is a normal aspect of Faculty life, and is seen to enrich our research and teaching.
Finding the resources to raise international profile and activity

41. RESEARCH KEY PRIORITIES: Appointments in strategically important areas
Implementation of GRIP
Review and strengthening of research mentoring.
MAJOR STRATEGIC CHALLENGES:
To raise MAPS performance, particularly with respect to the two key performance indicators research grant income per FTE, number of PGR students per FTE).
To create more time for academic development in research.
To refine and implement the MAPS strategic staff appointment plan so as to enable the development of emerging peaks and maintain our leading edge in selected areas.

42. Policy on the Employment of Researchers
March 2007

43. Overview of Presentation
Why change is needed
Delivering change
Policy statement
What it covers
Responsibilities
What’s different?
Next steps
Roles and responsibilities of key players

44. Context – The Need for Change
Careers for Research Online Survey 2005
~50% research staff had had no induction, staff review or ‘on job’ training
 2/3 felt had no involvement in decision-making processes
Wellbeing Survey 2006
lack of mentoring, career development, staff review
research staff unclear how they fit into strategy
Fixed-term contract legislation – career management essential
Research Career Development Steering Group set up by Research Board April 2006 to make recommendations for action to improve career development for researchers
See Cover Sheet paper circulated for Leadership Forum

45. Delivering Change
Existing policies consolidated into one overall policy statement on employment of researchers
Widely discussed – JCUU, FMG, Research Board (RB), Senate, JCUU, RB, Leadership Forum (Oct 2006 – Jan 2007)
Buy-in needed to policy implementation, delivery and communication at Faculty and School levels by Deans, Heads, Principal Investigators, researchers
The policy statement is AGREED – i.e. not up for further discussion as it’s been through the committee system. What’s needed now is IMPLEMENTATION, DELIVERY AND COMMUNICATION of it.

46. Policy on the Employment of Researchers: Content
Appointment, terms and conditions, equality, faculty membership, line management
Induction
Probation
Staff review and development
Contribution pay and promotion
Personal, professional, career training and development including role of mentor and mentoring
Fixed-term contracts
This is what the policy statement covers – set out in more detail in sections 2 to 7 of the statement.

47. Policy on the Employment of Researchers: Responsibilities
Section 1
Deans
Heads of Schools/Institutes
Line managers - normally the PI
Mentors
Researchers
Faculty Research Training Co-ordinators
Responsibility structure diagram (1.7) and table (1.8)
Timeline (1.9)
The statement is prefaced by a section (section 1) setting out roles and responsibilities for policy delivery, as well as a diagram in section 1.7, a table in 1.8 and a timeline in The timeline is for an initial 3 year appointment which is then extended for a further 3 years and shows what should happen when and who is responsible.

48. competitive advantage in recruiting researchers
What’s Different?
Brings together existing policies/procedures
Tries to spell out roles, responsibilities and timescales more clearly
Change to probation
Line manager - i.e. PI for most researchers - rather than independent mentor will normally be the probationary adviser
Benefits
Removes lack of clarity over management responsibilities
Reinforces importance and strengthens role of line manager in managing and developing researchers at all career stages
Enables choice of an appropriate and objective career development mentor to be driven by researcher, with help of line manager and Head as appropriate
Provides consistent approach and support structures
Should bring
positive benefits to researcher and change in attitude towards researchers generally
competitive advantage in recruiting researchers
Most of this is not new. It brings together existing policies and procedures. The only new policy is that, for research staff on probation, the line manager - i.e. the PI for most research staff – will normally be the probationary adviser. This is a change from previous policy under which the independent mentor was the probationary adviser.

49. Next Steps
Discussion in Faculty and School Management Teams and Research Committees
Faculty/School procedures agreed, in line with University policy, and in place by 1 May 2007
All PIs and line managers aware of University policy and Faculty/School procedures
HR to send policy statement to all new research staff from 1 May 2007, with copy to Head to discuss with and pass on to line manager
Schools to make existing research staff aware by May 2007
Discussion as part of staff review of Deans, Heads, line managers
University to ensure role profiles and promotions criteria include effective leadership and management

50. Role of Deans
Work with Faculty HR Manager to ensure appropriate Faculty procedures developed and in place, in line with University policy. In particular all Faculties should have procedures on Equality and Diversity and Contribution Pay and Promotion
Assign responsibilities at Faculty level for delivery of University policy and implementation of Faculty procedures
Ensure Faculty procedures are implemented by all Schools in Faculty. Where Faculty-level procedures not appropriate, ensure that School procedures exist and are implemented
Ensure that Heads of Schools report back on outcomes of University policy implementation and development of procedures in their Schools, e.g. via their review
The above is lifted straight from section 1.1 of the policy statement.

51. Role of Heads (1)
Take overall responsibility for ensuring development, implementation and delivery of effective staff recruitment, management, development and contractual procedures in School, in line with Faculty procedures and University policy on employment of research staff
Assign responsibilities at School level for delivery of University policy and implementation of Faculty/School procedures
E.g. member of staff who has HR admin responsibilities might deal with probation procedures and documentation to reduce admin load on Head and PIs
Ensure those responsible are trained in staff review and staff management
Ensure responsibilities are carried out effectively and PIs’ management and development responsibilities are discussed during staff review
The above is lifted straight from section 1.1 of the policy statement.

52. Ensure all research staff have:
Role of Heads (2)
Have general oversight of staffing matters, particularly any disagreement between line manager and researcher and any underperformance
Ensure all research staff have:
Effective induction to School, project and University
Regular probation meetings
Annual staff review meetings, with interim follow-up
Opportunity to have a mentor
A personal development plan and follow-up action
Access to staff development opportunities
Report annually to Dean on outcomes of University policy implementation and development and implementation of procedures in their Schools
The above is lifted straight from section 1.1 of the policy statement.

53. Role of Line Managers (1)
normally PI from outset
Head decides for researchers who are independent investigators
Trained as staff reviewer + appropriate additional management training + take responsibilities seriously
Wherever possible include provision for training when costing research grant applications
Aware of and implement Faculty/School procedures
Induction for new researcher
Effective induction to project and project group, even if not new to School
Make aware from outset about nature of contract

54. Role of Line Managers (2)
Probation
Meet researcher during first 8 weeks of appointment to agree and document a probation plan; return plan to School HR administrator to forward to HR
Have regular discussions throughout probation to monitor and review performance and progress against objectives a personal development plan and follow-up action. At least two discussions pa as formal meetings - notes taken and retained
Formal review, including detailed career discussion, at end year 1 to help researcher to begin to identify and plan desirable and potentially available career route, potential to achieve that route and actions needed
Formal review towards end of probation + decision re confirmation
Staff Review
Annual SRDS meeting to review contribution and achievements, set objectives, discuss career development and agree staff development
Career Development
Keep researcher informed about funding for post and project and likelihood of future funding and employment at end of current appointment
Be aware of training and development opportunities in School, Faculty, University and beyond, including those through ‘Roberts’ funding, and encourage participation
Guide and help researcher to choose a mentor
Provide opportunities within projects for researcher development

55. Engage in wider aspects of School and/or Faculty
Role of Researchers
Take responsibility for furthering own professional and career development, including choosing a mentor (with help of line manager and Head as appropriate)
Be proactive in meeting line manager and any mentor during and after probation, working collaboratively to ensure probation, staff review and career development meetings occur regularly and are productive
Keep informed of personal, professional and career development opportunities within and beyond University and take advantage of them, including support from Careers Centre
Engage in wider aspects of School and/or Faculty
Keep an up-to-date CV and personal development plan
Keep informed about funding of own post and project and about likelihood of future funding and further employment
Take a proactive approach to obtaining a new contract in University or elsewhere

56. Take mentoring responsibilities seriously
Role of Mentors
Take mentoring responsibilities seriously
Be aware of University policy and faculty/School procedures for researchers
Be aware of training and development opportunities within project, School, Faculty, University and beyond, including opportunities for enhanced personal skills development available through ‘Roberts’ funding and support from Careers Centre
Meet when appropriate with researcher to encourage and support career development during and beyond end of current contract or project and help to plan an appropriate career route

57. STUDENTS KEY FACULTY PRORITIES
Delivering excellent and inspirational learning and teaching
Translating excellence in research and scholarship into learning opportunities for students
Providing an exceptional student experience

58. STUDENTS MAJOR STRATEGIC CHALLENGES
Recruitment: maintaining and improving recruitment figures in an increasingly competitive market.
Reducing retention figures to a level that is acceptable both academically and financially.
The future of Undergraduate Masters degrees.
Fee deregulation and FEC applied to teaching
Identifying income streams to create resources for sufficient investment in teaching infrastructure, in order to keep teaching facilities, in particular laboratories, up to standard commensurate with our world-class aspirations.

59. E&KT
KEY PRIORITIES
Identify, and where appropriate support, specific EKT opportunities across the Faculty.
Maintain EKT income in volume and knowledge transfer capability.
Maintain the involvement in widening participation and admission activities.

60. E&KT MAJOR STRATEGIC CHALLENGES
To improve the attitude across the Faculty to EKT activities.

61. EFFECTIVENESS KEY PRIORITIES: Providing first class facilities,
Creating time for academic development,
Improving core systems and processes
MAJOR STRATEGIC CHALLENGES:
Providing first class facilities
Creating time for academic development:
Resourcing improvements to core systems and processes

62. FINANCE KEY PRIORITIES Aggressively growing research income
Managing resources to deliver strategic priorities
Ensuring all schools and departments are able to generate surpluses for re-investment

63. FINANCE STRATEGIC CHALLENGES:
Providing investment / infrastructure fund
Achievement of major financial assumptions:
Recoveries under fEC at planned level
Recruitment and retention of student numbers

64. STAFF
KEY PRIORITIES:
Attraction and retention of high-quality staff in key areas.
Developing and supporting staff to fulfil their potential in order to achieve faculty aims
Effectively communicating and consulting with staff
MAJOR STRATEGIC CHALLENGES
Communication of Faculty operations and University strategy in order engage staff.
Retention of Key Staff, most of whom are highly mobile

65. KEY RISKS KEY RISKS HIGHLIGHTING THE TOP SIX KEY RISKS
AND THE PLANS TO MONITOR AN MITIGATE THEIR
EFFECTS SHOULD THEY COME TO PASS

66. KEY RISKS