Professor Dame Nancy Rothwell President and Vice-Chancellor the University of Manchester Oxford Road Manchester M13 9PL

Total Page：16

File Type：pdf, Size：1020Kb

Professor Dame Nancy Rothwell President and Vice-Chancellor The University of Manchester Oxford Road Manchester M13 9PL tel +44(0)161 306 6010 fax +44(0)161 306 6011 email [email protected] www.manchester.ac.uk 7 May 2020 Professor Julia Buckingham, Chair of the Concordat Strategy Group. Dear Julia, Letter of Commitment to the Concordat to Support the Career Development of Researchers I, Professor Dame Nancy Rothwell, President and Vice Chancellor, on behalf of the University of Manchester, confirm our commitment to the Concordat to Support the Career Development of Researchers. The University of Manchester fully supports the Principles of this revised Concordat and we intend to uphold our obligations and responsibilities as a signatory. We very much welcome the revised Concordat’s focus on supporting a positive research culture. This closely aligns with the University’s new vision and strategic plan, Our Future, which places people at the centre of everything we do and commits the University to creating an inclusive and supportive environment in which people can reach their full potential. Having recently retained the HR Excellence in Research Award, after our eight year external review, the University is now undertaking actions and initiatives to ensure that all research staff feel valued, integrated and able to thrive. We recognise the need to continually evaluate and improve our provision and support for research staff and the revised Concordat will give fresh impetus and direction to the work our Research Staff Strategy Group who will lead on implementing and monitoring our work in this area. We agree to work collectively and engage with initiatives to address systemic challenges in progressing towards a UK research system where researchers work in healthy and supportive environments. We agree that researchers should be recognised and valued for their contributions in research and beyond, supported in their professional and career development, and equipped and empowered to succeed in their chosen careers. Yours sincerely, Professor Dame Nancy Rothwell, President and Vice-Chancellor .

Copy Link

Recommended publications

THE UNIVERSITY of EDINBURGH
THE UNIVERSITY of EDINBURGH 3 February 2020 Professor Julia Buckingham Chair of the Concordat Strategy Group By email to: [email protected] Dear Professor Buckingham Letter of Commitment to the Concordat to Support the Career Development of Researchers I, Peter Mathieson, on behalf of The University of Edinburgh, confirm our commitment to the Concordat to Support the Career Development of Researchers. The University of Edinburgh fully supports the Principles of this revised Concordat and we intend to uphold our obligations and responsibilities as a signatory. Research staff play a vital role at The University of Edinburgh and we are determined to support them to achieve their potential. We were one of the first eight UK universities to be awarded the HR Excellence in Research Award and have a comprehensive Code of Practice for the Management and Career Development of Research Staff. Our engagement in the process of revising this Concordat brought together research staff and allies in support services, Schools and Colleges, and research staff societies. This community will form a Concordat Implementation Group to embed our new responsibilities in core practices ensuring that researchers’ voices are at the heart of our plans. We are excited to work collectively and engage with initiatives to address systemic challenges in progressing towards a UK research system where researchers work in healthy and supportive environments. We agree that researchers should be recognised and valued for their contributions in research and beyond, supported in their professional and career development, and equipped and empowered to succeed in their chosen careers. Professor Peter Mathieson Principal & Vice-Chancellor The University of Edinburgh Old College, South Bridge Edinburgh, EH8 9YL T +44 (0)131 650 2150/49 E [email protected] The University of Edinburgh is a charitable body, registered in Scotland, with registration number SC005336 .
[Show full text]
Why Kenya's Decision to Appoint 'Corporate' Chancellors Won't Fix Universities
Why Kenya's decision to appoint 'corporate' chancellors won't fix univers... https://theconversation.com/why-kenyas-decision-to-appoint-corporate-... Why Kenya's decision to appoint 'corporate' chancellors won't fix universities Ishmael Munene The choice of chancellors appointed to head universities is a good indicator of the direction in which the state seeks to steer its institutions. It can foster or erode autonomy and shared decision-making. This has been a big issue in Kenya for decades. But the country isn’t alone. The balance between university autonomy and politicisation is relevant everywhere. In the British tradition, which Kenya generally applies, the university chancellor is a ceremonial head of a university. This titular head is usually a prominent citizen, a business or political leader. The executive academic and administrative head of the university is the vice-chancellor. Since independence the chancellors of public universities have either been heads of state or their appointees. They preside over graduation ceremonies, can give advice to the university councils, and make recommendations to the cabinet secretary of education. In theory the chancellor is a ceremonial position. But in practice Kenya’s chancellors are able – and even expected – to steer their universities in specific directions. This power is underlined in the three epochs that characterise the evolution of public universities’ chancellorship in the country. These are the political chancellor; the academic chancellor; and, more recently, the corporate chancellor. The corporate chancellor, common since 2013, is a response to mounting financial challenges facing Kenyan universities. The appointees include successful bankers, businessmen, corporate chief executives, industrialists and philanthropists.
[Show full text]
Research Article the Challenges of Student Affairs at Kenyan Public Universities
Journal of Student Affairs in Africa | Volume 1 (1&2) 2013, 33–48 | ISSN 2307-6267 | DOI: 10.14426/jsaa.v1i1-2.34 research article The challenges of student affairs at Kenyan public universities Tamara Yakaboski* and Matthew Birnbaum** Abstract Kenya is increasingly turning to the promise of mass higher education to help solve a range of economic and social issues. These efforts have had profound effects on university students, faculty and professionals who provide the vital student support services necessary for academic success. This case study explores the challenges that face Kenyan student services professionals within the context of the country’s history and cultures. Kenya’s student service professionals face four major challenges: the increasing costs of attendance, the resulting impact on student behaviours and actions, lack of training and senior leadership, and regular campus closures. Keywords student affairs, accommodation, student housing, student services, university environment, higher education. The challenges of student affairs at Kenyan public universities Kenya is increasingly turning to the promise of mass higher education, meaning a shift from an elite to an open system of access, to help solve a range of economic and social problems (Jowi, 2009; Kenya Vision 2030, 2007). The national government has made its commitment to post-secondary education evident through the addition of over 25 public universities and constituent colleges since 1994 and its adoption of policies encouraging rapid enrolment growth in nearly all post-secondary institutions. Between 2010 and 2013, Kenya made nearly 20 constituent colleges and branch campuses into stand-alone universities. Even with this growing capacity, Kenya’s demand for access to affordable higher education far exceeds the system’s ability to deliver quality instruction and student support (Ngolovoi, 2010; Owuor, 2012).
[Show full text]
Guidelines for Admittance of a Docent at the Faculty of Theology, Uppsala University
TEOLFAK 2021/23 Guidelines for Admittance of a Docent at the Faculty of Theology, Uppsala University Set by the Board of the Faculty of Theology on 15 December 2000. Latest revision on 1 June 2021. UPPSALA UNIVERSITY GUIDELINES FOR ADMITTANCE OF A DOCENT 2021-06-01 TEOLFAK 2021/23 Table of contents 1. Docentur significance and implications 3 2. Requirements for admittance 3 3. Grounds for acceptance 4 3.1. Academic accomplishments 4 3.2. Pedagogical skills and achievements 5 4. The processing of the application 5 Appendix: Template for application 8 2 UPPSALA UNIVERSITY GUIDELINES FOR ADMITTANCE OF A DOCENT 2021-06-01 TEOLFAK 2021/23 1. Docentur significance and implications Those qualified to be accepted as docent1 will have completed a doctoral degree, or have an equivalent level of competence and will also display requisite levels of academic and pedagogic proficiency. Local rules for skills evaluation have been set by the Vice Chancellor of Uppsala University on 2000-04-11, ref.no. 1794/98. The Faculty Board accepts unremunerated docents within the research areas of the faculty. A docentur in a subject means that the holder of the title has documented independent research capacity and teaching skills as well as possessing a significantly higher level of academic competence than is required for a doctoral degree. A docentur is unremunerated and is not tied to nor does it entitle employment at the university. The Faculty of Theology recognises applications for docentur in: - History of Religions and World Christianity - History of Religions - World Christianity - Empirical-practical Studies of Religion and Theology - Sociology of Religion - Practical Theology - Didactics of Religion - Biblical Exegesis - Hebrew Bible Exegesis - New Testament Exegesis - Church History and Mission History - Church History - Mission History - Systematic Theology - Studies in World Views and Christian Theology - Islamic Theology - Ethics - Philosophy of Religion 2.
[Show full text]
Case Study: Manchester-UMIST
Case Study 4: The University of Manchester and the University of Manchester Institute of Science and Technology Introduction 1.This case study is about the process leading up to the merger between the Victoria University of Manchester (VUM)) and the University of Manchester Institute of Science and Technology (UMIST) which was agreed by the Councils of both Institutions in March 2003. It is to be implemented from October 2004 as the Courts of both Institutions have agreed to petition for a new Charter to replace both existing charters. History and Background 2. Both VUM and UMIST share much common ancestry and until 1994 they retained a formal, closely collaborative, relationship. UMIST had been the Faculty of Technology of VUM and had awarded VUM degrees. UMIST’s computing services were supplied from VUM and the two libraries collaborated through a consortium arrangement involving other Manchester institutions (the Consortium of Academic Libraries in Manchester – CALIM). However, UMIST had its own Charter and had always been a distinctive separately funded institution. 3. In 1994 UMIST ‘felt no need to continue within the formal relationship’ and decided and approval was granted for it to award its own degrees. For a time students were able to choose which degree they wanted - VUM or UMIST. However, academic and support links persisted. Among others there was a federal School of Management, joint Department of Materials Science, and joint services including careers, counselling and accommodation. 4. During the late 1990s, UMIST saw the need to emphasise its separate identity and, in particular, to expand its activities in the life sciences.
[Show full text]
Thomas Lothian Johnston DL, FRSE Professor of Economics and University Vice-Chancellor the Announcement of the Death of Tom John
Thomas Lothian Johnston DL, FRSE Professor of Economics and University Vice-Chancellor The announcement of the death of Tom Johnston in The Scotsman made no mention that he was a professor and a principal and included no reference to his doctorate and many honorary degrees. Nor did it say he was a Fellow of the Royal Society of Edinburgh; indeed, had been its president. That was Tom. He would have liked that. Those born in Hawick are known as Teries. Thomas Lothian Johnston was born in Whitburn, the family moving to Newcastleton near Hawick shortly thereafter. So Tom, with a Border surname, became a proud Borderer and in every respect other than his place of birth, a real Teri. A contemporary at Edinburgh University, aware of Tom's academic skills, asked him why he had not thought of going to Oxford or Cambridge. Tom's reply was that had there been a university at Hawick he wouldn't have come to Edinburgh. From Hawick High School he joined the navy, serving as a sub-lieutenant. Many who were in the services in these days found it to be a life-changing experience and it was said of Tom that the navy shaped him. Graduating at Edinburgh with first-class honours, he was much influenced by the legendary professor of economics Sir Alexander Gray, who, recognising Tom's potential, appointed him as his "varlet", to devil up aspects of Sir Alexander's research. He also encouraged him to continue his studies at the University of Stockholm. This gave him a European, indeed an international, view for the rest of his career.
[Show full text]
Final Decision on Selection of Rectors Confirmed, If Only Formally, by a Higher Authority, E.G
Election Procedures of Higher Education Institution Rectors / Executive Heads In the words of EUA “autonomy is a success factor for European Universities”, facing new challenges in an increasingly complex and global environment. There are several aspects of university autonomy and governance, i.e financial, organizational, staffing and academic autonomy. Numerous EUA studies found that in Europe institutional autonomy varies greatly and legal settings and even definitions differ drastically across countries. Thus the relationship between state and university can take several forms; there is no one ideal model. Key findings included that while in general there is a trend towards greater autonomy, this is mostly found in administrative and academic areas, but legal frameworks are often restrictive towards governance structures and university leadership. Higher education institutions in most countries vote on the executive head’s1 appointment with a large group/electoral body or via the Senate and/or Council. Only in some, their selection of the Rector may also have to be Final Decision on Selection of Rectors confirmed, if only formally, by a higher authority, e.g. the Ministry of Eu 27 + Turkey Education at national or state level or in some cases the President. Those procedures are formal as in most cases the higher authority has Senate or Senate Senate w. w. Confirmation confirmation Council little veto power, or if it does, it does not make use of it frequently. Council w. Senate & confirmation Council/Board As pictured in the Graph, this mostly formal confirmation by a higher authority (in light reds) is not common in most countries. About two thirds of Universities can select the Rectors without confirmation and Senate Council/Board with little or no selection procedures prescribed by law (blue tones).
[Show full text]
IU NORTHWEST CHANCELLOR's PROFESSORSHIPS the Title Chancellor's Professor Is Established for Senior Faculty Colleagues With
10 January 2019 IU NORTHWEST CHANCELLOR’S PROFESSORSHIPS The title Chancellor’s Professor is established for senior faculty colleagues with highly meritorious performance in all areas of faculty work: teaching, research or creative activity, and service. Recognition of faculty members with significant scholarship in teaching and research, as well as previous service and accomplishment on behalf of the campus, is a priority, as we recognize their distinguished contributions to the advancement of campus priorities. This title recognizes an individual faculty member, already with full rank, whose contributions are characterized by a breadth and depth that are vital to the successful achievement of campus goals. In addition, individuals with this title will enjoy a consultative relationship with the Chancellor and senior leadership. In alternate academic years, beginning in 2018-19, one faculty member may be awarded an additional campus title, Chancellor’s Professor. The recipient will receive a $6,000 permanent base increase over and above merit increases for the initial year, effective at the beginning of the academic year following the award. Recipients will retain the title throughout their appointments at IU Northwest. As Chancellor’s Professors, faculty members will be expected to maintain their high level of performance in their regularly assigned duties. In addition, they will enjoy a special consultative relationship with the Chancellor and will serve, upon request, as mentors for colleagues, as well as resources for general campus advice, faculty development, student learning, and professional research and service. ELIGIBILITY: Candidates must have been at IU Northwest for at least ten years and have held the rank of full-professor for at least four years at full rank at IU Northwest at the time of nomination.
[Show full text]
Annual Report 2019, Lund University
Annual report 2019 LUND UNIVERSITY 2 LUND UNIVERSITY ANNUAL REPORT 2019 Sylvia Schwaag Serger and Torbjörn von Schantz. LUND UNIVERSITY ANNUAL REPORT 2019 3 Statement from the Vice-Chancellor and Deputy Vice-Chancellor A new government was installed at the beginning of the previously been revealed in the beamline programme year. Three ministers have visited Lund University and and the University has appointed a new director at its management since then: Matilda Ernkrans, Ibrahim MAX IV. A specific assignment has been created in order Baylan and Anders Ygeman. The visits have focused on for the University to be able to vigorously pursue matters important matters for the University such as creating concerning MAX IV’s future funding and strategies at the sustainable funding for research, education and research national level. infrastructure, providing conditions for academia and the Science Village Scandinavia is being planned between business sector to work together with regard to MAX IV the MAX IV and ESS facilities, with dynamic meeting plac- and ESS, as well as creating strategies for AI in research es for academia and industry. During the year, the Univer- and education. These issues have also been addressed in sity progressed in its work to investigate conditions for other ways, for example, in the input into the research environments that can and wish to relocate there. The policy bill. University is taking decisions in stages – both with regard The issue of sustainability has been ubiquitous. In the to volume and costs. It is clear that this investment offers spring, the University received a Climate CalI from close significant opportunities – while we must be prepared to 5 000 students demanding a reduction in the Univer- for rental costs to increase.
[Show full text]
FINANCIAL STATEMENTS for the Year Ended 31 July 2020 the UNIVERSITY of MANCHESTER
FINANCIAL STATEMENTS For the year ended 31 July 2020 THE UNIVERSITY OF MANCHESTER OFFICERS VICE-PRESIDENTS AND Mr Michael Crick, BA (2021) OFFICERS DEANS OF FACULTIES Chancellor Mr Colin Gillespie, BSc (Hons), AND Mr Lemn Sissay, MBE Science and Engineering FCA (2022) Professor Martin Schröder, Mr Nick Hillman, MA (2022) ADVISERS Pro-Chancellor BSc, CChem, PhD, DIC, FRSE, Mrs Gillian Easson, MA,FRSA FRSC, MAE Mrs Caroline Johnstone, BA, CA (2023) Humanities President and Vice-Chancellor Professor Keith Brown, MA, Mrs Bridget Lea, BA Hons (2023) Professor Dame Nancy J CONTENTS PhD, FRHS, FRSE Dr Neil McArthur, MBE, CEng, Rothwell, DBE, DL, BSc, PhD, Biology, Medicine and Health FIMechE, FIET (2022) 1 Chair’s foreword DSc, FRS, FMedSci, FRSB, Professor Graham M Lord, FRCP(Hon), FRSA Mr Robin Phillips, BA (Hons)(2022) 2 Review of the year BA, MA, MB, BChir, PhD, FRSB, FRCP, FMedSci Mr Andrew Spinoza, BA, MCIPR by Professor Dame Deputy President Nancy Rothwell, (2021) and Deputy Vice-Chancellor President and Mr Richard Solomons, BA (Econ) Professor Luke Georghiou, BSc, CHAIRS OF COMMITTEES Vice-Chancellor PhD, MAE, FRSA OF THE BOARD OF (Hons) (2021) 5 Key performance indicators GOVERNORS Mrs Alice Webb M.Eng, Hon DA Chair of the Board of (2021) 6 The year in pictures Chair of Audit Committee Governors and Pro-Chancellor Mr Colin Gillespie, BSc (Hons), 12 Financial review by Mr Edward M Astle, MA, MBA Category 3, members FCA Robert Fraser of the Senate (6) Chair of Finance Committee Chief Financial Officer Deputy Chair of Professor Claire Alexander,
[Show full text]
Financial Statements 2019–2020
Financial Statements 2019–2020 london.ac.uk Contents 3 Preface 4 Vice-Chancellor’s Foreword 5 University Executive 6 Highlights of the Year 8 Strategic Report 24 Public Benefit Statement 27 Fundraising Regulation 29 Corporate Governance Statement 32 Membership and Responsibilities of the Board of Trustees 34 Statement of Internal Control by the Board of Trustees 35 Independent Auditor’s Report to the Board of Trustees of the University of London 37 Statement of the University’s Principal Accounting Policies 44 Consolidated Statement of Comprehensive Income 45 Consolidated and University Statement of Changes in Reserves 46 Consolidated and University Balance Sheet 47 Consolidated Cash Flow Statement 48 Notes to the Financial Statements 72 Annex to the Financial Statements 2 University of London Financial Statements 2019–2020 Preface Established by Royal Charter in 1836, the University of London is recognised globally as a world leader in Higher Education and a pioneer in enabling access to education. The University of London delivers a distinctive approach to learning, teaching and research, provides high-quality and innovative services and access to an extensive portfolio of property located primarily in Bloomsbury. The University is a federation of 17 independent Member Institutions of outstanding reputation, and a number of highly acclaimed central academic bodies and activities. We collaborate to reach, through our distance learning programmes, tens of thousands of students across 190 countries globally; while also delivering world-leading services including the Senate House Library, The Careers Group and CoSector. University of London Financial Statements 2019–2020 3 Vice-Chancellor’s Foreword Professor Wendy Thomson CBE, Vice-Chancellor, University of London 019-20 marks the first year in my tenure as and streamline the University’s governance Vice-Chancellor of the University of London.
[Show full text]
Appointment Brief Appointment of Deputy Vice-Chancellor
Appointment brief Appointment of Deputy Vice-Chancellor June 2021 Reference: WAVXC SB CONTENTS 1. Introduction 2. About the University 3. The Role 4. The Person 5. Terms of Appointment 6. How to Apply Introduction UNIVERISTY OF BATH | DEPUTY VICE-CHANCELLOR SB By Professor Ian White, Vice-Chancellor The University of Bath is one of the most innovative and high performing Universities in the UK. Consistently ranked in the Top 10 in the country and with a strong international profile, we have an ambitious agenda for the future. We are now looking to augment our senior leadership team with new skills, new perspectives and new drive to deliver our new strategy. I am personally grateful for your interest in a leading role in our organisation. Since joining the University as Vice-Chancellor I have been consistently impressed by the quality of people, the sense of community and the professional way in which colleagues work together to give our students a great experience. Not only do we consistently rank highly and our staff receive awards for excellence, we have a real, positive impact on the regional community and economy. With a strong local presence and a broad international outlook, this is a University with ambition, and this role is right at the heart of those aspirations. We expect our Deputy Vice-Chancellor to provide leadership in developing strategy, devising policy and delivering change. This leadership position will also have real influence on the wider development of the University, supporting our ambition to become more supportive, more inclusive, more sustainable and more diverse as a community.
[Show full text]