Board of Management Meeting Agenda

Board of Management meeting

27 April 2020, 16:00 to 19:00 Via Webex Teams

Agenda 1 Apologies 2 Declara ons of interest 3 Minutes of the mee ngs of 17 December 2019, 4 February 2020 and email mee ng of 27 March 2020 Decision Duncan Ferguson, Deryck Nutley

 Minutes_Board_270320.pdf (3 pages)  Minutes_Board_171219.pdf (7 pages)  Minutes_Extra‐ordinary Board Meeting_040220.pdf (4 pages) 4 Any other business Note of items for discussion

5 Covid‐19 Update Discussion Lydia Rohmer

 Board_27April20_13_COVID 19 Update for (13 pages) Board.pdf 6 UHI Change Programme Discussion Lydia Rohmer

 Board_27April20_10_UHI Change Programme.pdf (5 pages) 7 CONFIDENTIAL FFR ‐ mid‐year Review Original excel document in Reading Room. Discussion Paula Lister

 Board_27April20_04_CONFIDENTIAL Mid Year (13 pages) Financial Forecast Return.pdf 8 WHC Board Strategy Day Information Lydia Rohmer

 Board_27April20_12_WHC Board Strategy Day.pdf (20 pages) 9 Academic Aﬀairs quarterly report Information Lydia Rohmer

 Board_27April20_08_Academic Affairs report.pdf (5 pages) 10 KPIs for 2018‐19 Information Lydia Rohmer

 Board_27April20_09_SFC KPI report.pdf (8 pages) 11 Regional Outcome Agreement Discussion Lydia Rohmer

 Board_27April20_11_UHI Regional Outcome (3 pages) Agreement.pdf 12 UHI VP Ter ary Information Derek Lewis

 Board_27April20_05_VP Tertiary.pdf (2 pages) 13 Secretary to the Board Information Derek Lewis

 Board_27April20_06_Secretary.pdf (2 pages) 14 F&GP Ma ers 14.1 CONFIDENTIAL Management Accounts to end January 2020 Decision Paula Lister

 Board_27April20_01_CONFIDENTIAL Management (5 pages) Accounts.pdf 14.2 PARTIALLY CONFIDENTIAL Estates Report Information Paula Lister

 Board_27April20_06_Estates Report.pdf (4 pages) 14.3 Health & Safety Report second quarter Information Lydia Rohmer

 Board_27April20_02_H&S report.pdf (6 pages) 15 Audit ma ers 15.1 Draft minutes of the meeting of 5 March 2020 Information Alan Sears

 Audit 5March20 Draft Minutes.pdf (4 pages) 16 Governance items 16.1 Update to membership Information Claire Wylie

 Board_27April20_03_Membership updates.pdf (2 pages) 16.2 Committee membership Decision Derek Lewis, Claire Wylie

 Board_27April20_07_Committee membership.pdf (3 pages) 17 Any Other Business Items for discussion

18 Date of next mee ng Wednesday 24 June 2020 Board 27 March 2020, 00:00 to 23:30 By email only

Attendees Board members

Participants: Duncan Ferguson, Robert Kelly, Emma Lawson, Ross Lynn, Lisa McAndrew, Charles McCrimmon, Deryck Nutley, Nigel Patterson, Lydia Rohmer, Alan Sears Meeting minutes

1. Homologation: Two ERDF projects and Procurement policy (updated WHC Decision policy) Deryck Nutley, Duncan Ferguson Approved: 9 members; Against: none

Board_27March20_01_Homologation of ERDF projects and procurement policy.pdf

2. Board membership: Approval of appointment as member and director, and as Decision Chair Deryck Nutley, Duncan Ferguson Approved: 9 members; Against: none

Board_27March20_03_Appointment of Chair.pdf

3. OSCR return Decision Paula Lister Approved: 7 members; Against: none

Board_27March20_12_OSCR return.pdf

4. Policies

4.1. Copyright (new WHC policy to approve) Decision Approved: 9 members: Against: none Paula Lister

Board_27March20_06_Copyright policy.pdf

4.2. Student Carers (new UHI policy for Board to adopt) Decision Approved: 9 members: Against: none Fiona Grant

Board_27March20_07_Student Carers policy.pdf

4.3. Out of College Activities (revised WHC policy to approve) Decision Approved: 9 members: Against: none Paula Lister

Board_27March20_08_Out of College Activities policy.pdf

4.4. Stress Management (revised WHC policy to approve) Decision Approved: 9 members: Against: none Lydia Rohmer

Board_27March20_09_Stress Management policy.pdf

5. Appointment of facilitator for external effectiveness review Decision Claire Wylie, Alan Sears Approved: 9 members: Against: none

1/3 1/109 Board_27March20_14_External Effectiveness Review options.pdf

6. Observers on Board of Management Decision Claire Wylie Approved: 9 members: Against: none

Board_27March20_13_Observers on BoM.pdf

7. Appointment of internal auditors Information Claire Wylie Noted.

Board_27March20_02_Internal auditors.pdf

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3/4 13/109 4/4 14/109 West Highland College UHI Cover Paper Committee paper no: Committee/Group Name Board Board_270420_13 Subject COVID19 Update for Board on 25 April 2020 This paper provides the most recent high level update to the Board on the college’s management of COVID19.

The paper contains a timeline of key events, an overview of management arrangements and issues in WHC, UHI, Colleges Purpose of paper Scotland.

In addition, it gives an overview of issues for completion of the current academic year, transition to and delivery of next academic year and and early view of what may be in store from AY 2021-22.

Strategic linkage COVID19 will impact on all aspects of the college’s operation and Tick all that apply: strategy for the near to medium terms future. 1. WHC strategic plan ☒ 2. Excellence for All ☒ 3. Other strategies ☒ 4. Risk management ☒ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications Yes Give details if yes Risk implications Yes . Date paper prepared 26/04/2020 Date of meeting 27/04/2020 Author Lydia Rohmer, Principal and Chief Executive Officer Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) N/A For information ☒ Action requested For discussion ☒ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☒ Students ☒ UHI and Partners ☒ External ☒ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

1/13 15/109 Its disclosure would substantially prejudice the effective conduct of public affairs ☐ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. 2. A condition is required ☐ 2.

Further guidance on application of the exclusions from Freedom of Information legislation is available via http://www.itspublicknowledge.info/ScottishPublicAuthorities/ScottishPublicAuthorities.asp and http://www.itspublicknowledge.info/web/FILES/Public_Interest_Test.pdf

2/13 16/109 COVID19 Pandemic - Update for West Highland College UHI Board

Introduction

The COVID19 Pandemic has brought about an unprecedented situation globally and nationally within a very short time. Whilst the college has its own Emergency Management and Business Continuity Plan, and UHI has developed and tested a partnership-wide Business Continuity Plan, the extent of the required response to COVID19 was unforeseen based on what we now know.

The college became aware through national news coverage about the origin and spread of COVID19 from January 2020 onwards, and closely monitored events since then. At the start of February 2020, the Principal raised the matter with the College Management Group and subsequently convened the college’s Business Continuity Group, which then became the Covid19 Group. Since then, the college has been on an emergency management and business continuity footing, in very close liaison with UHI, Colleges Scotland, the Scottish Funding Council and a range of ministerial groups. The college was already implementing its move to full remote teaching mode when the UK Government announced a full ‘lockdown’ for the UK on 23 March 2020, and all staff and students have been working and learning remotely from home since then for the last five weeks.

Managing the rapid response to the day to day crisis as it unfolded, ensuring staff and students remained informed and safe, enabling the college to remain operational whilst moving the college to a fully remote operation, and planning for completion of the current academic year and transitioning into the next, has been the biggest logistical exercise the college has had to undertake in its history. As we moved towards lockdown, plans at times had to change several times a day as new information overtook them.

Whilst we are getting to a more stable stage where arrangements for the completion of the current academic year are becoming clearer, and we have made our first impact analyses of the pandemic, it is expected that managing this extraordinary state will become the ‘new normal’ for the next 12-18 months.

This paper is intended to give a summary of key updates only to give the Board an overview of the extent of current business continuity arrangements. The paper also raises awareness of some of the questions we are still pursuing answers to and emerging issues which may impact on the future of the college.

3/13 17/109 Key Covid19 Timeline Summary up to 27 April 2020 Late DecLate 19 27 10 Mar 20 13 Mar 20 16 Mar 20 17 Mar 20 18 Mar 20 20 Mar 20 23 Mar 20 24 Mar 20 30 Mar 20 13 April20 28 Feb 20 6 April 20 23 Jan 20 24 Jan 20 29 Jan 20 1 Mar 20 2 Mar 20 9 Mar 20 9 Mar 20 3 Feb 20 6 Feb 20 20 April April

First reports on new virus emerging in China (Hubei/Wuhan)

Chinese Lockdown/travel restrictions

First advice from SG/NHS Scotland to Colleges First Covid19 Case in UK Official Information Posters available and displayed across all college centres First WHC CMG Discussion on Covid19

Health Protection Scotland issue advice for Covid19 in educational settings/issue to all staff – weekly briefings commence First reported Covid19 Case in Scotland

WHC Business Continuity Group formally meets for first time to review college response WHC Covid19 group develops full emergency management plan and meets regularly from hereon Health Protection Scotland publishes Covid19 guidance for non-health work settings WHC advice issues to staff/students to remain at home if returning from northern Italy (half term)

4/13 18/109 Late DecLate 19 20 April 20 27 April 20 10 Mar 20 13 Mar 20 16 Mar 20 17 Mar 20 18 Mar 20 20 Mar 20 23 Mar 20 24 Mar 20 30 Mar 20 13 28 Feb 20 6 April 20 23 Jan 20 24 Jan 20 29 Jan 20 1 Mar 20 2 Mar 20 9 Mar 20 9 Mar 20 3 Feb 20 6 Feb 20 April20

UHI Emergency management Group 1st meeting, regular meetings from hereon with all APs (WHC Covid19 Group dovetails with UHI meetings) Colleges Scotland WhatsApp Groups created – CPG, Chairs, Principals CPG Meeting to discuss staged closure from 20/3 in light of some HEIs closing to students from 16/3 CPG Agreement to suspend teaching from 18/3 to prepare for full closure from 20/3; UHI follows same action; students and staff informed Announcement that schools in Scotland will close from 20/3 7/10 centres to close fully, 3 remaining with named core staff Remote Teaching commences

Revise decision to fully lockdown all centres following UK wide announcement for national lockdown All 10 centres in lockdown, with handful of essential staff identified for statutory maintenance and IT support Easter Break

Remote Teaching Recommences/continues

5/13 19/109 Current Known Health Status of WHC Staff and Students

The college asked all Covid19 reporting to go through its online SHE Health and safety Assessment and reporting system. Based on these reports available, up to 6 April 2020, we have

• 9 students reporting as self-isolating • 23 Staff reporting as self-isolating • No diagnosed/reported cases of Covid19

This is available data and may not reflect the full picture as it relies entirely on self-reporting.

However, both staff and students attending at college continue to be required to self-report any absences, so we know from all of our engagement mechanisms that this picture is broadly accurate.

West Highland College UHI Covid19 Group and business continuity arrangements

The Covid19 Group is the college’s business continuity team, bringing together all key senior management functions of the college required to ensure business continuity and communications. It is chaired by the Principal, with Director of Finance and resources acting as Depute and alternate college Covid19 contact.

After initial awareness raising, discussions and monitoring at executive and college management group levels in January and February, the Covid19 Group was called for its first formal meeting on 2 March 2020, and has met regularly several times a week ever since, at peak times daily. A Covid19 email account was created for communication purposes, both for the team, as well as for communication purposes to and from staff. The group sees all email communication coming in from staff and students requiring action and agrees any remedial action/completion.

The team agrees all actions for the college’s business continuity and reviews all external information coming to the college. The group has collective responsibility for monitoring and reviewing agreed actions impacting on the college’s business continuity and agreeing any necessary new action. All meetings are minuted. There are working groups and team efforts led by each member of the Cobid19 Group to cascade information to staff and students in a timely fashion.

Staff are updated weekly on key information items, including arrangements for remote working, impact on terms and conditions, arrangements for teaching and assessment, as well as any other relevant information. WHC Board is cc’d into those communications.

There has been a huge and sustained effort in ensuring there is a sustainable IT infrastructure and support for remote working and learning. This required making sure all staff and students have IT hardware, have broadband connectivity to continue working or learning (or alternative data packages), as well as can video conference and access central information held on the college’s shared file system. There has been an equally huge effort in providing guidance to staff and students on which technology to use and how to best use this for work/study purposes.

The biggest issue thereafter has been in getting guidance from SFC, SQA and all the other key agencies and awarding bodies the college is working with about the implications for finance and completion of the current academic year.

Underpinning all of this, there has been significant impact on Student Support and HR. Ensuring student welfare, both hardship and mental health as well as engaging students in learning has been,

6/13 20/109 and continues to be, a key activity. Supporting staff in this situation, particularly as the situation is extending for an as yet unknown time, is likewise very important.

On both fronts, there is close liaison with UHI, and support strategies and resources have been agreed and made available and are being actively promoted.

There is close engagement with each student group via their course tutor, with HISA supporting students in addition. New social whole college virtual channels have been created to facilitate informal connections, which sit on top of very close team engagement and individual group social virtual channels.

A meeting of the college’s staff information and consultation group was convened recently, and staff representatives have reported on their respective areas. Whilst the situation is no doubt stressful on many, staff are working proactively together to ensure no-one is left isolated and have developed many new connection, engagement and support mechanisms.

Staff at every level in the college have to be given huge credit for their very positive and proactive response to this extraordinary and very difficult situation. There are several examples of community engagement and efforts are under way to engage students in projects to support the community and the NHS.

The Covid19 Group has had a first analysis of the financial impact in form of the college’s Midyear FFR, which has been submitted to UHI and SFC on 20 April. The financial picture is not yet fully complete, with SDS not having made a final announcement on financial contract management during Covid19.

Business Continuity Working with UHI

UHI developed and agreed a partnership-wide business continuity plan two years ago, which sits on top of the college’s own emergency management and business continuity plan.

UHI EO had considered Covid19 implications and advice for its own staff prior to convening the first partnership wide Emergency Management Team meeting on Friday, 13 March.

Since then, there has been a partnership-wide regional coordination of all key areas of actions, and a coordinated communication approach, to all UHI students, SFC reporting and external stakeholder communication. Several action logs have been created, which are updated regularly.

Specific focus has been on Student Hardship Funds; IT equipment access for students; student mental health support; student accommodation (both private and UHI student residences); academic arrangements for student completion of the current academic year.

The original Emergency Management Team has now moved into a twice weekly Business Continuity Group format, with Partnership Council as core membership, and others attending as required.

The meeting now focuses on monitoring agreed action for this year but is now considering transition into next year and arrangements for next year and planning for the post-Covid era.

As indicated above, all members of the WHC Covid19 Group are involved in both regular standing UHI committees as well as additional Covid19 meetings for their specific areas of operation. Whilst this is significant additional workload, it also assists in getting access to a peer group and agreeing a consistent approach across the whole UHI partnership.

7/13 21/109 Business Continuity Working with Colleges Scotland

Colleges Scotland has worked very effectively in bringing the college sector together to facilitate sector responses and actions to the Cobid19 pandemic.

CS created several WhatsApp Groups in mid-March to support instant flow of communication for both Principals and Chairs.

The College Principals Group has met weekly to review the sectoral issues affecting all colleges. System of lead principals was very quickly established to engage with key agencies on the main issues affecting completion of the current year, students, staff and financial sustainability. A current set of activities is attached to this paper.

Colleges Scotland has also been a key channel for engagement with the Scottish Government, in particular the Minister for Further and Higher Education, Richard Lochhead MSP.

Colleges Scotland provides an update on the ministerial meetings to all Principals and Chairs on a regular basis.

Covid19 Ministerial Groups

A few Principals, including myself, together with Colleges Scotland Representatives, are part of the high-Level Ministerial Stakeholder Group for Further and Higher Education. This Group met twice on 2 and 9 April and will meet fortnightly from 30 April. The group brings together Colleges and Universities Scotland (with three Principals each), Community Learning Development Scotland, NUS, EIS, Unison, UCU and key agencies – SFC, SAAS, SQA, SDS, as well as the Scottish Government.

The group is designed to ensure that there are no blockages in business continuity for completion of the academic year. Thereafter it is looking at transition into and delivery of next year, as well as other major issues such as student hardship, digital poverty and financial sustainability.

In addition to this group, a very positive meeting was held with Colleges Scotland, five Principals (including myself) and the Deputy First Minister John Swinney on 15 April. The meeting focused on the important role colleges have right now in continuing to deliver learning, the wider role within communities, for businesses and the national effort to deal with Covid19; but also financial sustainability and the likely role of colleges in helping economic renewal after the immediate pandemic is over. It emerged from the meeting that there is likely to be systemic change within the tertiary education system in Scotland. Given the significantly bigger financial exposure of most UK universities due to expected loss of international student income and the nature of research funding, it is expected that the biggest sectoral changes would in the first instance affect universities. However, it may also herald a new ‘tertiary’ era of collaboration in the post-school sectors.

Currently, there is no single strategic forum for these discussions, and the Minister signalled that he would continue to hold bi-sectoral discussions, with current focus being crisis management.

Completion of AY2019-20 – key issues

Most issues for completion of this academic year are now dealt with and are being worked through for more detailed guidance on implementation.

8/13 22/109 Guidance from SQA was published on 3 April, and subsequent implementation guidance was published w/c 20 April. The college is working through this with staff and providing information to students.

UHI have been working on guidance for Higher Education and have published final advice on arrangements on 23 April. This advice is being worked through with staff and provided to students

Given the issues some students find themselves in both financially, from a mental health and wellbeing perspective as well as dealing with sometimes insufficient access to IT and broadband, there is likely to be a significant increase in mitigating circumstances applications, pushing assessment into August. There will be follow-on impact on staff workload.

Access to IT and broadband – UHI have fundraised to create an additional pool of 50k for additional laptops for students. WHC has managed with its current stock of IT devices, meeting both staff and student needs. It is an evolving situation, as equipment fails and the demand on equipment by whole family units over time expands. The college has issued data packages where broadband was difficult, or has made, on a very exception basis for staff only, a workplace in a centre available.

Scottish Funding Council have indicated a relaxation of performance management and compliance regimes, with a view to reduction to the minimum legal requirements. They have provided much needed assurance at the end of March on finance, and since then have made additional student hardship funds available. There is no expectation of credit targets to be met this year.

In addition, the college sector works with over 100 awarding bodies, which are currently dealt with collectively to secure arrangements for assessment and certification.

SDS has made some information available on remote/alternative assessment during COVID19; however, they have yet to announce any final statement regarding honouring current apprenticeship contracts financially if those contracts cannot be delivered. There is a high percentage of apprentices on furlough, and any work-based assessment is currently on hold, unless it can be undertaken remotely. The financial exposure of WHC to SDS contract has been factored into MYFFR.

Transition into 2020-21 – key risks

The Scottish Government have on 23 April published their framework on criteria for an exit strategy from lockdown. However, it is not yet known if there is any likely return to any form of campus- based delivery in May of June 2020. What is clear is that if there is any relaxation of lockdown, social distancing will need to be maintained. This will imply that there will be at the very least some form of hybrid model in operation, mixing home working/remote teaching with a very limited physical presence on campus. It is expected that discussions will focus in the next few weeks on this.

In addition, there are parallel discussions on the start date for next academic year. Whilst there is no decision and continued uncertainty as per the previous paragraph, UHI are looking at a delayed start date of October 2020, with potentially no or very little physical student campus presence until January 2020.

The biggest risk is securing ongoing student engagement and student recruitment for the next academic year.

9/13 23/109 Whilst West Highland College held its first virtual Open Day on 20 March and has tried a very successful virtual information event for Early Years on Facebook Live, we are working on a full whole college virtual Open Day for 15 May 2020.

Through my role as Vice Principal Tertiary in UHI, and integrated clearing, recruitment and communication campaign has been initiated, which will involve all academic partners for both HE and FE recruitment. Focus will be in the first instance on local and regional applicants, including ensuring maximum progression for existing learners both within FE and HE, as well as from FE to HE. There is a specific opportunity to recruit those school leavers who would normally seek to leave the region for university study but may find themselves unable to do so in this next academic year.

It will remain crucial to secure good student recruitment, but in order to do this, there needs to be clarity on mode of delivery, and a significant effort will need to be made on supporting this mode of delivery in terms of IT hardware, broadband, digital skills, and effective learning and teaching for students and staff in this mode of delivery. Whilst we have delivered more than others in a digital virtual format, our digital strategy for WHC and the rest of the UHI needs to be rapidly accelerated to support current developments. This will require additional time and likely additional funding (i.e. one device per each student.)

Beyond AY2020-21 – preparing for Strategic Change in AY 2021-22 between now and December 2020

There is a lot of speculation as what the post-Covid19 world may look like. There is an assumption that an effective vaccine may be found and distributed in the next 12-18 months, which would allow some form of return to ‘normal’ on campus delivery.

However, that is not certain. In discussion with DFM, it was very clear that any post-Covid19 world would not provide a return to the way things were pre-Covid. For a start, there going to be a fundamentally different fiscal situation, with a huge deficit and likely significant increase in unemployment, and possibly youth unemployment.

The digital paradigm shift will also potentially change fundamentally how we deliver our core business, and sectoral and institutional discussions are only just starting on the potential implications. There is a suggestion of a national learning platform, and I am part of these discussions both within UHI and in national fora via Colleges Scotland. As mentioned above, we will need to fast- track our own digital capabilities and strategy in the next few months, and that will extend to the future going forward, including future ways of working and learning for staff and students.

There is likely to be more demand from local and regional students in the short term in AY2020-21, as employment opportunities are greatly reduced, and staying on in education maybe the only option. Local education and staying at home may be preferable to moving away to a city that may move in and out of lockdown, without access to the normal part-time employment opportunities to support a student lifestyle.

There is currently very little demand from businesses for training, as they struggle with remaining operational. However, there is going to be inevitably an increased demand for a skilled workforce, with potentially a big increase in demand for virtual part-time learning. The college will have to continue with very close business engagement to ensure it is a relevant provider as well as capacity development for digitally enable learning content. In addition, the college should consider setting up

10/13 24/109 a skills/job matching system, to match available FE and HE graduates with business and/or placement opportunities.

It is expected that the financial pressure on more traditional universities will force some out of business. In Scotland, it may force some mergers and/or strategic partnership with colleges, perhaps not unlike UHI. UHI does not have the same exposure from international or non-core income streams as some other universities who have heavily relied on non-core income, so is relatively well placed.

However, the extant financial deficit issues illustrated in the last FFR exercise are still there and will become mor prevalent. UHI’s assembly change programme is likely to be accelerated, alongside a different way of working forced by the COVID19 crisis. The likely focus will be on strategic curriculum development for a regional core curriculum in both HE and FE, supported by renewed efforts to create a high-quality digital learning experience.

The shift towards digital learning will require a re-defining of the role of the physical college campus. Most importantly for West Highland College UHI, we need to re-position our own capital projects, in particular our STEM centre. Even with a digital paradigm shift, we do need specialist equipment and facilities to train students in STEM disciplines, including digital and health, and the STEM agenda will be more important post-Covid than ever before. In addition, having a shovel ready approved project is potentially a very attractive economic recovery proposition, both for the construction industry as well as the wider local economy. As such, I remain confident that with tactical re-positioning, the STEM Centre project has a future, particularly if we can ensure the right support from the business community and key agencies.

Having said all of this, there are significant number of ‘unknown unknowns’ and I recommend to the Board that we take time for a full strategic impact assessment in June 2020.

Lydia Rohmer, 26 April 2020

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Scottish Funding Council (SFC) - Principal lead Hugh Hall | Colleges Scotland lead Andy Witty Date Issue Activity Timescale 6 April 2020 Student travel and Issues raised over discretionary funds. SFC issued advice and guidance, week Complete childcare funds. commencing 6 April 2020. 7 April 2020 Allocation 2020/21. Agreed by SFC Council on 2 April 2020 and communicated to sector on 7 April 2020. May 2020 Some details not available from SFC until May 2020. 15 April 2020 Financial Sustainability. Meeting of Colleges Scotland and SFC with the DFM and Mr Lochhead to discuss Complete sustainability of the College sector on Wednesday 15 April 2020. 20 April 2020 Extension to colleges for completion of Mid Year FFR agreed, with SFC collating 30 April 2020 sector position by end April 2020. 23 April 2020 Scenario planning. SFC expected to issue questionnaire to ascertain individual college position TBC Skills Development Scotland (SDS) - Principal lead: Carol Turnbull, Liz Connolly and Angela Cox | Colleges Scotland lead CS Executive 24 Mar 2020 Initial answers to questions from sector received 27 March 2020. Complete 2 Apr 2020 Queries submitted to Raised at High Level Ministerial group meeting on 2 April 2020. Complete SDS. 6 Apr 2020 Further guidance. Awaiting further guidance from SDS to bring clarity. TBC Raised with Minister at CPG meeting on 21 April 2020. Complete Scottish Qualifications Authority (SQA) - Principal lead Grant Ritchie | Colleges Scotland lead Shona Struthers 27 Mar 2020 Joint CS/SQA letter. Issued. Complete 30 Mar 2020 Higher National Discussions produced an acceptable approach to assessment that was equitable with Complete Assessments. schools. 30 Mar 2020 National Level NC/NQ guidance issued in agreement with SQA. Complete Assessments. 30 Mar 2020 SVQ Level Ongoing discussions with SQA on subject/course-specific requirements of TBC Assessments. professional and/or placement assessment. SQA paper re: other awarding bodies including some SVQ’s expected by the end of April. Student Awards Agency Scotland (SAAS) - Principal lead TBC | Colleges Scotland lead Andy Witty 31 Mar 2020 SAAS not currently SAAS stating they will be working with course providers to relax rules around applying TBC accepting (PTFG) for Part Time Funding Grants (PTFG) no later than six months after course starts. applications Awarding Bodies - Principal lead Joanna Campbell | Colleges Scotland lead Andy Witty 27 Mar 2020 Clarity over Collated list of over 100 Awarding Bodies and key college contacts. Working through Complete assessments approach colleges to ensure consistent approach through the sector. Individual colleges to with Awarding Bodies. contact assigned Awarding Bodies

12/13 26/109 20 Apr 2020 CPG paper to advise Paper prepared and low-medium-high risk rating information for CPG. 5 May 2020 on risk Managing Agents (MAs) - Principal lead(s) Audrey Cumberford Jon Vincent | Colleges Scotland lead Andy Witty 7 Apr 2020 Seeking clarity from the College sector representatives met with managing agent chief executives on w/c 20 April various MAs. Wednesday 22 April 2020. . 2020

22 April 2020 Agreement reached to work together and to continue discussions to support May 2020 apprentices. To arrange a further meeting early May 2020

Colleges Scotland 24 April 2020

13/13 27/109 West Highland College UHI Cover Paper Committee paper no: Committee/Group Name Board Board_270420_10 Subject UHI Assembly - Change Programme Attached is a summary of progress of the work stream areas agreed by the UHI Assembly in November 2019. This has been combined with an early high level impact analysis on WHC to start to map where change maybe impacting on WHC current operations and structure.

Whilst it is too early to do any more detailed impact analysis for the Board, it is likely that the combination of the UHI Assembly change programme with the changes resulting from COVID19 will present significant change impacting on WHC going forward.

The Board is asked to note the current summary and potential Purpose of paper scope of change.

A further update for the Board’s June meeting will hopefully have more detail based on actual proposals received by regional UHI committees received in May, and should therefore inform a more detailed discussion on strategic implications and the Board’s position at that time.

The Board is invited to note the attached summary and recommendations.

Strategic linkage Significant impact expected on the College’s future operations Tick all that apply: and strategy. 1. WHC strategic plan ☒ 2. Excellence for All ☒ 3. Other strategies ☒ 4. Risk management ☒ 5. New opportunity/change ☒ Content sensitivity Normal Resource implications Yes Give details if yes Risk implications Yes . Date paper prepared 24/04/2020 Date of meeting 27/04/2020 Author Lydia Rohmer, Principal and Chief Executive Officer Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) N/A For information ☒ Action requested For discussion ☒ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☒ UHI Assembly Recommendations were endorsed by all AP Students ☒ Boards.

1/5 28/109 UHI and Partners ☒ External ☒ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

* If a paper should not be included within “open” business, please highlight below the reason. Its disclosure would substantially prejudice a programme of research ☐ Its disclosure would substantially prejudice the commercial interests of any person or ☐ organisation Its disclosure would substantially prejudice the effective conduct of public affairs ☐ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. 2. A condition is required ☐ 2.

2/5 29/109 UHI ASSEMBLY PROGRESS POTENTIAL IMPACT ON WHC PROPOSED ACTION AREA OF WORK Management of The original timelines agreed by the UHI Assembly were WHC senior staff are working in multiple WHC Board is recommended to overall for progression of the agreed workstreams for delivery additional regional workstreams and review this in due course late in programme by end of this academic year, either t complete the set project groups. Additional regional groups 2020. work, or to have an agreed detailed action plan in place have been created for the coordination for implementation in AY2020-21. Management of the and management of Covid19. This is programme is almost up to date, but COVID19 has putting significant strain on both ELT and created some delays in some areas. CMG staff capacity.

Behaviour and This work has been paused because of Impact on WHC staff capacity (see WHC Board is recommended to Culture COVID19. However, the pandemic has had considerable above). review this in due course late in impact, forcing a different and much closer way of 2020. working and more collaborative behaviours across the This, together with the new UHI UHI partnership. Discussion on how to formalise this governance arrangements, will test how going forward are scheduled with the current UHI regional and local delegated authorities Business Continuity Group (same membership as to the WHC executive and regional and Partnership Council) local decision making will work going forward.

Governance The UHI Governance and Accountability Working Group WHC Board has discussed and fed back WHC Board is recommended to developed a proposal for a revised committee structure into the UHI Governance consultation, review this in due course later in and membership for UHI’s non-executive governance and had a further discussion on the final 2020. committees. A consultation took place with all AP proposals with John Kemp (Senior Advisor Boards, and a final proposal was taken to and approved and Lead on UHI Change Programme) on by UHI Court on 18 March 2020. The UHI nominations 20 April 2020. WHC representation on committee has now met and considered nominations new governance committees not known into the new committee structure. The new Regional at time of writing, but WHC membership Strategy Committee, replacing FE Regional Board, will on new governance committees, as well meet for its first meeting on 5 May 2020. as how inclusive their future operations will be in going forward will be key to assessing local impact.

3/5 30/109 UHI ASSEMBLY PROGRESS POTENTIAL IMPACT ON WHC PROPOSED ACTION AREA OF WORK Operational This work is to review how staff engagement, delegation See above, under WHC senior staff Any changes in this respect will be Arrangements and reporting should be optimised going forward. The capacity. It is too early to say how this brought to WHC’s Board for work has been rescheduled to begin once the discussions workstream may impact on the consideration in due course. on review about resource allocation models and operations of WHC. curriculum strategy are further progressed. Partnership The Terms of Reference of Partnership Council have Changes in Partnership Council dovetail WHC Board is recommended to Council been reviewed and agreed. Focus of change is about with the changes in the regional non- review this in due course later in ensuring effective and more strategic agenda setting and executive governance committees (see 2020. partnership dialogue, as well as how to support the new comments above) non-executive committee structure, and more effective oversight of implementation of regional strategic and operational priorities. The changes will be tested in implementation, but the COVID19 situation has already forced much closer partnership working, regional coordination and collaboration, as well as much more frequent meetings. Discussion is currently underway how much of the current way of working is sustainable and desirable in going forward. Funding There has been work undertaken to combine strategic There is potentially significant change WHC Board should review this once allocation curriculum review and a review of the resource resulting from this, impacting on the the proposals have been received allocation model for HE. A paper is developed to go to funding expectations for WHC’s current by the new Regional Strategy the first Regional Strategy Committee, and thereafter to curriculum profile and delivery. Committee and UHI Partnership Partnership Council Council, at the Board’s next FGP Committee and Board meeting in June.

4/5 31/109 UHI ASSEMBLY PROGRESS POTENTIAL IMPACT ON WHC PROPOSED ACTION AREA OF WORK Complementary This workstream is trying to scope and progress a It is difficult to assess at this stage what WHC Board should review this once contractual tertiary contract framework for the region, bringing the the impact on WHC may be. WHC staff this work has progressed to a arrangements diverse contract frameworks for FE and HE into a single contracts, terms and conditions are proposal stage (not expected until framework. currently determined by national AY 2020-21) Some discussion has been held at HRPG to date, but this bargaining arrangements in the college work is likely to be part of the new regional strategic HR sector. lead (see above), once in post later in 2020. Touch points are staff contracts for staff teaching exclusively on higher education degrees, as well as staff on research only contracts. Student The student experience workstream commissioned and Need to assess impact on WHC once This will be updated for June 2020. Experience implemented a detail student experience survey across recommendations from the student the partnership. It has considered its recommendations workstreams have formally been which will be presented to Partnership Council and non- approved. executive committees shortly to agree further action. EO Evaluation A process of self evaluation was agreed, with each EO Need to assess impact on WHC once the This will be updated for June 2020. team completing a set template. Each team met with a EO evaluation report has been shared, panel, which consisted of an external chair, and a including any change actions. number of partner and EO members drawn from staff and management, as well as HISA. The draft report is currently being considered by EO, and has been circulated to EO staff only. The final report will be circulated to academic partners in May.

5/5 32/109 West Highland College UHI Cover Paper Committee paper no: Committee/Group Name Board Board 270420_4 Subject CONFIDENTIAL FFR Mid Year 2020 The draft Mid Year 2020 FFR is attached. Commentary of Purpose of paper changes is included. Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☒ 2. Excellence for All ☒ 3. Other strategies ☒ 4. Risk management ☒ 5. New opportunity/change ☒ Content sensitivity Confidential and not to be discussed outside this group Resource implications Yes Give details about resource implications Give details if yes Risk implications Yes Date paper prepared 22/04/2020 Date of meeting 27/04/2020 Author Paula Lister Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) No For information ☐ Action requested For discussion ☒ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ Students ☐ UHI and Partners ☐ External ☐ Status Confidential Freedom of Information Can this paper be included in No open business?*

Cover-Paper_FFR 2019.docx Page 1 of 2 FJG Ver2 171016

1/13 33/109 * If a paper should not be included within “open” business, please highlight below the reason. Its disclosure would substantially prejudice a programme of research ☐ Its disclosure would substantially prejudice the commercial interests of any person or ☐ organisation Its disclosure would substantially prejudice the effective conduct of public affairs ☒ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. Click or tap here to enter text. 2. A condition is required ☐ 2. Click or tap here to enter text.

Cover-Paper_FFR 2019.docx Page 2 of 2 FJG Ver2 171016

2/13 34/109 West Highland College UHI Cover Paper Committee paper no: Committee/Group Name Board Board_270420_12 Subject WHC Board Strategy Day – Key Outcomes WHC Board and staff met for the college’s annual Strategy Day in February 2020.

The event had input from Highlands and Islands Enterprise, as well as from the college’s executive team.

The focus of the day was to refresh the Board’s thinking on changes in the college’s external environment that the college needs to respond to. The purpose was not to achieve a ‘root and branch’ review of the college’s strategy, but to assess whether the college’s strategy was still valid or needed any adjusted focus or addition. A full review would be aligned to the development of the new UHI Strategy, which is yet to commence.

The emerging themes were focused on the college needing to move to ‘smart specialisation’, in response to the considerable new opportunities within the West Highlands and the wider Highlands and Islands, within the wider STEM, digital and health areas, whilst consolidating and internationalising on existing specialisms in tourism, in particular outdoor and adventure.

In this context there is an expectation to have fewer and more strategic priorities and move available resources to ensure capacity and resource to pursue those more effectively. This will be achieved in the first instance through completion of the college’s 3 year Curriculum Review, which is currently in Purpose of paper progress.

Another theme was to engage more strategically in partnership working, both with UHI and with the business community, particular in those sectors where the college’s strategic priority areas are.

Finally, investment in a talent retention and attraction strategy was seen as paramount, both for current and future students and staff, given demographic trends and competition for students and a skilled workforce.

The further development of the ‘Digital College’ for teaching and support services was identified as a key enabler of the above themes.

Since the Strategy Day, the COVID19 pandemic unfolded in a then unforeseen way. The pandemic will force a further strategic re-assessment on the post-Covid world, as well as what priorities for the next 12 months may look like for the college.

The Board is asked to note the presentations and discussions which took place at the February 2020 strategy day, but is asked to consider a further strategy session, specifically to assess the COVID impact on the college’s AY2020-21 priorities, at its June 2020 meeting.

1/20 46/109 Strategic linkage Tick all that apply: 1. WHC strategic plan ☒ 2. Excellence for All ☒ 3. Other strategies ☒ 4. Risk management ☒ 5. New opportunity/change ☒ Content sensitivity Normal Resource implications Yes Give details if yes Risk implications Yes . Date paper prepared 24/04/2020 Date of meeting 27/04/2020 Author Lydia Rohmer, Principal and Chief Executive Officer Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) N/A For information ☒ Action requested For discussion ☒ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☒ Students ☐ UHI and Partners ☐ External ☒ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

2/20 47/109 West Highland College UHI Strategy Day 2020 25 February 2020 Charles Kennedy House, Highland Council Offices, Fort William

Agenda

1000 - 1030 Arrival and Refreshments 1030 - 1045 Welcome 1045 - 1100 Morven Cameron (HIE) - growth sectors and key skills/workforce risks in the Highlands and Islands 1100 - 1115 Alastair Nicolson (HIE) – Fort William 2040 overview of key developments 1115 -1200 Breakout Groups 1200 - 1230 Feedback 1230 – 1315 Lunch 1315 – 1400 WHC College Strategy Development –

• Digital Ambition and Strategy, Fiona Grant • STEM Strategy, Lydia Rohmer • (Financial) Sustainability & Risk, Paula Lister 1400- 1445 Breakout Groups 1445 -1515 Feedback 1515 -1530 Next Steps 1530 Close

3/20 48/109 West Highland College UHI Strategy Day 2020 25 February 2020 Charles Kennedy House, Highland Council Offices, Fort William

Attendees

NAME ROLE Duncan Ferguson WHC Board, Vice Chair, joint interim Chair Deryck Nutley WHC Board, joint interim Chair Emma Lawson WHC Board, independent member Lisa McAndrew WHC Board, independent member Andy Rogers WHC Board, Observer (UHI Court) Derek Lewis WHC Board, Chair Designate Claire Wylie WHC Board Secretary Lydia Rohmer WHC Principal & Chief Executive Fiona Grant WHC Director Academic Affairs Paula Lister WHC Director Finance and Resources Cheryl MacRae WHC Marketing and Communications Manager Vicky Ferguson WHC Head of HR and Organisational Development Lesley Hawkins WHC Head of Student Support Tracy Kerr WHC Head of Quality & Registry Jane Ollerenshaw WHC Estates and Facilities Manager Morven Cameron HIE, Head of Universities, Education and Skills Alastair Nicolson HIE, Programme Manager - Lochaber

4/20 49/109 25/04/2020

West Highland College UHI Welcome Strategy Day • Housekeeping Board of • Programme for the Day Management • What we want to achieve today • Introductions 25 February 2020

1 2

Growth sectors, key skills and Alastair Nicolson Moven Cameron Fort William 2040 workforce risks Programme Manager - affecting the Head of Universities, Education & Skills Lochaber Highlands & Islands Enterprise Overview of Highlands & Islands Highlands and key developments Enterprise Islands

3 4

5/20 50/109 1 25/04/2020

Based on what you have heard just now, and what you know of the college, consider the following three questions

• What are the key opportunities and risks Breakout within our local external environment which Groups will affect the college over the next 3-5 years? & • How well is the college responding right now to those key opportunities and risks you have Feedback identified? Session • What strategic action should the college take in the next 12 months to improve its response to those key opportunities and risks? Why?

5 6

Lunch

Feedback We will commence again at 1315 hours

7 8

6/20 51/109 2 25/04/2020

Digital Strategy How is WHC’s Strategy STEM Strategy Digital Measuring Strategy Up? (Financial) sustainability and risk

9 10

Academic Board Digital Day December 2019 Engaging with: Education Scotland UHI HISA WHC Board Principal and Chief Executive Directors Senior Managers: Curriculum, Quality, Business Development, Curriculum Area Leads, Marketing, Business Enterprise, Estates, Student Services

11 12

7/20 52/109 3 25/04/2020

What is the…

…future of education? 13 14

next gen learning people and skills advancing technology design for learners digital role digital capabilities practical experiences through VR and AR inclusivity, individualised plans Industry collaboration analytical skills and using information virtual reality teaching, automatic marking learner directed, flexible learning Leadership in the digital age metaskills / agile working / dynamic future working practices dictate future complex tasks by simulation & virtual reality modular, learn as far as necessary communication and cooperation education formats mirroring real life working environments fully responsive & tailored to learner Smarter use of data lecturer becomes facilitator/gateway to Games for learning, fun, laughter move from one subject area to another knowledge, skills, resources critical thinking / work-readiness accessible pedagogy any time evolving wellbeing leading

15 16

8/20 53/109 4 25/04/2020

the future is human • The AI of the Possible - Developing Scotland's Artificial Intelligence Strategy (Jan 2020 (scoping) infrastructure added value • Scotland’s Colleges Digital Ambition (by September 2020) cyber café, wifi, BYOD direct access to expertise & research • Independent Commission on the College of the digital processes, registration, self-service engage in global events National Key Future (by June 2020) reliable infrastructure – UK wide supports carbon management • IoT technologies and services dynamic Initiatives purchasing system Sept 2019 change in physical & specialist campus inclusive, accessible • Realising Scotland's full potential in a digital satellite linkage and broadband openness, reusable, co-creation world: a digital strategy for Scotland (2017) • The Reskilling Revolution: Better Skills, Better cyber Jobs, Better Education for a Billion People by 2030 funding security (WEF 2020) resilience 17 18

19 20

9/20 54/109 5 25/04/2020

STEM Strategy Scottish Government, October 2017

• to build the capacity of the education and training system • to close equity gaps in participation and STEM attainment in STEM Strategy for • to inspire children, young people and adults to study STEM Highlands • to connect the STEM education and training offer with labour market need. and Islands Region Colleges are expected to deliver  regional partnerships for STEM education and training  Gender balance in STEM subjects  Increase in STEM-related curriculum and access routes  Role in DYW Employer Groups – 3-18 Careers Guidance

21 22

STEM Strategy at WHC

• What have we done so far?

STEM Strategy – regional and local coordination

23 24

10/20 55/109 6 25/04/2020

• Major Capital Plans • Fort William • Mallaig • Building Capacity & Confidence Advancing Manufacturing in the West Highlands Project • Staffing • Expertise • Partnership working • Scottish Government Challenge Fund for • £1.6M ERDF project, creating Advanced Manufacturing • • Newton Rooms Local access to expertise and equipment • Part of NMIS (National Manufacturing Institute • Building capacity, leadership and overcoming • DYW West Highland Scotland) challenges in using advanced manufacturing • • Enhance manufacturing skills base and access New process and/or product development • Developing Curriculum to expertise/technology for businesses across • Multisector approach, including food and Scotland drink, construction, engineering, aquaculture, • Computing and Digital transport and logistics, services • WHC application with a view to develop • Engineering Industry 4.0 in STEM Centre • Target 150 SMEs and micro businesses • Built Environment • A major step change in business engagement, creating new opportunities for further training • Construction and collaboration • Health • i-STEM pilot for Schools

25 26

(Financial) Sustainability and Risk

27 28

11/20 56/109 7 25/04/2020

• STEM Centre – increased credits and associated income for new curriculum • Sector as a whole identified savings required of c£65m over the next 5 years IF all the assumptions in the FFR’s were to come to • Additional costs for fruition. For 20/21 this was £14m. accommodation in the short term for STEM equipment & • Regional Position over the 5 years was c£14m WHC general improvements with £1.8m for 20/21 Key Financial Risks • WHC position over 5 years was £1m with £330k relating to 20/21 • ERDF Project success – & Opportunities clawback and cashflow risks

• SG Budget announcement of real term rise of • 3.6% in revenue budget will go a long way to New Mallaig Facilities alleviating pressure and mitigate the risk. • UHI Change Programme e.g. RAM/Funding reviews (Financial) Sustainability and Risk

29 30

• Full Review of STEM revenue income and costs to take place during 2020

• Written procedures for ERDF Governance

• Formal cashflow forecasting and reporting Mitigation mechanisms and Actions • Identify/maximise opportunities for income generation/Business Engagement

• Maintain representation wherever possible on UHI led change groups

31 32

12/20 57/109 8 25/04/2020

Based on what you have heard just now, as well as your considerations this morning Group 1 – STEM What else should the college do to improve STEM education in Lochaber, Skye and Wester Ross? In the next year? In the Breakout next 3-5 years? Groups Group 2 – Digital College & Technology is changing the way of learning and working. What else should the College’s digital ambition focus on? In the next Feedback Feedback year? In the next 3-5 years? Session Group 3 – Financial Sustainability and Risk What else should the college do to ensure its continued sustainability and assure ‘sustainable and excellent learning for all’? What actions should the college take in the next 12 months? In the next 3-5 years?

33 34

WHAT? HOW? Next steps… Thank You!

WHO? WHEN?

35 36

13/20 58/109 9 West Highland College UHI Strategy Day 2020 25 February 2020, Charles Kennedy House, Highland Council Offices, Fort William

Group Activity 1

Time: 30- 45 minutes

Based on what you have heard just now, and what you know of the college, consider the following three questions

1. What are the key opportunities and risks within our local external environment which will affect the college over the next 3-5 years?

2. How well is the college responding right now to those key opportunities and risks you have identified?

3. What strategic action should the college take in the next 12 months to improve its response to those key opportunities and risks? Why?

Please record your main points of feedback for sharing with the Plenary Session

14/20 59/109 West Highland College UHI Strategy Day 2020 25 February 2020, Charles Kennedy House, Highland Council Offices, Fort William

Group Activity 2

Time: 45 minutes

Based on what you have heard just now, as well as your considerations this morning

Group 1 – STEM What else should the college do to improve STEM education in Lochaber, Skye and Wester Ross? In the next year? In the next 3-5 years?

Group 2 – Digital College Technology is changing the way of learning and working. What else should the College’s digital ambition focus on? In the next year? In the next 3-5 years?

Group 3 – (Financial) Sustainability and Risk What else should the college do to ensure its continued sustainability and assure ‘sustainable and excellent learning for all’? What actions should the college take in the next 12 months? In the next 3-5 years?

Please record your main points of feedback for sharing with the Plenary Session

15/20 60/109 1. Key Points from HIE Presentations

Morven Cameron, Head of focused on growth sectors and key skills and workforce risks in the Highlands and Islands:

• a declining population in the region, although Lochaber, Skye and Wester Ross perhaps less affected than some other parts of the Highlands and islands forcing significant competition for a skilled workforce • the Skills Alignment exercise currently undertaken by the key sector agencies Scottish Funding Council, Skills Development Scotland, Scottish Enterprise and the New South of Scotland Economic Partnership • a focus on productivity improvements for the whole economy and the impact of Industry 4.0 on a skilled workforce • in her view, the college’s provision needs to be as state of the art in terms of technologies as it can be; this requires careful balancing of high level of specialization vis-a-vis a broad curriculum and the relatively small numbers of students in the college’s operating area • in terms of economic sectors she highlighted that established sectors such as food and drink and tourism were continuing to be important, albeit need to shake off the old ‘tartan’ image; there are new emerging areas in the Highlands and Islands, such as space, technology, engineering, life sciences, the marine economy • she highlighted 8 distinct regional transformation opportunities: o biotech and marine, in particular seaweed o renewable energy, in particular offshore o hydrogen o energy infrastructure o high value manufacturing o aviation (with investment of Boeing in the Moray area) o care and health o the natural capital for carbon capture, i.e. peat • the importance of place-based solutions like Fort William 2040 • key messages for West Highland college are that o the college is not operating in a vacuum o it needs to decide on which specialisms to develop as far as possible - not everyone can do everything; so there will have to be a view as to how the college’s portfolio should specialise going forward and perhaps which areas the college should step back from o the college will require to remain competitive o education and skills are a significant asset for local talent attraction - the region loses 2000 young people every year in terms of outward migration o a skilled public sector workforce and resilient communities continue to be important o opportunities exist for sustainability developments and innovation; also: health and allied health professions; teacher education and leadership development and capacity building

16/20 61/109 Alistair Nicholson, Key Account Manager for Lochaber, presented on Fort William 2040, providing an overview of key developments for the Fort William Master Plan

• the sale of Rio Tinto Alcan to GFG Liberty brought about the creation of a public-private partnership overseen by Cabinet Secretary Fergus Ewing MSP, looking to support the investment by Liberty into an expanded manufacturing enterprise for aluminium, and significant job creation and population growth in this context. • There was recognition that the impacts on housing, infrastructure and skills/workforce would need to be strategically planned and managed, in order to support benefits realisation for the wider area • The emerging proposals were tested in a one day community engagement event in September 2018, and resulted in a new FW 2040 masterplan, containing more than 20 strategic projects and an renewed ambition for change/growth not seen since the 1970’s in Fort William. • individual developments include o housing for an additional 600 mixed units o flood prevention schemes o active travel master plan o plan for a Marina in Corpach o fibre connectivity to be improved for public buildings o a zero-waste strategy o an energy plan for the town o a new transport and infrastructure and public connectivity plan o creation of a New Port authority for the waterfront integrating rail, road and sea freight o a new tourism strategy o a talent attraction strategy under the title of ‘Love Lochaber’ • the college's STEM Centre is a key strategic project for both retaining and attracting new talent, but also ensuring a skilled workforce and skills supply. • the new Belford hospital development has significant scope for collaboration, including the development of a new Centre for Excellence in Remote and Rural Healthcare. This links to UHI’s regional School of Health development and NHS Highland, but also connects into hospital and health developments in Skye and Wester Ross.

17/20 62/109 2. Key Points from Breakout Groups

FEEDBACK FROM ACTIVITY 1

What are the key opportunities and risks within our local external environment which will affect the college over the next 3-5 years?

Opportunities

• Realise the STEM Centre Project – new building and curriculum plan • Assess WHC’s current portfolio and capacity to deliver for HIE’s 8 Regional Transformation Opportunities, in particular identify college’s position against the 4 key themes of o Advanced Technology o Energy, o Marine o Natural Capital • Export teaching more widely into RUK and international, exploiting areas of expertise in Tourism (Outdoor and adventure) • Maximise already high performance in terms of student attainment and satisfaction • Ensure current specialist curriculum is available at all qualifications levels to ensure full access and progression • Focus on continued growth of digital skills and computing curriculum to ensure progression to degree and post-graduate levels • Develop full suite of CPD options for Business engagement • Assess strategic collaboration opportunities – both within UHI and for sectoral industry partnerships • Adopt an all age, flexible approach/life-long learning strategy • Position strategically to raise aspiration within schools • Create a West Highland ‘Careers and Jobs Hub’ to match/broker students with employment opportunities and business needs, and people in work with upskilling opportunities

Risks

• Demographic decline, with fewer actual and potential students as working age population shrinks • Urbanisation and rural de-population • Less public sector funding • More local employment activities taking potential students away from college full-time learning • Staff capacity, including capacity to react to change strategically and have the right specialist skills in place at the right time • Lack of funding opportunity for STEM Centre and other specialist facilities/equipment, as well as other accommodation needs

How well is the college responding right now to those key opportunities and risks that you have identified

• Insufficient awareness of the college in the local area and beyond – are we visible enough?

18/20 63/109 • Are we providing sufficient ‘welcome’ opportunities to retain current learners and engage future learners? • Do we have the right partnerships? • Do we go about curriculum review in the right way? • Do we do enough for strategic talent attraction? • Do we make the most of student exchange programmes to make our programmes/degrees more attractive and outward facing? • Does our capacity for delivery match our ambition?

What strategic action should the college take in the next 12 months to improve its response to those key opportunities and risks? Why?

• Identify key priorities/specialisms and move resources to enable those priorities; this will mean dropping some less important things the college is currently doing • Engage across all parts of the college to identify those key priorities and enable ‘a big conversation’ • Ensure effective engagement with current and potential future students • Maximise the opportunities around the Advanced Manufacturing Fund for external engagement with business community and external partnerships • Ensure STEM Centre and Mallaig funding • Capitalise on FW2040 construction activity to maximise STEM Centre curriculum opportunities in construction and civil engineering • Enhance WHC’s perception within UHI as an equally important academic partner who brings important expertise to the regional table • Investigate international student exchange programmes and advertise these as part of student recruitment • Support new people in the community to engage with the college (create ‘Welcome Points’) • Ensure the STEM opportunities are integrated into the wider WHC curriculum to maximise opportunities across all geographic areas • Ensure the college is/remains a very attractive place to work

FEEDBACK FROM ACTIVITY 2

What else should the college do to improve STEM education in Lochaber, Skye and Wester Ross? In the next year? In the next 3-5 years?

• Engage with businesses, community partners and schools • Ensure all staff are fully up to date on STEM developments and use them as STEM advocates • Investigate/pursue external funds to develop CPD, training and upskilling programmes, as well as creating scholarships and grants • Promote WHC teaching and learning strategies (i.e. for our blended learning pedagogy) through our own conference programme • Prioritise which STEM areas we want to develop the most expertise in • Create an ‘impact map’ which shows relevance and impact of STEM in all areas of curriculum delivery • Generate income from the STEM areas through

19/20 64/109 o Business partnerships o Attract/negotiate additional credits for delivery o Offer of incubators/accelerators and co-working spaces • Facilitate innovation and knowledge exchange programmes and connect to regional and/or national research strategy/opportunities in selected STEM areas (i.e. Advanced Manufacturing) • Consider development of a virtual Masterclass programme for industry specialisms that are locally relevant • Ensure the STEM offer is fully accessible for those in work, i.e. graduate apprenticeships and part-time CPD

Technology is changing the way of learning and working. What else should the College’s digital ambition focus on? In the next year? In the next 3-5 years?

• Continue to grow specialism and expertise • Ensure staff training and upskilling • Work cross-disciplinary and collaboratively • Develop a virtual hub for staff learning, available anytime and anywhere • Develop a meta-skills framework and promote this across all subject areas • Develop a ‘smart organisation’ strategy, harmonise systems and automate as many work processes as possible to free up capacity and work more effectively • Gather and utilise data to inform evidence-based decisions • Utilise existing technology to its full potential (MS 365) • Develop anytime/anywhere approach to all curriculum delivery What else should the college do to ensure its continued sustainability and assure ‘sustainable and excellent learning for all’? What actions should the college take in the next 12 months? In the next 3-5 years?

• Focus on income generation • Step up ongoing engagement with businesses – focus on high yield engagement • Continue to track financial viability of all courses • Review course costs – more virtual, less F2F, and encourage ‘bring your own device’ to reduce IT costs • Develop a carbon footprint strategy for the college • Review the risk register to re-assess and focus strategic management on mitigation of key risks • Remove activity that does not add value (financial or non-financial value) • Review impact of national bargaining on course viability • Ensure we have not just sufficient but optimum staff capacity and expertise

20/20 65/109 West Highland College UHI Cover Paper Committee paper Committee/Group Name Board no: Board 270420_8 Subject Academic Affairs quarterly report to the Board The following report provides an update summary on College Purpose of paper Academic Affairs activity at this point of the year in relation to COVID-19 and other relevant updates Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☐ 2. Excellence for All ☐ 3. Other strategies ☐ 4. Risk management ☐ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications No Give details about resource implications Give details if yes Risk implications No Date paper prepared 24/04/2020 Date of meeting 27/04/2020 Author Fiona Grant Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) No For information ☒ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ Students ☐ UHI and Partners ☐ External ☐ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

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2/5 67/109 Academic Affairs Update Report to the Board April 2020

The following report provides an update summary on College Academic Affairs activity at this point of the year in relation to COVID-19 and other relevant updates

1. Students and Student Activity

Recent transition from face-to-face and in person teaching to teaching students remotely College management and college staff worked relentlessly to implement a smooth transition for all students to learning remotely and from home, at the same time as moving all staff to working from home.

Credits As agreed across the region, the college is using an improved quarterly monitoring tool to track planned credits at four points in the year. Credits only show in the SITs system once student enrolments have been entered. The figures below show how the college aims to meet and exceed the “combined core” target in anticipation of the enrolments occurring across the year. The college is already well on track with predictions and is in a much stronger position at the same time last year.

FE – AY 2019-20

Combined core 31st October 31st January 14th April 2020 31st June 2020 & ESIF credits 2019 2020 Target Planned Actual Planned Actual Planned Actual Planned Actual

7071 at Sept 2019 5739 6070 6478 6579 6768 7005 7308

7098 at Mar 2020

We were given a few more ESIF credits in March 2020. We have a total of 93 credits to be delivered in this academic year to hit our overall 7098 target. We are assuming that most of this will come from planned school delivery in June 2020.

HE – AY 2019-20

SC/EU – Scottish and European RUK – Rest of UK INT - International

Undergraduate (UG) Fulltime equivalent (FTE) SC/EU 228.08 FTE 18.11 FTE below target of 246.19 RUK 6.5 FTE 5.5 FTE below target of 12 INT 1 FTE 1 FTE above target of 0

Breaking down these figures further

UG - SC/EU FTE • HNC Target 86.5 Actual 78.74. Down 7.76 • SOAS Target 108 Actual 116.5 Up 8.5 • HAP+ Other Target 51.69 Actual 32.83 Down 18.86 • Total – Target 246.19 Actual 228.77 Down 17.42

UG – RUK UG – INT Target 12, Actual 6.5. Down 5.5 Target 0, Actual 1. Up 1

There were no post graduate targets for 2019/2020

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Recruitment to date

FE Recruitment 2020-21

• 122 Full Time Applications to date against a target of 188 • School College Partnership - First round of applications closed on Monday 23rd March. The last week rush of applications didn’t happen as in previous years this due to the COVID 19 situation and as a result of schools closing through that week. We are working with Linda King and individual schools to make sure we get further applications in. All courses that were not filled were reopened for applications on Friday 27th March with applications coming in since then.

HE Recruitment 2020-21

• S/EU Target 277.10 FTE applications to date is 238 FTE • RUK Target 12 FTE applications to date 22 FTE • INT Target 0 FTE applications to date 2 FTE

2. Continuing Student Engagement and Achievement

Lecturers and Student Services are continuing to support students in everyway possible. Student engagement since the Easter break is our key priority at the moment. Academic Affairs is working with other UHI partners to ensure that student achievement is possible for all our students. This is to ensure that we have consistent and considered messaging to the whole region. We are considering carefully the guidance from Awarding Bodies and supporting staff in making professional judgements on grades and other assessment decisions. This has to be fair, transparent and practical, without additional burden to students.

Mental Health for Students and Staff Lynn MacAllister has been appointed as our Student Counsellor and Wellbeing Service Co- ordinator. Lynn joins us with a wealth of experience of working with young people. Previously working at Lochaber High School at an Additional Support Needs Teacher whilst training and practicing as both a voluntary and private counsellor. Lynn brings with her a wide range of skills and knowledge about the challenges that are faced for students living within rural areas.

Lynn is already working closely within the Student Services team and is developing links within our centre areas to enable us to provide service for all our students. Lynn is also working in conjunction with the wider UHI Mental Health and Counselling team and recently appointed counsellors to ensure experience and good practice is shared.

As part of the overall Mental Health and Wellbeing support, all of the Academic Partners have used part of the Government Funding for counsellors to enable the provision of The Big White Wall (BWW). The BWW is a digital mental health support service which is available online, 24/7 and is completely anonymous, and is available to both staff and students.

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3. Curriculum Review and Development

Academic Affairs will pick up with the curriculum review at the beginning of May. There will be renewed emphasis use of technologies for learning and to enable learning. We will be looking for • an increase in remotely accessible resources across all courses • an indication of the percentage of timetabled remote teaching per course • an indication of the percentage of practical activity/assessment that can only be done in person • a revision of course content and structure This is likely to point to enhanced pre-course student engagement and activity and an enhanced induction.

4. Remote Virtual Open Days and Events

We are now planning with our marketing team for our 2nd Virtual Open Day on the 15th of May. We will be running a few Live Q&As after our brave Morag McKie ran the first live session on April 16th.

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5/5 70/109 West Highland College UHI Cover Paper Committee paper Committee/Group Name Board no: Board 270420_9 Subject Key Performance Indicators 2018-19 (FE) The attached has been submitted to the Scottish Funding Council as a report on the College’s performance against its KPIs in 2018- 19. Purpose of paper The Board will be pleased to note that this is the seventh year in succession that full time student success at WHC is above the national average for the sector. Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☐ 2. Excellence for All ☐ 3. Other strategies ☐ 4. Risk management ☐ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications No Give details about resource implications Give details if yes Risk implications No Date paper prepared 24/04/2020 Date of meeting 27/04/2020 Author Fiona Grant Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) No For information ☒ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ Students ☐ UHI and Partners ☐ External ☐ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

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1/8 71/109 * If a paper should not be included within “open” business, please highlight below the reason. Its disclosure would substantially prejudice a programme of research ☐ Its disclosure would substantially prejudice the commercial interests of any person or ☐ organisation Its disclosure would substantially prejudice the effective conduct of public affairs ☐ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. Click or tap here to enter text. 2. A condition is required ☐ 2. Click or tap here to enter text.

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2/8 72/109 West Highland College UHI

Scottish Funding Council Key Performance Indicators 2018/19

3/8 73/109 West Highland College Summary Report for: Scottish Funding Council Performance Indicators 2018/19

The Scottish Funding Council, SFC, publishes official statistics on college performance every year. Each year all colleges must publish their set of performance indicators (PI) on college websites. This helps make the college performance data more available and visible to individuals, communities, employers, college partners and stakeholders.

College Context

West Highland College UHI (WHC) is one of thirteen academic partners within the University of the Highlands and Islands (UHI) and is the main provider of further and higher education in the West Highlands of Scotland. The college is a rurally based college, operating in ten communities, across Lochaber, Skye and Wester Ross covering an area approximately half the size of Wales. Much of the area is very rural and remote. The population of the area is around 40,000. Fort William, in Lochaber is the most sizeable town with a population of around 10.5 thousand.

The college offers a broad choice of education and training opportunities across a range of levels, in further and higher education.

• Access • National Qualifications • Higher National Certificates and Higher National Diplomas • Degrees, Masters and Post Graduate Research

The college is funded for both further and higher education. The Scottish Funding Council PIs for WHC are included at the end of this report and represent further education activity only (SCQF level 1 – 6) in the academic year 2018/19.

Executive Summary

The main college priority is to support every student in achieving his or her programme successfully and in supporting the onward progression into employment or further and higher education. The college works with partners within the University of the Highlands and Islands region to focus on the regional outcome agreement priorities. The outcome agreement is monitored at regional and college level.

The college Executive Leadership Team oversees and reviews learning and teaching and student support on all programmes every year, through a process called self-evaluation. Staff use self-evaluation to identify strengths and areas of good practice by working together with students and stakeholders. They also identify areas for development and subsequently take forward actions for improvement. Through the Education Scotland Quality Framework, the college agrees a college-wide enhancement plan that identifies appropriate improvement actions over a three-year period. The college evaluation report and enhancement plan are endorsed by Education Scotland and is published on the college website. Where student retention or student success is less than the college aspirational target, the Academic Affairs team will further scrutinise programme design and monitor student experience and learning and teaching. The college ensures that appropriate team action plans are in place to address issues and that these plans are monitored together with the college enhancement plan.

This is the seventh successive year that full time student success at West Highland College UHI is above the national average of the sector.

WHC-SFC-KPIs-2018-19-Summary-Report Page 2 of 6 V 28/01/2020 4/8 74/109 Key points

In 2018/19, 71.8% of full-time students successfully completed their course. This figure is 6.6% above the national sector average, 65.2%.

In 2018/19 83.2% of part time students on recognised qualifications successfully completed their course.

Students continue to achieve well in a range of subject areas on courses lasting more than 160 hours.

Programme action plans are in place to share best practice and to address areas for improvement where course performance is not meeting aspirational college targets, with a robust curriculum review process in place.

Understanding the SFC Performance Indicator Publication

The Performance Indicators (PIs) are based on student records submitted via the Further Education Statistics (FES) system. This is an automated data capture and record system, which encompasses built-in iterative quality checks to ensure the data, is correct and credible. SFC verify the data and then the data is used for PI purposes. In addition to SFC checks, every college Principal must sign-off the data as a true and accurate record for their college.

Most charts contain three components, three contain percentage figures; one component describes the percentage of students who completed successfully, the second is the percentage of students that completed the course year with partial success, and the third are those students who withdrew from their chosen programme of study during the academic year. All of these values have been calculated as a percentage of all enrolments.

The charts detail the outcomes for both full time students, on a course (>600 hours) and part time students ranging from 320 hours to less than 10 hours of learning.

The Scottish Funding Council only publish categories where enrolments are more than 50. Where the number of enrolments is less than 50 in a category, data has been suppressed and is not shown in the final set of data. SFC state that this avoids spurious statistical accuracy in the published pass rates and reduces the risk of incorrect conclusions being drawn from pass rates based on small numbers. Therefore, when viewing the SFC performance indicator paper for West Highland College UHI the following point must be noted:

West Highland College UHI (WHC) is a rural college serving a widely dispersed population of 40,000 across Lochaber, Skye and Wester Ross. The numbers of students enrolling on courses are relatively small in a majority of the subject groupings.

The SFC Statistical Publication College Performance Indicators 18 –19 are presented here: College Performance Indicators 2018 –19

The published WHC UHI PI charts data can be found here: SFC Key Performance Indicators Charts For WHC 2018-19

The charts contained in this report are not supressed and show all enrolments data for WHC UHI.

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Chart A. Outcomes for FE on recognised qualifications (full-time)

Chart B1. Outcome Totals for FE on recognised qualifications (part-time)

Chart B2. Outcome Breakdown for FE on recognised qualifications (part-time)

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Chart C (3). Achievement for FE students with partial success

Chart D. Enrolments by age group on courses lasting 160 hours or more

Chart E. FE Enrolments by ES subject group on courses lasting 160 hours or more

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7/8 77/109 Chart F. Enrolments by level and gender on courses lasting 160 hours or more

Chart G. Enrolments by key group on courses lasting 160 hours or more

Chart H. Credit targets and achieved (core plus ESF)

Chart J. Staff with a recognised teaching qualification

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8/8 78/109 West Highland College UHI Cover Paper Committee paper no: Committee/Group Name Board Board_270420_11 Subject UHI Regional Outcome Agreement 2020-23 – Final Draft Following on from the paper to WHC’s December Board on the UHI Regional Outcome Agreement (ROA) process, a final draft is now available for AY2020-23. PLEASE NOTE THAT THIS DRAFT HAS BEEN PLACED IN THE ADMINCONROL ‘READING ROOM’.

SFC’s expectation is for each academic partner college to consult on the ROA with its key internal and external stakeholders. This consultation was to take place in March and April, but this has been overtaken by the Covid19 pandemic events and business continuity planning taking absolute precedence. Whilst we will still attempt to consult, we expect limited return, given current circumstance.

The current Covid19 crisis is already triggering a strategic review as to how the post-Covid19 context will change both strategic and operational priorities within the region, and therefore will put into question the regional context analysis, planning priorities and data on which this regional outcome agreement is based.

The ROA continues to form the contract between the UHI as fundable body for the FE, HE and research activities for the region with SFC. UHI as the regional strategic body is required to consult with academic partners and stakeholders on the draft ROA. Despite SFC relaxing its performance management regime against targets to some extent in the current and the coming academic years, the ROA will remain the cornerstone of any future strategic change discussion, as well as the baseline for analysis of regional performance. Purpose of paper

As previously advised, the ROA is reviewed annually, and SFC guidance is based on the annual letter of Ministerial Guidance issued by the Minister for Further and Higher Education and Science.

The ministerial letter issued in July 2019 which informs this current ROA can be found here http://www.sfc.ac.uk/web/FILES/AboutUs/SFC_Letter_of_Guidance_2019- 20.pdf

The ROA has to be seen not only in the context of the Letter of Guidance and the current COVID19 situation, but also in light of the SFC final funding allocations for colleges and universities for AY 2020-21.

One particular risk area in this context to highlight now is the loss of regional ESIF FE funding (and related FE credits) from 2020-21. In the final funding allocation for colleges for AY 2020-21, SFC have asked the region to deliver an additional 2000 credits without any additional core funding. Whilst UHI had written to SFC arguing strongly against this, SFC have moved to implement this through its final funding allocation. The impact for the region is a loss of ESIF funding for FE plus a reduction in the average FE credit value for the region in relation to core funding. The new Regional Strategy Committee will have to take a view on the regional implications of this, particularly within the COVID19 context, but WHC Board should note that we may be facing a situation where we will deliver the same FE credits in 2020-21 as in 2019-20 (core and ESIF credits), but

1/3 79/109 without ESIF funding, as well as possibly attracting a reduction in the value of the core funded credits we deliver.

The Board is invited to note final draft ROA, and discuss the change context impacting on the future delivery of this agreement with SFC and potential local implications for WHC.

Strategic linkage The successful achievement of WHC’s targets will contribute to the Tick all that apply: regional ROA targets. SFC may claw back funding if the region is unable 1. WHC strategic plan ☒ to meet its targets, although a slightly relaxed performance management 2. Excellence for All ☒ regime is likely to apply in the current COVID19 situation, both for 3. Other strategies ☒ AY2019-20 and AY2020-21. 4. Risk management ☒ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications Yes Give details if yes Risk implications Yes . Date paper prepared 24/04/2020 Date of meeting 27/04/2020 Author Lydia Rohmer, Principal and Chief Executive Officer Equality Impact No If no, explain why, if yes attach the EIA. Assessment (EIA) N/A For information ☒ Action requested For discussion ☒ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been Which other committees have been consulted? carried out with How else have you consulted? Staff ☒ AP Principals, UHI Partnership Council, UHI FERB, UHI SCMT, WHC AA Students ☒ Team, WHC ELT UHI and Partners ☒ External ☒ Status Non-confidential Freedom of Information Can this paper be Yes included in open business?*

2/3 80/109 2. A condition is required ☐ 2. Click or tap here to enter text.

3/3 81/109 West Highland College UHI Cover Paper Committee paper no: Committee/Group Name Board Board 270420_5 Subject UHI VP Tertiary To note that Lydia Rohmer’s post as VP Tertiary has been Purpose of paper extended from the end of March 2020 to the end of July 2021 Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☐ 2. Excellence for All ☐ 3. Other strategies ☐ 4. Risk management ☐ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications No Give details about resource implications Give details if yes Risk implications No Date paper prepared 24/04/2020 Date of meeting 27/04/2020 Author CW Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) No For information ☒ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ The interim Chairs were invited to confirm approval of the Students ☐ continuation of this arrangement at the end of March. UHI and Partners ☐

☐ External Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

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2/2 83/109 West Highland College UHI Cover Paper Committee paper no: Committee/Group Name Board Board 270420_6 Subject Board Secretary To note that Claire Wylie’s appointment has been extended until Purpose of paper the end of June 2020, for Covid-related reasons. The recruitment process for the post is being resumed. Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☐ 2. Excellence for All ☐ 3. Other strategies ☐ 4. Risk management ☐ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications No Give details about resource implications Give details if yes Risk implications No Date paper prepared 24/04/2020 Date of meeting 27/04/2020 Author CW Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) No For information ☒ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ Students ☐ UHI and Partners ☐

External ☐ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

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1/2 84/109 * If a paper should not be included within “open” business, please highlight below the reason. Its disclosure would substantially prejudice a programme of research ☐ Its disclosure would substantially prejudice the commercial interests of any person or ☐ organisation Its disclosure would substantially prejudice the effective conduct of public affairs ☐ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. Click or tap here to enter text. 2. A condition is required ☐ 2. Click or tap here to enter text.

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2/2 85/109 West Highland College UHI Cover Paper Committee paper Committee/Group Name Board no: Board 270420 1 CONFIDENTIAL Management Accounts for 6 months ended 31st Subject January 2020 Purpose of paper To show financial position as at Q2 for 2019-20 Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☒ 2. Excellence for All ☐ 3. Other strategies ☐ 4. Risk management ☒ 5. New opportunity/change ☐ Content sensitivity Confidential and not to be discussed outside this group Resource implications No Give details about resource implications Give details if yes Risk implications Yes Financial sustainability at risk Date paper prepared 10/03/2020 Date of meeting 27/04/2020 Author Paula Lister – Director of Finance & Resources Equality Impact Assessment No If no, explain why, if yes attach the EIA. (EIA) Click or tap here to enter text. For information ☐ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☒ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ Students ☐ . UHI and Partners ☐ External ☐ Status Confidential Freedom of Information Can this paper be included in Yes. open business?*

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1/5 86/109 * If a paper should not be included within “open” business, please highlight below the reason. Its disclosure would substantially prejudice a programme of research ☐ Its disclosure would substantially prejudice the commercial interests of any person or ☐ organisation Its disclosure would substantially prejudice the effective conduct of public affairs ☐ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. Click or tap here to enter text. 2. A condition is required ☐ 2. Click or tap here to enter text.

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2/5 87/109 West Highland College UHI Cover Paper Committee paper Committee/Group Name Board no: Board_270420_6 Subject PARTIALLY CONFIDENTIAL Estates Report Purpose of paper To bring members up to date with the on-going estates projects. Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☐ 2. Excellence for All ☐ 3. Other strategies ☐ 4. Risk management ☒ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications Yes Give details about resource implications Give details if yes Risk implications Yes Further explain risk implications Date paper prepared 02/03/2020 Date of meeting 27/04/2020 Author Jackie Wright Equality Impact Assessment Choose an item. If no, explain why, if yes attach the EIA. (EIA) Click or tap here to enter text. For information ☒ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ Students ☐ UHI and Partners ☐ External ☐ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

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1/4 91/109 * If a paper should not be included within “open” business, please highlight below the reason. Its disclosure would substantially prejudice a programme of research ☐ Its disclosure would substantially prejudice the commercial interests of any person or ☐ organisation Its disclosure would substantially prejudice the effective conduct of public affairs ☐ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. Click or tap here to enter text. 2. A condition is required ☐ 2. Click or tap here to enter text.

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2/4 92/109 WHC UHI STEM Centre Project Board meeting 24 Feb 2020

1. STEM

1.1 Construction In the absence of funding approval, there has been no significant action on the project since the last PB. Once funding is approved, the previously noted costs will have to be revisited with Robertson Construction and their sub- contractors.

1.2 Planning There are issues which WHC will have to address prior to and during the construction phase. Extracts from the permission are:

• No development shall commence until a detailed specification for all footpaths within the site, together with details and a programme for implementation of any off-site path improvements identified, following a review of pedestrian linkages, shall be submitted to, and approved in writing by the Planning Authority. Thereafter, the development shall be undertaken in accordance with the approved details.

Our role in this is the off-site footpaths and we need to agree with Hitrans/Sus-trans, what we will do in this regard. In discussion with our architects we have identified a potential footpath development which could be undertaken to satisfy this condition. JW will meet with Hitrans to discuss.

• No part of the development shall be occupied until a Travel Plan specific to this development and targeted towards reducing the dependency on the use of the private car, with particular emphasis on single occupancy car trips, has been submitted to, and approved in writing by, the Planning Authority.

We have previous experience of providing a travel plan at Portree and, when construction commences we will tender for this work to be done.

• No development shall commence until details for the provision of public art, in accordance with the Council's Public Art Strategy - Supplementary Guidance has been submitted to, and approved in writing by, the Planning Authority.

I had previously spoken to Sue about this and she had thoughts on our art students being contracted to deliver something. We need to give this some thought now.

1.3 We are seeking a meeting with SFC’s new estates manager for an update on funding and the sale of Inverness Longman Campus. (SFC

3/4 93/109 have said they are currently seeking clarification on the position of the sale.)

2. AMCF (CONFIDENTIAL)

3. Mallaig (CONFIDENTIAL)

4. Portree

LSHA now have roads consent for their development adjacent to the College. This info has been passed to McIntyre & Co for action on a right of servitude.

LHSA contractors have been helpful moving containers for the college and will also scrape and level the car park.

5. Gairloch

Following protracted discussions we await a further draft lease from the museum solicitor.

6. Student accommodation, Fort William

There is no further update on this matter.

7. Broadford

There is no further update on student accommodation.

4/4 94/109 West Highland College UHI Cover Paper Committee paper Committee/Group Name Board no: Board 270420 02 Subject Health and Safety Report – Qtr 2 2019/20 Purpose of paper The report covers the various issues around health & safety including: • A summary of the recorded incidents since the last Board meeting • The RIDDOR Incident Rate graph per 12 month rolling period for work or course related injuries • Illustrations of work/course related incidents split by location, course activity and staff/student designation. • Updates on progress of Health and Safety initiatives being undertaken by the College

Summary of Recorded Incidents Since Last Meeting:

Appendix 1

Eleven incidents have been reported during the second quarter of the academic year. The majority of the incidents reported are cases where first aid has been administered or near misses. There was a single incident involving a member of staff who twisted her knee after kneeling. This is not the first time this individual has had such an injury.

4 x near miss 6 x first aid administered incidents 1 x medical incident

A very positive picture with a low level of incident occurrence

RIDDOR 12 Month Rolling Period Incident Graph:

Appendix 2 The RIDDOR incident graph shows a continued downward trend with only one RIDDOR reportable incident during the academic year. Certainly, we are seeing the benefit of robust systems and procedures however, we still need to be vigilant to maintain this positive position.

Illustrations of work/course related incidents:

Appendix 3 The graphs give clear detail with no worrying trends of increased levels of incidents across any location or course activity

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1/6 95/109 Updates

College Response to Novel Corona Virus: The College Business Continuity team has met twice since notification of the first confirmed case in Scotland and will continue to meet regularly responding to the most up to date advice and information. The College business continuity plan defines the procedures and processes the College will follow in response to the potential impact of COVID-19 on critical functions (business processes, assets and health and well-being) and reduce disruption of College academic activities. The team will ensure the College:- • Effectively communicates with staff, students and stakeholders all advice received from Health Protection Scotland • Implements effective plans across all functional areas of College business operations • Supports the health and well-being of the College community • Maintain a detailed record of critical information, decisions and plans (the above bullet points are by no means exhaustive)

Health and Safety Strategy: Work is continuing on the development of a Single Health and Safety Policy for UHI Academic Partners. Progress will be reported in the Health and Safety Committee meetings.

Workplace Driving MiDAS minibus assessments are continuing and a total of 30 members of staff have been assessed. Standard Met - 25 Standard Not Met - 5

Those who have not met the required standard will need to complete additional training prior to re-assessment

Health and Safety Audit Programme Claire Rizos of Clarity Safety Solutions and Jane Ollerenshaw are undertaking audits of our Learning Centres, Specialist Areas and Courses. The audits will comprise:- • observations of systems, process and documentation • first aid needs assessments • fire risk assessment The poor weather has impacted on the schedule but hopefully the Spring will bring improved weather for visits to our more remote centres.

Strategic linkage Describe the linkage: Tick all that apply: College duty under the Health and Safety at Work Act 1974 1. WHC strategic plan ☐ (HASAWA) to protect the health, safety and welfare of their employees and other people who might be affected by their 2. Excellence for All ☐ business.

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2/6 96/109 3. Other strategies ☐ 4. Risk management ☒ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications No Give details if yes Risk implications Yes Date paper prepared 04/03/2020 Date of meeting 27/04/2020 Author Jane Ollerenshaw Equality Impact Assessment No If no, explain why, if yes give details of impact assessment. For information ☒ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☐ Which other committees have been consulted? Consultation has been carried How else have you consulted? out with Staff ☒ Health and Safety Committee Students ☒ • Scheduled 6 weekly meeting UHI and Partners ☐ College Management Group External ☐ • Paper to be noted

Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

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3/6 97/109 APPENDIX 1

Incident Reports Qtr 2 – Academic Year 2019/20 Ref: Date Designation Learning Course Description and any action taken Classification HSE/UHI Centre Notified 1423 27/11/2019 Student Gairloch SLP Light not staying on long enough in new museum premises, causes Near Miss No distress for student – light has been attended to in accessible toilet but not main toilet area 1422 04/12/2019 Student Fort CHSC Student reacting to medication, heart palpitations, advised to attend A First Aid No William & E but student refused 1421 06/01/2020 Student Fort Fashion Student complained of splinter in hand, occurred outside of class at First Aid No William home but was causing pain when undertaking practical class 1419 15/01/2020 Student Gairloch SLP Door to accessible toilet not opening properly – same student as before Near Miss No (AL) - reported to museum staff to fix door 1420 15/01/2020 Student Gairloch SLP Door to accessible toilet not opening properly – reported to museum Near Miss No staff to fix door 1448 16/01/2020 Staff Portree N/A Commercial kitchen staff sustained bun to hand on hot plate. First aid First Aid No was administered. No absence from work 1449 23/01/2020 Student Fort Professional Student sustained burn to arm after contact with hot pot on stove. First First Aid No William Cookery aid was administered and student declined to go to A & E. They finished early to go home and then on to work in the evening. They called at A & E on their way to work and 1510 27/01/2020 Student Portree Art Student cut thumb with crafting wire. First aid was administered. No First Aid No further action 1466 04/02/2020 Staff Fort Staff member was filing items in the bottom drawer of a filing cabinet Medical No William and knelt down. As she rose she twisted her knee and had difficulty walking. She attended by a first aider and went to A & E and was fitted with a support. No absence from work 1509 25/02/2020 Student Portree Professional Whilst attending college on a taster day, a school pupil was squirted in First Aid No Cookery the eye with hand gel. No indication how this happened. A first aider attended and the eye was irrigated. No further action 1528 26/02/2020 Staff Fort Whilst sitting down the wheeled operators chair moved backwards and Near Miss No William the staff member nearly fell on the floor. Investigate different castors or floor mat in this location.

4/6 98/109 APPENDIX 2

Feb‐19 Mar‐19 Apr‐19RIDDOR May‐19 Incident Jun‐19 Rate Jul per‐19 1,000 Aug of‐19 Population Sep‐19 ‐ at Oct 29/02/2020‐19 Nov‐19 Dec‐19 Jan ‐20 Feb‐20 1.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.1

0.8

0.6

0.4

0.2

0 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20

5/6 99/109 Incident Graphs - as at 29th Feb 2020 - Academic Year 2019/20 Appendix 3

6/6 100/109 Audit Committee 05 March 2020, 16:30 to 19:00 FW and by VC

Attendees Board members

Present: Alan Sears (convenor), Deryck Nutley, Emma Lawson, Duncan Ferguson, Robert Kelly, Nigel Patterson Attending: Paula Lister, Lydia Rohmer, Claire Wylie (minutes) Meeting minutes

1. Apologies Fiona Grant

2. Declarations of interest There were no declarations.

3. Minutes of the meeting of the Audit Committee on 27 November 2019/Minutes of the joint meeting with F&GP on 27 November 2019 These minutes were approved (the joint meeting minutes still subject to F&GP committee approval).

Minutes_Audit Committee_271119.pdf Minutes_Joint Audit and F&GP Committees_271119.pdf

4. Matters Arising There were no matters arising.

5. Any Other Business Proposed UHI governance changes was discussed (see item 16 below)

6. Risk Register

6.1. Risk Register - Review Endorsement The Register was presented in a new format (devised by Deryck). There were no changes proposed to the current risks. Lydia suggested that two new risks be added: Coronovirus Lydia explained that business continuity planning at WHC and UHI level was in place, and an action tracker made available to all staff. With this mitigation in place, the risk diminished from amber to green. It was suggested that the word 'flu' be changed to coronovirus/covid-19. ERDF contracts The success of CRTR in being awarded these contracts was welcome. ERDF tended to be very stringent in its monitoring of these contracts, and thus the College needed to be equally robust in how it managed them in order to avoid any difficulties or financial clawback at the end. Again, an amber risk rating was reduced to green with the introduction of appropriate governance processes.

These changes were endorsed.

1/4 101/109 Audit Committee_050320_09_ Risk Register Review.pdf

6.2. Risk Approach Action Plan Endorsement Further to discussions at the Risk Training Day in October and the last Audit Committee, Lydia had drawn up a list of actions, with proposed next steps and review dates. An early discussion on these would take place with the new auditors and further discussed at the next Audit Committee.

The action plan was endorsed.

Audit Committee_050320_10_ Risk Approach Action Plan.pdf

7. CONFIDENTIAL Internal Audit Outstanding Actions 1819 Information The outstanding actions were presented to the Committee by Paula who drew attention to the increased completion and partial completion of the items. She mentioned the following in particular: 16/17 H&S: the SHE software for recording health & safety incidents was not perfect but would remain in use for another year. 16/17 Procurement: Paula advised that a government/APUC audit had just been held and appeared to have gone well. Regarding the audit items, she believed that most procurement would go through PECOS by June of this year. 17/18 GDPR 6 item regarding privacy notices was now complete. 17/18 KPIs 1 item regarding a suite of HR KPIs; Paula was anticipating that appropriate data could be pulled from the Cascade software used by HR, subject to further training of staff on its use. 18/19 Performance Management 4 regarding the signing off of the paper templates; as explained before, this recommendation was not accepted by the College and Audit Committee members were happy that the recommendation is now taken off the action tracker.

Audit Committee_050320_08_ Internal Audit Outstanding Actions.pdf

8. Procurement of external auditors (verbal update) Information Paula told the members that the tender for this (prepared collaboratively between Argyll College, SMO and WHC) was now out, with returns expected by 16 March, and an award date of 30 March. The new auditors would start 1 May 2020.

9. External Effectiveness Review Discussion A second external review of Board effectiveness was due to be carried out before December 2020. It was necessary to acquire at least three quotes for this work. Claire presented two options, from CDN and Thinking Board, and advised that she was seeking a further two quotes from Henderson Loggie and On-Board.All would be presented to the Board at the end of the month, and it would be asked to make a decision on which option to select.

Audit Committee_050320_02_ External Evaluation Options.pdf

10. Board Development Plan Discussion Members discussed the development plan in some detail. (2) Finance training. It was agreed that this should be offered to all board members and that an appropriate opportunity was likely to be an hour before a board meeting. It should become an annual event so that members can be updated on key elements. (4) Value for Money. The original plan had been to discuss this alongside the new Procurement policy but as that had been approved out of committee, it was agreed that a sensible way forward would be to include it as part of the financial training referred to above. (5) Annual strategy review. This was now in the diary for the current session and next session, but was no longer seen as an appropriate opportunity to meet and discuss shared experiences with Argyll College board members; it was agreed that the best way forward would be to hold a stand-alone half day event to discuss common issues. (8) STEM curriculum. This would be further discussed prior to the June Board meeting, with the intention of either the new project director or existing staff delivering a presentation on this.

Audit Committee_050320_01_ Board Development Plan.pdf

11. OSCR return Endorsement Paula presented the draft return, saying that it had proved straightforward to complete.

2/4 102/109 Subject to confirming the answer to one of the questions, the return was endorsed.

Audit Committee_050320_07_ OSCR return.pdf

12. Policies for review: delay to Data Protection Decision A short further delay to a review of this policy was agreed by members.

Audit Committee_050320_06_ Data Protection delayt.pdf

13. Complaints Report Information Received. The response of the College to the concerns raised by students was seen as thorough by committee members.

Audit Committee_050320_03_ Complaints.pdf

14. GDPR Incident Report Information Received. Email was noted as route through which most data escaped, and efforts were being made to continually reduce this.

Audit Committee_050320_04_ GDPR Incident Report.pdf

15. FoI Report Information Received.

Audit Committee_050320_05_ FoI Report.pdf

16. Any Other Business

16.1. UHI governance (proposed changes) The formal response of WHC to the proposed changes had gone forward to UHI by the due date. As members were aware, John Kemp had responded to the College's submission. There was a general feeling amongst the committee that the response didn't entirely address the WHC points, and members still considered that the exercise was unduly rushed. A question was raised about whether WHC was too concerned about the proposed changes which might, in fact, impact very little on its business, although it was difficult to know at this stage exactly what the implications might be. Members believed that a one hour session prior to the next Board meeting to discuss this subject, and inviting input from John Kemp, Andy Rogers and Michael Foxley, would be worthwhile.

17. Date of next meeting Monday 8 June 2020

3/4 103/109 4/4 104/109 West Highland College UHI Cover Paper Committee paper no Committee/Group Name Board Board_270420_03 Subject Membership update Members are asked to note the following resignations from the Board: Hayley Lewis, independent member, on 7 January 2020. Christine Mackay, independent member, on 13 February 2020. Purpose of paper Katie Wrigglesworth, as student rep, on 20 February 2020.

Recruitment for the two independent members has been undertaken, and there is one candidate awaiting interview.

Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☐ 2. Excellence for All ☐ 3. Other strategies ☐ 4. Risk management ☐ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications No Give details about resource implications Give details if yes Risk implications No Further explain risk implications Date paper prepared 17/03/2020 Date of meeting 27/04/2020 Author Claire Wylie Equality Impact Assessment Choose an item. If no, explain why, if yes attach the EIA. (EIA) Click or tap here to enter text. For information ☒ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☐ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ Students ☐ . UHI and Partners ☐

External ☐ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

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1/2 105/109 * If a paper should not be included within “open” business, please highlight below the reason. Its disclosure would substantially prejudice a programme of research ☐ Its disclosure would substantially prejudice the commercial interests of any person or ☐ organisation Its disclosure would substantially prejudice the effective conduct of public affairs ☐ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. Click or tap here to enter text. 2. A condition is required ☐ 2. Click or tap here to enter text.

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2/2 106/109 West Highland College UHI Cover Paper Committee paper no Committee/Group Name Board Board_270420_04 Subject Committee membership and roles Members of the Board are invited to approve a revised list of Committee members. Members are further asked to approve the appointment of Duncan Ferguson as a senior independent member on a temporary basis. We are required by the Code of Good Governance to have a Purpose of paper senior independent member in place. The appointments of senior independent member and vice-chairs, and a further revision of committee membership, should be re- considered once new members are in place.

Strategic linkage Describe the linkage: Tick all that apply: Click to enter text. 1. WHC strategic plan ☐ 2. Excellence for All ☐ 3. Other strategies ☐ 4. Risk management ☐ 5. New opportunity/change ☐ Content sensitivity Normal Resource implications No Give details about resource implications Give details if yes Risk implications No Further explain risk implications Date paper prepared 22/04/2020 Date of meeting 27/04/2020 Author Claire Wylie Equality Impact Assessment Choose an item. If no, explain why, if yes attach the EIA. (EIA) Click or tap here to enter text. For information ☐ Action requested For discussion ☐ (tick those that apply) For endorsing ☐ For decision ☒ Consultation has been carried Which other committees have been consulted? out with How else have you consulted? Staff ☐ Students ☐ Derek Lewis, Duncan Ferguson UHI and Partners ☐

External ☐ Status Non-confidential Freedom of Information Can this paper be included in Yes open business?*

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1/3 107/109 * If a paper should not be included within “open” business, please highlight below the reason. Its disclosure would substantially prejudice a programme of research ☐ Its disclosure would substantially prejudice the commercial interests of any person or ☐ organisation Its disclosure would substantially prejudice the effective conduct of public affairs ☐ Its disclosure would constitute a breach of the Data Protection Act ☐ Its disclosure would constitute a breach of confidence actionable in court ☐ Other (please give further details) ☐ For how long should a paper be withheld? Describe 1. Length of time needed ☐ 1. Click or tap here to enter text. 2. A condition is required ☐ 2. Click or tap here to enter text.

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2/3 108/109 WEST HIGHLAND COLLEGE UHI

Chair: Vice‐chairs: Derek Lewis Christine Mackay Duncan Ferguson

Senior independent member: Health and Safety champion: Hayley Lewis Robert Kelly Duncan Ferguson

Membership of Board committees (April 2020)

Audit (6, Q3) Estates Project Group (4 from FGP*, Q3) Alan Sears (convenor) Duncan Ferguson John Hutchison (convenor) Robert Kelly Derek Lewis* Deryck Nutley Hayley Lewis Emma Lawson Ross Lynn* Christine Mackay Christine Mackay Nigel Patterson Lisa McAndrew* Vacancy x 1 Nigel Patterson Lydia Rohmer* Attending: Principal, Depute Vacancies Principal, Director of Finance & Estates (specific manager), Director Attending: Director of Finance & of Academic Affairs, Jason Estates (specific manager) Thurlbeck, Gill Callaghan (TIAA)

Search & Nominations F&GP (5, Q3 (2 ind)) (6 including*, Q3)

Hayley Lewis John Hutchison Derek Lewis (convenor)* Ross Lynn(convenor) Duncan Ferguson John Hutchison Derek Lewis Charles McCrimmon* Lisa McAndrew Deryck Nutley Charles McCrimmon Katie WrigglesworthHISA rep* Lydia Rohmer Vacancy x 1

Katie Wrigglesworth HISA rep Attending: HR Manager (specific manager) Vacancy x 1

Performance Review & Remuneration Attending: Director of Finance & (6 including *, Q3) Estates (specific manager), Depute Principal Director of Academic Hayley Lewis (convenor)* Affairs Derek Lewis John Hutchison* Emma Lawson Ross Lynn* Nigel Patterson* Alan Sears Katie WrigglesworthHISA rep*

Attending: HR Manager (specific manager)

3/3 109/109