Glasgow School of Art GSA Board of Governors, 4 June 2018 Note: A tour of the Stow Building will take place prior to the meeting. Should they wish to participate, members are invited to meet at Reception in the Reid Building at 11.45 am. Lunch will be available, as usual, from 13:00 pm. Principal Seminar Room 1, Reid Building 4 June 2018 13:30 - 4 June 2018 16:00
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Overall Page 2 of 270 AGENDA
# Description Owner Time
1 PART A: Items for Discussion Members may indicate if they wish a discussion to be held on any items from Part B of the agenda
2 Introduction and Report from the Chair
2.1 Welcome/Apologies for Absence Welcome: Habib Motani and Harry Rich (new Lay Governors) and (Trade Union Representative, attending). Apologies: Ms Lesley Thomson Invitation to members to confirm that they have had sufficient time to scrutinise the papers.
2.2 Declarations of Interest
2.3 Draft Minutes of the Board Meeting of 19 March 2018 For approval
Paper 2.3 Draft Board of Governor Minutes 19 Marc... 9
2.4 Report from the Chair Paper for noting
Paper 2.4 Report from the Chair.pdf 17
3 Report from the Director
3.1 Director's Report Paper for noting (and approval where indicated)
Paper 3.1 Director's Report.pdf 21
3.2 GSA's 2018-2021 Strategic Plan Paper for discussion and approval
Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf 39 # Description Owner Time
3.3 GSA's 2018-2021 Strategic Plan Key Performance Indicators Paper for discussion and approval
Paper 3.3 GSA's 2018-2021 Strategic Plan Key Per... 57
3.4 Strategy and Risk Management Framework Paper for discussion and approval
Paper 3.4 Strategy and Risk Management Framew... 61
3.5 Institutional Risk Register Paper for discussion and noting
Paper 3.5 Institutional Risk Register.pdf 79
4 Report from the President of the Students' Association Paper for noting
Paper 4 Report from the President of the Students'... 83
5 Report from the Director of Finance and Resources Paper for noting (and approval where indicated)
Paper 5 Report from the Director of Finance and Re... 91
6 Report from Registrar and Secretary Paper for noting (and approval where indicated)
Paper 6 Registrar and Secretary's Report.pdf 137
7 Optional Oral Reports from Board Committee Chairs Chairs of Board Committees are invited to report any substantive items they wish to draw members' attention to.
8 Any Other Business
9 Standing Agenda Items At this, the final meeting of the Board of Governors in 2017/18, members are invited to reflect on the inclusion of standing agenda items and provide confirmation that these continue to have a clear purpose and justification
10 PART B Items in Part B will be taken as read and (where a recommendation is made) approved. Members may request that an item be moved from Part B to Part A.
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# Description Owner Time
11 Board Action Points For noting - Visit by Governors to Stow Building - Stow Contingency Plan (which is incorporated in the Director of Finance and Resources' Report) - Visit by Governors to Forres to be arranged.
12 Items Referred from the Director of Finance and Resources
12.1 Management Accounts to 31 March 2018 Paper for noting
Paper 12.1 Management Accounts to 31 March 201... 143
12.2 Occupational Health and Safety Committee, 20 February 2018 Paper for noting
Paper 12.2 Occupational Health and Safety Commit... 153
12.3 Approval of External Audit Services Appointment Paper for approval
Paper 12.3 Approval of External Audit Services.pdf 159
12.4 Approval of Internal Audit Services Appointment Paper for noting (approval granted by correspondence May 2018)
Paper 12.4 Approval of Internal Audit Services App... 161
12.5 Approval of Loan Funding Paper for noting (approval granted by Chair's Action in May 2018)
Paper 12.5 Approval of Loan Funding.pdf 163
13 Items Referred from the Registrar and Secretary
13.1 Nominations Committee: Recommendation to appoint Vice Chairs Paper for discussion and approval (Professor Nora Kearney and Ms Lesley Thomson will be invited to leave for discussion of this item)
Paper 13.1 Nominations Committee - Recommenda... 165 # Description Owner Time
13.2 Nominations Committee: Proposal to appoint Special Advisor to the Chair of Estates Committee Paper for discussion and approval (Mr Douglas Brown will be invited to leave for discussion of this item)
Paper 13.2 Nominations Committee - Proposal to A... 167
13.3 Scottish Charity Regulator: Interim Safeguarding Guidance - Keeping Vulnerable Beneficiaries Safe Paper for noting
Paper 13.3 OSCR Interim Safeguarding Guidance -... 169
13.4 Scottish Charity Regulator: Notifiable Events Update included in the Registrar and Secretary's Report (Paper 6)
14 Minutes and Reports from Board Committees and Academic Council For noting (and approval where indicated)
14.1 Academic Council, 7 March 2018 Paper 14.1 Academic Council Minutes 7 March 201... 185
14.2 Academic Council, 2 May 2018 Paper 14.2 Academic Council Minutes 2 May 2018... 193
14.3 Audit Committee, 23 April 2018 Paper 14.3 Audit Committee Minutes 23 April 2018... 201
14.4 Business Committee, 21 May 2018 Paper 14.4 Business Committee Minutes 21 May 2... 207
14.5 Estates Committee, 9 April 2018 Paper 14.5 Estates Committee Minutes 9 April 201... 213
14.6 Extraordinary Joint Business and Estates Committees meeting on Stow Summary Minutes, 21 May 2018 Paper 14.6 Business and Estates Committee meeti... 219
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14.7 Human Resources Committee, 17 April 2018 Includes two policy recommendations for approval relating to:
Redundancy Policy and Procedure Redeployment Policy and Procedure
Paper 14.7 Human Resource Committee Minutes 1... 223
14.8 Draft Investment Committee, 21 May 2018 Paper 14.8 Draft Investment Committee Minutes 2... 253
14.9 Museum and Archive Committee, 10 May 2018 Includes one policy recommendation for approval relating to:
Collections Development Policy
Paper 14.9 Museum and Archive Committee Minute... 257
15 Date of Meetings 2018/19 Monday 15 October 2018, 1.30 pm Monday 10 December 2018, 1.30 pm Friday 8 February 2019, All day (Board of Governor's away day followed by the annual dinner) Monday 11 March 2019, 1.30 pm Monday 3 June 2019, 1.30 pm
Overall Page 6 of 270 INDEX
Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf...... 9 Paper 2.4 Report from the Chair.pdf...... 17 Paper 3.1 Director's Report.pdf...... 21 Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf...... 39 Paper 3.3 GSA's 2018-2021 Strategic Plan Key Performance Indicators.pdf...... 57 Paper 3.4 Strategy and Risk Management Framework.pdf...... 61 Paper 3.5 Institutional Risk Register.pdf...... 79 Paper 4 Report from the President of the Students' Association.pdf...... 83 Paper 5 Report from the Director of Finance and Resources.pdf...... 91 Paper 6 Registrar and Secretary's Report.pdf...... 137 Paper 12.1 Management Accounts to 31 March 2018.pdf...... 143 Paper 12.2 Occupational Health and Safety Committee, 20 February 2018.pdf...... 153 Paper 12.3 Approval of External Audit Services.pdf...... 159 Paper 12.4 Approval of Internal Audit Services Appointment.pdf...... 161 Paper 12.5 Approval of Loan Funding.pdf...... 163 Paper 13.1 Nominations Committee - Recommendation to Appoint Vice Chairs...... 165 Paper 13.2 Nominations Committee - Proposal to Appoint a Special Advisor to t...... 167 Paper 13.3 OSCR Interim Safeguarding Guidance - Keeping Vulnerable Benefic...... 169 Paper 14.1 Academic Council Minutes 7 March 2018 - Confirmed by the Conve...... 185 Paper 14.2 Academic Council Minutes 2 May 2018 - Confirmed by the Conveno...... 193 Paper 14.3 Audit Committee Minutes 23 April 2018 - Confirmed by the Chair.pdf...... 201 Paper 14.4 Business Committee Minutes 21 May 2018 - Confirmed by the Chair...... 207 Paper 14.5 Estates Committee Minutes 9 April 2018 - Confirmed by the Chair.p...... 213 Paper 14.6 Business and Estates Committee meeting on Stow Summary Minute...... 219 Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by t...... 223 Paper 14.8 Draft Investment Committee Minutes 21 May 2018.pdf...... 253 Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed...... 257
Overall Page 7 of 270 Overall Page 8 of 270 To be confirmed by the Chair THE GLASGOW SCHOOL OF ART
BOARD OF GOVERNORS
Minutes: 19 March 2018
Present: Ms Muriel Gray Lay Governor (Chair)
Mr Douglas Brown Lay Governor Ms Polly Christie Staff Governor (Support Staff) Ms Laura Glennie President, Students’ Association Professor Tom Inns Director, GSA Professor Nora Kearney Lay Governor Mr Michael McAuley Lay Governor Dr Susie Mitchell Lay Governor Professor Ken Neil Deputy Director (Academic), GSA Ms Christa Reekie Lay Governor Professor Johnny Rodger Staff Governor (Academic Council) (items 1 – 7.1) Mr Ken Ross Lay Governor Sir Muir Russell Lay Governor (Vice-Chair) Mr James Sanderson Lay Governor Dr Sarah Smith Staff Governor (Academic Staff) Mr Andrew Sutherland Lay Governor Ms Lesley Thomson Lay Governor
Attending: Ms Lisa Davidson Assistant Secretary to the Board Mr Colin Langford External Consultant (item 6) Mr Alastair Milloy Director of Finance and Resources Trade Union Representative Dr Craig Williamson Registrar and Secretary
1. Welcome/Apologies for Absence
Apologies for absence were received from Mr Charles Beattie, and Professor Alison Yarrington. The Chair welcomed Mr Michael McAuley and Mr James Sanderson, new Lay Governors, to their first meeting of the Board. The Chair also welcomed , one of GSA’s Trade Union representatives. Members also confirmed that they had sufficient time to properly scrutinise the papers.
On behalf of the Board, the Vice Chair offered congratulations to the Chair on her award of a Fellowship of the Royal Society of Edinburgh.
2. Declarations of Interest
Andrew Sutherland declared professional relationships with Page/Park and Graven Images.
3. Minutes of the Board Meeting of 11 December 2017
The minutes of the meeting held on 11 December 2017 were approved (Paper 2.3).
4. Minutes of the Board Away-day of 5 February 2018
The minutes of the Board Away-day held on 5 February 2018 were approved (Paper 2.4).
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Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf Overall Page 9 of 270 To be confirmed by the Chair 5. Report from the Chair
The Chair drew attention to the following points also set out in Paper 2.5:
.1 Nominations Committee
Members were invited to note the report from the Nominations Committee on Part B of the agenda. The report set out the recommendations of the Committee and confirmed the new Lay Governor appointments made in February 2018.
.2 Annual Review of Director’s Performance
The Chair had undertaken the annual review of the Director of GSA’s performance and reported to the Board on this matter. As part of this process, Board members had been offered an opportunity to provide feedback and the Chair raised these comments in the course of the discussion with Professor Inns. The full report was lodged for the record with the Registrar and Secretary.
.3 Board Intermediary: Report
The Board Intermediary had led a discussion on the Chair’s performance at the Board’s Away-day on 5 February 2018. The report from this session was included as Appendix A of the Away-day minutes (Paper 2.4).
.4 Remuneration Committee
Members were invited to note the report from the Remuneration Committee on Part B of the agenda.
6. External Review of Governance/Board Effectiveness
The Board welcomed Mr Colin Langford, the external independent reviewer, who presented his summary report (Paper 3), noting that the full report had been circulated to the Board in December 2017.
Mr Langford provided an overview of the methodology of the review and highlighted that he had identified many instances of good practice both within the institution’s Reflective Analysis and in observations made through his attendance at Board and Board committee meetings. Mr Langford had been impressed by the quality of the Chairing of the meetings and the standard of the questioning from members. Mr Langford also emphasised the positive and open engagement of the Board members and GSA’s senior officers in the course of the review.
Mr Langford’s report concluded that governance arrangements were currently effective in GSA. The report made recommendations regarding where GSA could further strengthen governance arrangements, for example in its approach to the risk management framework and the associated risk register. GSA’s full response to the recommendations was set out in Paper 13.2 for the Board’s approval.
The Chair thanked Mr Langford for his comprehensive and valuable report and the constructive comment and recommendations provided therein.
7. Report from the Director
The Board noted the report from the Director (Paper 4.1).
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Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf Overall Page 10 of 270 To be confirmed by the Chair .1 GSA’s 2018-2021 Strategic Plan: What does Normal look like at GSA?
In the above presentation, the Director reflected on the previous strategic planning period (2015- 2018) and provided an overview of the developments currently being formulated as part of the 2018-2021 Strategic Planning process.
It was clear, from discussion with the Board, staff and students, that GSA would need to continue to adapt to changes in creative practices, the changing needs of the student body and changes in the HE landscape.
The following points arose in the course of the presentation:
• Plans for investment in new facilities to improve the student experience in 2018/19 were being reviewed through GSA’s Capital Bids process.
• There was a detailed discussion regarding the headlines from the inaugural Student Experience Survey which surveyed Levels 1 – 4 Undergraduate students and PGT students, including how GSA could better benchmark this activity (e.g. with external competitors). 500 students responded to the survey, and the data from the survey had been analysed and shared with the Executive Group, Schools and Programme Leaders. It was also discussed with students at the recent Director’s Forum.
• GSA was entering a critical time in terms of its Estate development, with Stow scheduled to come online in September 2018, and the restoration of the Mackintosh Building completing in March 2019. GSA would continue to focus on delivering these significant projects.
.2 GSA’s 2018-2021 Outcome Agreement
In line with the agenda, the Board approved the final draft of GSA’s 2018-2021 Outcome Agreement, as set out in Paper 4.3, subject to minor clarifications as requested by the Scottish Funding Council.
.3 Stow Name Proposal
The Board approved the proposal, set out in Paper 4.4, that the building on the former Glasgow Kelvin College site would officially be named the ‘Stow Building’.
.4 Risk Management Framework and Risk Register
As set out in the Director’s Report and referenced in item 6, the institution’s revised approach to risk management would develop in parallel GSA’s 2018-2021 Strategic Plan. Henceforth, a Risk Management Group would meet on a quarterly basis to review institutional risks, actions to mitigate risks and the tracking of risks. The Risk Management Group would include the Director and senior officers, together with one of the senior Internal Auditors, who would provide an external viewpoint.
Identified risks would be evaluated and strategies for mitigation suggested through the Institutional Risk Register, which would be updated quarterly. The Institutional Risk Register would be reviewed by the Executive Group, prior to submission for consideration and approval, first by GSA’s Audit Committee and subsequently as a Part A agenda item for the subsequent Board of Governors meeting.
The Board thanked the Director for his comprehensive report and presentation.
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Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf Overall Page 11 of 270 To be confirmed by the Chair 8. Report from the President of the Students’ Association
The President of the Students’ Association introduced her report (Paper 5), which drew attention to the breadth of activities undertaken in the first quarter of 2018. The following points were discussed:
.1 Degree Show Arrangements
In December 2017, GSA approached the Students’ Association with proposals to combine City Night (traditionally held on the Thursday night) and Friends and Family Night (on the Friday night). The revised format would concentrate activities into one day (Friday) and would include an Industry Event in the afternoon with the Family and Friends event taking place, as in previous years, in the evening.
At the meeting in December, the President of the Students’ Association expressed concern that this change would not be welcomed by the 2017/18 graduating undergraduate cohort, which arguably had been impacted most by the significant institutional change undertaken over the period. Concerns were also raised regarding the timing of the decision and that this had been made without appropriate consultation with students.
The Director acknowledged that there may be lessons to be learned in terms of the timing of the decision, and the subsequent delay in its communication to staff and students more widely, but also highlighted that the feedback from the Association had been taken on board and that GSA would be providing more support for other Degree Show related activities.
.2 GSASA Finances
The report reflected that in its first year of operating with the block grant from GSA, together with the bedding in of a new staff team, the first six months had been challenging.
The disruption caused by the snow in early March and GSA’s four-day closure had a significant financial impact on the Students’ Association. The report also expressed concern that, as a consequence of semesterisation, and subsequent earlier Degree Show, the summer period would be longer and the Students’ Association would therefore require to lower its projections for June.
9. Report from the Director of Finance and Resources
The Director of Finance and Resources introduced his report (Paper 6):
.1 GSA Finances
The Management Accounts to 31 December 2018 (Paper 12.1) set out that the forecast outturn for session 2017/18 was a relatively small operational deficit.
As part of the development of the 2018-2021 Strategic Plan, senior officers had focused on how GSA’s income and cost structures could be better framed to ensure that the institution continued to deliver against its aims.
The Scottish Funding Council had released their indicative allocations and GSA’s settlement would rise by 2.7%. This funding information would be considered in light of the emerging 2018-2021 Strategic Plan, and the 2018/19 budget would be submitted to the Business Committee in May and the Board in June 2018 for approval.
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Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf Overall Page 12 of 270 To be confirmed by the Chair .2 Mackintosh Building Restoration
The detailed Progress Report and Overall Project Cost Summary considered by the Business Committee in February 2018 were provided as an appendix to Paper 6.
The Director of Finance and Resources noted that, taking slippage into account, a completion date of 11 March 2019 was anticipated. The Director of Finance and Resources also confirmed that the project was forecast to complete on budget.
.3 Stow Building Redevelopment
The most recent cost report update confirmed that the project was on course to complete within its budget. The works on site were progressing well and the project remained on track for completion to allow for term-start in September 2018.
The Board agreed that a detailed contingency plan would be submitted to the June 2018 meeting, via the Estates Committee. This plan would clearly set out what measures would be in place, should the completion of the Stow Building and subsequent re-location of the School of Fine Art be delayed beyond the commencement of session 2018/19. [Action: Director of Finance and Resources]
The Board agreed that a visit to the Stow Building prior to the 4 June 2018 Board meeting would be helpful and the Director of Finance and Resources agreed to take this forward. [Action: Director of Finance and Resources]
10. Report from the Registrar and Secretary
The Registrar and Secretary introduced his report (Paper 7).
.1 Proposed Reappointment of the Chair of the Board
(The Chair of the Board, the Director of Finance and Resources and the Trade Union Representative left the meeting for discussion of this item. The Vice Chair convened section 10.1 of the meeting).
The Board considered the recommendation of the Nominations Committee regarding the continuation of the Chair of the Board of Governors (Paper 13.1), having considered the detailed paper provided by the Registrar and Secretary.
The Board approved the reappointment of the Chair from 1 December 2019 to 30 November 2022.
.2 External Review of Governance/Board Effectiveness: GSA’s Responses to Recommendations
The Board considered and approved GSA’s response to the recommendations contained within the External Review of Governance/Board Effectiveness (Paper 3) which were set out in Paper 13.2. The Board also noted the updated Board Conventions.
The actions to address the recommendations, as set out in Paper 13.2, would be taken forward by the Director of GSA, Director of Finance and Resources, Director of Strategy and Marketing, and the Registrar and Secretary, as appropriate. Progress against the recommendations would be monitored by the Registrar and Secretary, reporting to the Director of GSA and the Chair as appropriate. In line with the Scottish Code of Good HE Governance, GSA would publish both the summary report and GSA’s response to the recommendations therein.
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Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf Overall Page 13 of 270 To be confirmed by the Chair .3 Revised Scottish Code of Good HE Governance (2017)
The 2017 version of the above Code was published in October 2017 and it was highlighted that institutions must be compliant with this, subject to normal comply or explain conventions, by 1 August 2018.
The Board considered GSA’s mapping against the Code (set out in Paper 13.3) which was offered to the Board in full as the burden from compliance rests with the Board. Members recognised that the scale and scope of the work, both to date and pending, was considerable and thanked the Registrar and Secretary for his endeavours in this regard.
The Board approved the proposed approach to compliance set out in Annex 1, and as such the revisions to the Statement of Corporate Governance and summer work schedule set out.
Given the deadline for compliance and the timing of the Board meetings, the necessary work would be taken forward on the following basis. The Registrar and Secretary would seek approval of the suite of documentation from the Director of GSA prior to the 1 August deadline, and would thereafter submit this to the Board for endorsement or subsequent revision in October 2018.
.4 Higher Education Governance (Scotland) Act 2016
The Board noted that extensive preparatory work had been undertaken by the Registrar and Secretary to address the requirements of the above Act. In October 2018, the Board would be offered a detailed explanation of GSA’s proposed changes and should approval be granted, work would then be undertaken with the GSA’s solicitors, the Scottish Government and the Privy Council. Members noted that the work undertaken would lead to further changes to the Statement of Corporate Governance. Further, a suite of regulations to codify GSA’s process and rules to support its compliance with the Act would be developed.
.5 General Data Protection Regulation (GDPR)
The Board noted that a recent Internal Audit Report had concluded that the Internal Auditors had substantial assurance in the design of the GDPR Project Plan. While there was reassurance regarding the appropriateness of the Project Plan, in order to ensure compliance, GSA’s Schools and Professional Support areas, led by specific senior staff, would continue to focus on specific preparations in advance of the 25 May 2018 deadline.
.6 University of Glasgow-GSA Memorandum of Agreement
The review and rewrite of the legal agreement governing GSA’s relationship with the University of Glasgow had been an extensive exercise. Once the outstanding research-related agreements had been submitted the whole suite of agreements would be reviewed by GSA’s solicitors. Given that the research-related agreements had yet to be received by the Registrar and Secretary, it was now anticipated that the final documentation would be offered to October 2018 meeting of the Board.
.7 Investment Committee Proposal
The Board approved the proposal that the work of the current Investment Committee would be incorporated into that of the Business Committee after the 12 September 2018 meeting of the Investment Committee. The Statement of Corporate Governance would be revised accordingly.
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Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf Overall Page 14 of 270 To be confirmed by the Chair .8 Governor Obligations and Liabilities
Members would annually receive guidance and clarification from GSA’s solicitors regarding Governor obligations and liabilities at the October 2018 meeting of the Board or over the summer period.
.9 Register of Interest and Equality Monitoring
In preparation for the 2018/19 session, both of these exercises, in revised form, would be undertaken following the June 2018 meeting of the Board.
.10 Office of the Scottish Charity Regulator
The Assistant Secretary to the Board had completed and reported GSA’s OSCR return.
11. Optional Oral Reports from Board Committee Chairs
There were no oral reports from Board Committee Chairs.
12. Action Points
The Chair confirmed that there was still appetite for a Board visit to the Creative Campus in Forres. Once all the new Lay Governors were settled in post, this would be re-visited with a view to seeking consensus on when and how this could most usefully be taken forward.
13. Items Referred from the Director of Finance and Resources
.1 Management Accounts to 31 January 2018
The Board noted the Management Accounts to 31 January 2018 (Paper 12.1).
.2 Occupational Health and Safety Committee Minutes 12 December 2017
The Board noted the Occupational Health and Safety Committee minutes from the meeting of 12 December 2017 (Paper 12.2).
14. Items Referred from the Registrar and Secretary
.1 Proposal to reappoint the Chair of the Board
Please see item 10.1 above.
.2 GSA’s Response to the Five-Yearly Review of Governance Effectiveness
Please see item 10.2 above.
.3 GSA’s Alignment with the Scottish Code of Good HE Governance (2017)
Please see item 10.3 above.
.4 GSA Equality Outcomes 2017-2021: Outstanding Item
The Board approved GSA’s Equality Plan 2017-18 in October 2017, subject to receiving an outstanding plan for Equality Outcome 2 from the Director of Finance and Resources. This
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Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf Overall Page 15 of 270 To be confirmed by the Chair outstanding item was approved by GSA’s Executive Group in December 2017, and the Board endorsed this aspect of GSA’s overall Equality Plan 2017-18 as set out in Paper 13.4.
.5 Annual Report to the University of Glasgow Senate on 2016/17
The Board noted the Annual Report to the University of Glasgow Senate on 2016/17 (Paper 13.5) which was a fundamental part of GSA’s relationship with the University of Glasgow and core to GSA’s quality assurance processes.
.6 Dates of Board and Board Committees 2018/19 (update)
The Board noted the Board and Board Committee dates for session 2018/19 (Paper 13.6).
15. Minutes and Reports from Board Committees and Academic Council
The Board noted the minutes of the following meetings:
• Academic Council, 13 December 2017 (Paper 14.1) • Audit Committee, 19 February 2018 (Paper 14.2) • Business Committee, 19 February 2018(Paper 14.3) • Estates Committee, 22 January 2018 (Paper 14.4) • Museum and Archive Committee, 16 February 2018 (Paper 14.5) • Report from Nominations Committee, February 2018 (Paper 14.6) (and the Board approved the proposal that Professor Johnny Rodger would become a member of the Nominations Committee with immediate effect.) • Report from Remuneration Committee, February 2018 (Paper 14.7)
16. Date of Next Meeting
Monday 4 June 2018, 1.30 pm
Lisa Davidson Assistant Secretary to the Board 28 March 2018
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Paper 2.3 Draft Board of Governor Minutes 19 March 2018.pdf Overall Page 16 of 270
BOARD OF GOVERNORS: COVERSHEET
To: Board of Governors
Paper Author Muriel Gray, Chair of the Board of Governors (and designation):
Title of Paper: Chair’s Report
Summary of Paper: This paper draws members’ attention to updates regarding:
• New members of the Board • Nominations Committee: Proposal to appoint Vice Chairs • Douglas Brown • Chair’s Action taken since March 2018: Loan Funding • Board Approval granted since March 2018: o Approval of Internal Audit Services Appointment o Stow Project: Contingency Options
Resource Implications: None.
Equality Impact None. Assessment Implications:
Recommendation for Members are invited to note the report. action (approval, discussion, noting)
Paper 2.4 Report from the Chair.pdf Overall Page 17 of 270 The Glasgow School of Art
Board of Governors, 4 June 2018
Chair’s Report
.1 New Members of the Board
We are delighted to welcome Mr Habib Motani and Mr Harry Rich, new Lay Governors, to their first meeting of the Board.
Members are invited to note that, following further discussion, it has been agreed that Dr Kate Lampitt Adey’s first meeting of the Board will be in October 2018. Dr Lampitt Adey’s period of office, however, remains 1 June 2018 to 31 May 2021 and she has received the papers for this June meeting.
We also welcome , one of GSA’s Trade Union representatives, who will attend Board of Governor meetings, together with , until GSA's various compliance arrangements are fully in place regarding the Higher Education Governance (Scotland) Act 2016.
.2 Nomination Committee: Proposal to appoint Vice Chairs
Members are invited to consider the proposal from Nominations Committee regarding the appointment of Vice Chairs to the Board, as set out in Paper 13.1 on Part B of this meeting’s agenda.
.3 Douglas Brown
This is Douglas Brown’s final meeting as Lay Governor. Douglas has served with distinction since July 2009, and has been an active member, at one point or another, on many of GSA’s Board Committees including: Audit Committee, Business and Estates Committee, and Investment Committee. Latterly, he has also chaired Estates Committee.
On behalf of the Board we thank him very much for his valuable and considerable contribution to GSA over the past nine years, particularly with regard to input to the significant Estates projects, which have included the construction of the Reid Building, the restoration of the Mackintosh Building and redevelopment of the Stow site.
In order to retain Douglas’s considerable knowledge and experience at a critical junction in GSA’s estates development, a proposal regarding his appointment as Special Advisor to the Chair of Estates Committee is set out in Paper 13.2 on Part B of this meeting’s agenda.
The Annual Board of Governors’ Dinner will be held on Friday 8 February 2019 after the annual away- day. As ever, an invitation to attend will be extended to all Governors demitting office between January 2018 and December 2018.
Paper 2.4 Report from the Chair.pdf Overall Page 18 of 270 .4 Chair’s Action taken since March 2018: Loan Funding
In April 2018, GSA’s Director of Finance and Resources, exceptionally, sought Chair’s action to approve the loan facility, details of which are set out in Paper 12.5 on Part B of this meeting’s agenda. Following circulation of this paper to the Board, the majority of the Governors confirmed their support of this proposal and on this basis, I granted approval and confirmed that the Director of Finance and Resources may progress this matter with
.5 Board Approval granted since March 2018:
5.1 Approval of Internal Audit Services Appointment In April 2018, GSA’s Head of Procurement sought approval from the Board regarding the award of the contract for Internal Audit Services details of which are set out in Paper 12.4 on Part B of this meeting’s agenda. The majority of the Governors confirmed their approval of awarding the contract for Internal Audit Services to Henderson Loggie and on this basis, I granted approval and confirmed that the Head of Procurement may progress the signing of the contract.
5.2 Stow Project: Contingency Options
An extraordinary joint Business and Estates Committees meeting was held on 21 May 2018 to consider three contingency options, which had been developed as a result of the further delay to the completion of the Stow refurbishment. It was resolved that Option Three offered the best overall way forward, and approval was sought and granted – via correspondence owing to the timescales – from the Board of Governors. Details regarding the current position on Stow are set out in the Report from the Director of Finance and Resources.
Muriel Gray Chair of the Board of Governors June 2018
Paper 2.4 Report from the Chair.pdf Overall Page 19 of 270 Overall Page 20 of 270
BOARD OF GOVERNORS: COVERSHEET To: Board of Governors June 4th Meeting Paper Author Professor Tom Inns, Director, Glasgow School of Art Title of Paper: Director’s Report Summary of Paper The June 2018 Director’s report has 10 sections.
1. An overview of recent GSA Events, Activities and Staff/Student & institutional successes: This section provides a very brief overview of some of GSA’s creative activity since the last Director’s report. 2. Developments in the external landscape: There is so much changing in Scottish, UK & International Higher Education. This section reflects on developments and anticipates what the impact might be on GSA’s activities. 3. Student Experience: An overview of GSA’s professional practice activity. An update on other student experience review processes being undertaken at GSA including participation in ‘subject’ level TEF3, & ELIR4. 4. Organisational Development: A summary of recent staff changes and recent staff development activities. 5. Estates Development: A brief overview of progress on Stow Building refurbishment, Mackintosh Building restoration and GSA’s 2030 Estates Plan. 6. Research, Knowledge & Enterprise: A summary of recent research project successes, research mentoring and REF preparations. 7. Financial Sustainability: An update on SFC funding, new programme developments and an update on the Mackintosh Campus Appeal. 8. Risk Management at GSA: A description of progress with GSA’s new approach for identifying and reporting on Institutional risks. 9. Development Platforms – GSA’s Places & GSA’s Offer: A summary of the latest discussions exploring how GSA might develop in Glasgow, Highlands, Singapore, China and Internationally. 10. Update on forward planning 18-21: Finally, a note describing progress with GSA’s draft 18-21 Strategic Plan.
Resource Implications: None Equality Impact None Assessment Implications: Recommendation for For discussion and noting action
Paper 3.1 Director's Report.pdf Overall Page 21 of 270 Board of Governors JUNE 2018
Director’s Report: Prepared by Professor Tom Inns – 24 May 2018
The Director’s report has 10 sections:-
1. An overview of recent GSA events, activities and Staff/Student and institutional successes: This section provides a very brief overview of some of GSA’s creative activity since the last Director’s report.
2. Developments in the external landscape: There is so much changing in Scottish, UK and International Higher Education. This section reflects on developments and anticipates what the impact might be on GSA’s activities.
3. Student Experience: An overview of GSA’s professional practice activity. An update on other student experience review processes being undertaken at GSA including participation in ‘subject’ level TEF3 and ELIR4.
4. Organisational Development: A summary of recent staff changes and recent staff development activities.
5. Estates Development: A brief overview of progress on Stow Building refurbishment, Mackintosh Building restoration and GSA’s 2030 Estates Plan.
6. Research, Knowledge and Enterprise: A summary of recent research project successes, research mentoring and REF preparations.
7. Financial Sustainability: An update on SFC funding, new programme developments and an update on the Mackintosh Campus Appeal.
8. Risk Management at GSA: A description of progress with GSA’s new approach for identifying and reporting on Institutional risks.
9. Development Platforms – GSA’s Places and GSA’s Offer: A summary of the latest discussions exploring how GSA might develop in Glasgow, Highlands, Singapore, China and Internationally.
10. Update on forward planning 18-21: Finally, a note describing progress with GSA’s draft 18- 21 Strategic Plan.
Paper 3.1 Director's Report.pdf Overall Page 22 of 270 1. Overview of recent GSA events, activities and successes
Since the last Director’s report in March 2018, The Glasgow School of Art School has continued to deliver on a wide range of different activities.
The work of seventeen Glasgow School of Art Widening Participation students, two young people from the GSA Associate Student programme at Glasgow Clyde College and two current GSA 1st year students is being showcased in this year’s Glasgow International 2018 (GI 2018). The ‘Regenerators’, a large-scale installation at the old Gas Purifier Building in Dalmarnock, is a feature of the GI 2018 Director’s Programme and was made possible by funding from Event Scotland as part of Scotland’s Year of Young People.
In April, Professor Ken Neil travelled to China and took part in meetings and events associated with the visit of First Minister, Nicola Sturgeon to Shanghai. The heritage work of GSA’s SimVis with Historic and Environment Scotland was show cased at the FM’s ‘Scotland is Now’ Shanghai event. Ken attended the Chinese Academy of Art’s (CAA’s) 90th Birthday Celebrations in Hangzhou, spoke at the international conference ‘the future of the Art Academy and Automatic Society’, and developed GSA’s growing relationships with Tongji University and SAFA (Shanghai Academy of Fine Art). Both Barbara Ridley and Professor Alistair Payne visited these institutions as part of their recruitment visits to China in March and April.
On May 2nd Harriet Gould (from Sculpture & Environmental Art) was elected as the new GSA Student President. Harriet will take over from Laura Glennie on 1 August. Sgaire Wood was re- elected as Events Convenor for a second term of office.
On May 3, GSA organised and hosted ‘Places of Creative Production’, the first of three one-day symposia, attended by over 150 delegates, financially supported by the Arts & Humanities Research Council (AHRC), SFC and Creative Scotland. The event featured a keynote speech from Sir Peter Bazalgette, author of the UK Government’s 2017 Independent Review of the Creative Industries. There were then panel discussions exploring UK support structures for the creative economy, trajectories for creative talent from Scotland’s HE and FE sectors and the creative economy in the context of the ‘place’ agenda in Scotland. The next symposium, to be organised by Glasgow School of Art, will be in Dundee in November 2018, with the final symposium being held at GSA’s Forres campus in May 2019.
On May 8, Shirley-Anne Somerville, the Scottish Government Minister for Further Education, Higher Education and Science, visited GSA to announce £3.6 million of SFC (Scottish Funding Council) funding for the Museums, Galleries and Collections of Scottish Universities over the next 3 years. Ms Somerville met GSA student who has been working with the ‘Regenerators’ team as part of the GI 2018 project. She also visited the Mackintosh Building to see progress on the restoration work and hear about plans for the GSA’s archives and collections in the restored building. The SFC has awarded Glasgow School of Art £195k a year from this funding for the 18-21 period (the second highest award to any Scottish HEI).
On May 9, Professor Tom Inns made presentations and gave evidence to the Scottish Parliament Cross Party Group on Colleges and Universities discussion on the cultural impact of FE and HE in Scotland.
Paper 3.1 Director's Report.pdf Overall Page 23 of 270 At the end of May, over 130 young people, and 10 members of staff from Castlehead High School in Paisley visited Glasgow School of Art for an intensive set of architecture, design and fine art workshops, led by specialist staff from GSA’s Open Studio team. Workshops included cyanotype making, printmaking and bridge building. GSA staff are working in close partnership with Castlehead High School exploring how GSA’s approach to teaching and learning can be applied across all subjects to help raise attainment and improve pupil prospects.
Students and graduates from across GSA’s schools have been successful in recent competitions and awards:-
• Environmental Art alumna is to represent the UK at the 58th Venice Berlinale, one of the highest honours in the art world.
• MFA alumna has been nominated for the 2018 Turner Prize.
• , a third-year weave specialist at The Glasgow School of Art, has made the semi-finals of Redress, a major international Fashion competition. Hong Kong based Redress aims to reduce textile waste in the fashion industry and each year runs a competition for emerging fashion talent to help promote sustainable design. Other weave and embroidery students, and won awards at the 2017/2018 Bradford Textile Society Design Competition
• GSA graduates won a series of awards at the 2018 RSA New Contemporaries Awards. GSA’s 2017 Newbery medal winner, , won the RSA’s 2018 Architecture Prize. Fine Art graduates scooped 5 awards including the Fleming-Wyfold award which went to Painting and Printmaking graduate
• A unique creative partnership between The Glasgow School of Art (the GSA) and Shelter Scotland has created a logo and visual campaign for the housing and homelessness charity’s 50th anniversary year. The logo was chosen after 70 third and fourth-year Communication Design students submitted concepts for an internal competition which was judged by their tutors and members of Shelter Scotland. The winning logo design was created by The students also took part in competitions to design installations for two of the charity’s shop windows in Glasgow and Edinburgh plus a display to be used in the windows of the rest of its 37 shops across Scotland.
• The Innovation School’s ‘live’ projects with NHS24 and the RNLI are coming to a conclusion. Glasgow-based MDes Design Innovation students have been working with NHS24 to envisage the future shape of the service. Forres-based MDes Design Innovation students have been working with the RNLI to re-think how design can re-imagine behaviours around water to improve safety.
• Letters from some of the greatest artistic and literary figures of the late 19th and early 20th century have been discovered during the major digitisation and cataloguing of The Glasgow School of Art’s Archives and Collections. The discovery of correspondence from HG Wells, Rodin and William Morris was made by archivist who is currently working on papers relating to Directors of the GSA.
Paper 3.1 Director's Report.pdf Overall Page 24 of 270 • GSA Exhibitions have presented two exhibitions for Glasgow International 2018. As part of supported programme, Reid Gallery hosted a new solo commission of audio-visual and sculptural works by Glasgow-based Torsten Lauschmann entitled War of the Corners. Lauschmann graduated from Glasgow School of Art with a BA (HONS) in 1997. This exhibition was selected by Frieze magazine in their review of Glasgow International. As part of the Glasgow International's 2018 Across the City programme, a second exhibition, Pencil to Paper, features new work by GSA alumna and GSA SoFA lecturer Susanne Nørregård Nielsen. Her playful interdisciplinary work responds to Sophie Taeuber-Arp's (1889-1943) text 'Remarks on Instruction in Ornamental Design' (1922) to form the foundation for a series of drawings on paper.
• Glasgow School of Art has been working closely with Glasgow City Council on Glasgow’s bid for the new Channel 4 Head Quarters. In April, GSA wrote the FE/HE section within the Glasgow City Council bid proposal.
• Dr Sarah Smith from SoFA has been appointed to the REF2021 sub-panel for Art and Design: History Theory, Practice. This is a key appointment for the REF2021 exercise.
• Professor Alistair Payne, Head of SoFA, has been shortlisted for the John Moores 2018 Painting Prize 2018, the UK’s longest established painting award. An exhibition of all short- listed work is being held as part of the Liverpool 2018 Biennial.
• Professor Paul Chapman spoke for nearly 10 minutes on Simon Mayo’s BBC2 Drive Time show on 21 March, describing the Virtual Reality work and Immersive Systems work of the Glasgow School of Art. A clip from that interview is here: https://www.bbc.co.uk/programmes/p061w85v.
• Paul Chapman delivered the keynote at Glasgow University’s Learning and Teaching Conference on March 28 to over 400 delegates. Paul’s School of Simulation and Visualisation colleagues, , both gave presentations and demos at the conference.
• On Saturday 19 May, The Glasgow School of Art Choir performed their summer concert at Glasgow Royal Concert Hall’s New Auditorium to an audience of over 450. The concert featured the world première performance of “The Unspoken” by Scottish composer, Jay Capperauld, with lyrics by Scotland’s first Makar, Edwin Morgan (1920 – 2010).
• On May 22, Craig Laurie from the Mackintosh School of Architecture and Corrie Murphy from GSA’s Learning Resources joined Alan Horn and Professor Tom Inns at the Prince of Wales’s 70th Birthday Patronage Celebration at Buckingham Palace.
2. Developments in the HE landscape and potential impact for GSA
Developments in England and the UK: Since March 2018 there have been a number of developments in the UK landscape for Higher Education. GSA keeps informed of UK and English HE developments through its membership of key bodies such as Universities UK (UUK), CHEAD (Council for Higher Education in Art & Design) and the Creative Industries Federation (CIF).
Outlined below is a brief update:-
Paper 3.1 Director's Report.pdf Overall Page 25 of 270 Post-18 Education Funding Review (For England). Philip Auger has been appointed as Chair of the post-18 Education Funding Review (For England). On May 11, he gave an update to the Universities UK (UUK) Members’ meeting on progress with the review (which will report in the autumn). The review will determine funding policy for English HEIs. In time this will inevitably affect some aspects of the Scottish HE system and particularly institutions like The Glasgow School of Art who recruit a large number of English domiciled students. Key areas of focus for the review include:-
• Encouraging more effective collaboration between FE and HE in England. • Providing more targeted information to prospective students on the costs and benefits of Higher Education. • Providing value for money statements explaining how pricing decisions for undergraduate courses are arrived at • Piloting preferential loan repayments (for RUK students) for subjects that address national skills shortages.
Impact on GSA: Nearly 20% of GSA undergraduate students are from the rest of the UK (RUK), (mainly England). GSA needs to monitor emergent recommendations from the post-18 education review. Within England there is a growing focus on the value for money of Higher Education and the earning potential and future prospects of graduates. When further information from the Post-18 review is available this will be reported to the Board of Governors.
Office for Students. The Office Students was established on 1st April 2018 as the regulatory body for Higher Education in England. All Scottish HEIs are automatically registered with the Office for Students, whereas HEIs in England are required to fulfil a number of different reporting requirements before being allowed to register. Requirements include compulsory participation in the TEF (Teaching Excellence Framework).
Impact on GSA: Nearly 20% of GSA undergraduate students are from the rest of the UK (RUK) (mainly England). GSA needs to monitor emergent recommendations from the Office for Students. The office for Students will, over time, change the information HEIs have to publish. When further information is available this will be reported to the Board of Governors.
Launch of United Kingdom Research & Innovation (UKRI) Agency. On 1 April 2018 the newly formed UKRI was launched. A series of events have been held to support the launch. The Scottish launch event at Dynamic Earth featured healthcare innovation research work from Professor Alastair Macdonald from the GSA, School of Design. UKRI’s launch document, ‘Strategic Perspective: Building the UKRI Strategy’ outlines the aims of UKRI. The agency will distribute significant R&D funds across the UK.
Impact on GSA: GSA currently secures approx. £500k a year from UKRI awards, over the next three years GSA hopes to secure more funding from all of the research councils represented by the new UKRI. Many new research funding opportunities are being announced through the new UKRI, with funding associated with the UK Industrial Strategy being announced very quickly. GSA will be carefully positioning itself to take advantage of these new funding streams. Current examples include the ‘Glasgow Global City’ Creative Cluster proposal with the University of Glasgow and Innovate’s new ‘Audiences of the Future’ programme. (Sir Peter Bazalgette (board member of UKRI) visited Glasgow School of Art on 3 May). In November GSA will invite the Head of Innovate UK to speak at its second ‘Places of Creative Production’ event.
Paper 3.1 Director's Report.pdf Overall Page 26 of 270 Developments in Scotland. GSA keeps informed of Scottish HE developments through its membership of key bodies such as Universities Scotland (US), senior GSA staff sit on all the US Committees. GSA is also a member of many other Scottish arts and educational bodies and networks. Outlined below is a brief update on recent developments.
Scottish Commissioner for Fair Access (Professor Sir Peter Scott). Widening access and fair admissions to HE continue to be a priority for both the Scottish Government and the SFC. Professor Sir Peter Scott postponed his visit to GSA on 13 March. The meeting is being rearranged for the autumn.
BREXIT and the fee status of EU students in Scotland. In February 2018, the Scottish Government confirmed that it will continue to pay the fees for EU domiciled students applying to start at GSA in Sept 2019. Since this decision there has been no further updates on the fee position for 2020 and beyond.
Impact on GSA: GSA is looking very carefully at the impact of fee changes on the diversity of its student cohorts. As things stand BREXIT will occur during the GSA 18-21 planning period, the actions GSA needs to take to deal with BREXIT are detailed in GSA’s 18-21 Strategic Plan.
SFC Strategic Dialogue Meeting: Unfortunately, the Strategic Dialogue Meeting involving senior staff from SFC and SFC Board members, timetabled for Friday 27th April, had to be postponed . The meeting is being rearranged for the autumn. At the meeting GSA will present its 18-21 priorities, a number of actions for discussion with the SFC have been written into GSA’s 18-21 strategic plan. Key topics include: Funding GSA’s widening access work, additional funded places for GSA new UG & PGT programmes in Glasgow and the Highlands and funding for creative economy related activities at the Institution.
3. Student Experience
Professional Practice: In student experience surveys during 17/18, the need to provide students with new forms of professional practice support was identified as a priority. A number of new initiatives have been developed over the last three months (more will be announced during 2018/2019).
In March in Singapore, responding to feedback to local graduate employment surveys, the GSA staff team held a highly successful industry breakfast during Singapore Design Week building links between local employers and current students. 33 industry partners attended the event with presentations on the GSA-industry relationship. As part of the ongoing work on employability, staff ran workshops on interview techniques. During the summer of 2018 a series of internships with Singapore design agencies are being organised for students progressing between level 3 and level 4.
In Glasgow, GSA’s Employability team have developed a new initiative called ‘Enterprise Studio: Summer School’ which will run between 23 July and 10 August. This is a free, three-week long programme open to students and recent graduates from GSA, the Royal Conservatoire of Scotland (RCS) and University of the Arts London (UAL). The programme is designed to equip students with the digital, entrepreneurial, collaborative and practical skills that will support them in making the transition from student to professional, creative practitioner.
Paper 3.1 Director's Report.pdf Overall Page 27 of 270 The Enterprise Studio: Summer School provides students with:-
• Critical feedback from leading industry experts • Collaboration opportunities with peers from UAL and RCS • The opportunity to create a cross-disciplinary portfolio project • Engagement with cutting-edge digital tools • Development of practical skills for launching a business • An opportunity to gain a year of postgraduate Business Development Support
Glasgow School of Art has reformatted the 2018 Degree Show with a series of discipline-led Industry engagement events on the afternoon of Friday 1 June and a breakfast event with industry invitees on Tuesday 5 June.
GSA’s Marketing & Communications team has bought all of GSA’s London based degree show activity together under a Glasgow School of Art Degree Show London brand, with advertising in London. Key London dates are detailed below:
• Fashion Design: Graduate Fashion Week, Old Truman Brewery, 3–6 June 2018 • Communication Design: LCAF, Round Chapel, 19–22 June 2018 • Innovation: Candid Arts Trust, 21–23 June 2018 • Silvermithing & Jewellery: New Designers, Business Design Centre, 25–30 June 2018 • Textile Design: New Designers, Business Design Centre, 25–30 June 2018 • Interior Design: Free Range, Old Truman Brewery, 25–30 June 2018 • Interaction Design: New Designers, Business Design Centre, 3–8 July 2018
An industry breakfast event is also being planned for the GSA Singapore Degree Show on Thursday 21 June.
GSA Diversity Panel: Professor Ken Neil has established a Glasgow School of Art diversity panel to advise on issues such as unconscious bias and race equality development in Learning & Teaching at GSA. The panel at present includes Helen McCormack, Henry Rogers, Katie McKee, Thea Stevens and Ranjana Thapalyal. Aparajita Dutta, Head of International Affairs at the Royal Academy of Art in The Hague, is acting as an external advisor to the group and has recently been at Glasgow School of Art running workshops for staff and students. Aparajita who is undertaking a PhD examining ‘Intentional Internationalisation in Art & Design Higher Education’ has established ELIA's (European League of Institutes of the Arts) Internationalisation Platform, Initiators, in collaboration with Thomas Greenough from the Glasgow School of Art. This platform welcomes colleagues from ELIA member institutions who are involved in researching and implementing internationalisation at Higher Arts Education Institutions. Aparajita will reference GSA’s work in this area at the ELIA conference in Rotterdam in November. The diversity panel will organise further input from external specialists in 2018, and will inform School’s academic planning and development with insight and information on a range of diversity issues.
National Student Survey 2018 (For Final Year Undergraduate students): The 2017/2018 NSS response period closed at the end of April. GSA met the threshold response rate (the % needed by an HEI to take part in the exercise). GSA’s overall response rate was 73%. UK-wide results will be available at the beginning of August. The results will be communicated to the Board of Governors as soon as they are published.
Paper 3.1 Director's Report.pdf Overall Page 28 of 270 GSA Internal Student Experience Survey (for years 1 to 3 Undergraduate students): Building on the great response from students to GSA’s internal Student Experience Survey, GSA is launching Phase 2 of the survey for years 1 to 3 undergraduate students. The second phase looks to explore students' experiences of assessment and feedback, access to learning resources, the student voice and their overall experience of the course this year. The survey ran from Monday 30 April to Friday 11 of May. Collation of returns and detailed analysis of the free- text comments is being prepared for the Learning and Teaching Committee, but high-level insights are that students are more positive (than NSS 2017) in respect of ‘opportunities to provide feedback on my course’, ‘helpful comments on my work’ and ‘resources available through the library have supported my learning’. Students are less positive about, ‘timeliness of feedback’, ‘IT resources and facilities’ and ‘clarity of how feedback is acted upon’.
GSA Postgraduate Student Survey: GSA was subscribing to a postgraduate student survey called PTES, administered by the Higher Education Academy (HEA). The HEA has now been disbanded and GSA will be running its own internal version of this survey for 17/18. The internal GSA version of PTES will be available for the two-year Masters Programme for PGT students to complete in June 2018 and for Students completing the one year Masters in September 2018. Results from the June 2018 survey will be reported to the Board of Governors in early August alongside the NSS reporting for final year undergraduate students.
Enhancement Led Institutional Review 4 (ELIR4): In 2019, all of GSA’s Learning & Teaching activity is being reviewed through the ELIR process, this is an external review process led by the Quality Assurance Agency (QAA) for Scotland. All Scottish HEIs undertake the ELIR process every five years, for GSA this is the fourth ELIR. The GSA Learning & Teaching team is currently planning and holding the first briefing meetings with those involved in the production of two documents: (1) Advanced information Set (a range of evidence sent to the incoming review panel members that evidence all the work around teaching and learning since the last ELIR (in 2014) with an analysis of what they mean. (2) A Reflective Analysis that explores critically GSA’s engagement with, enhancement of, and aspirations for improving the student experience. The two external panel members GSA nominated for the ELIR4 have been confirmed as Professor Paula Crabtree, Vice Chancellor, Stockholm University of the Arts (International panel member) and Professor Oren Lieberman, from Salford University.
Teaching Excellence Framework (TEF3) (disciplinary teaching excellence): As reported in previous BoG reports, GSA has participated in the TEF (Disciplinary) Pilot (Year 1) assessment process. This is now at its midway point. Results will be released to the pilot participants in June. Lessons learned from the process are being fed back into improvements that GSA can make in its reporting for ELIR4. Engagement in the TEF disciplinary pilot year has provided GSA with access to employability benchmarking data for art & design and architecture. Early results indicate that graduates from MSA’s architecture programmes perform very well against their peers from other course in terms of employability rates and salary levels. Graduates from GSA’s art & design programmes perform at the median level for the UK Art & Design sector.
First Year Experience: The FYE project has now progressed through the approvals phase with all programme amendments having successfully progressed through GSA’s programme committees. Conditions of approval arising from this process are being completed. To aid the next stage of the project’s development, GSA is establishing a Curriculum Development Working Group representing the five Schools within GSA to lead and coordinate the complex business of designing the methods, content, and structures of delivery for the first-year curriculum from September 2019. This will occur at the same time as work will be undertaken by Marketing and Communications to communicate the project’s progress to students looking to join the GSA in the 2019/20 academic session.
Paper 3.1 Director's Report.pdf Overall Page 29 of 270 Periodic Review for the School of Fine Art: In March 2018, School of Fine Art successfully undertook the Periodic Review with three conditions, five recommendations and nine commendations. These are now being acted upon for the 2018/2019 academic year.
RIBA Validation of Mackintosh School of Architecture (MSA): MSA has begun preparation for its RIBA validation visit in October. The validation event includes a two day visit by a panel of academics, practitioners including lay and student members, and happens on a five year cycle.
ARB Professional Prescription for MSA: MSA is in the process of pursuing continued professional prescription through the ARB (Architects’ Registration Board). This should be in place for early autumn 2018.
Additional technical support for students: Following the temporary closure of the GSA buildings due to bad weather in March, the Technical Services team were able to offer additional opening hours for some facilities.
Investment in student experience for 18/19: Investments in new facilities to enhance the student experience in 2018/2019 have now been reviewed through the GSA Capital bids process. Investments will be made in furniture, expansion of digital equipment, upgrading of workshop equipment, enhancements to Margaret MacDonald House (GSA’s Hall of residence), enhancement of the Bourdon Building, pilot improvements to the Reid Building, equipment and facilities for new programmes. Significant additional resources are also being invested in the equipment and infrastructure required for both the Stow Building and Mackintosh Building.
4. Organisational Developments
New staff at GSA: The following staff have recently joined GSA (or have taken on new roles):-
• Kim McNeil has been appointed Technical Support Officer (Design) and will be taking on this role from September. • Temporary store technician, Conor Walker, has been appointed to increase the digital media suite store hours working towards degree shows. • Shona Noble joined the School of Simulation and Visualisation as a Research Assistant. • Louise Kerr joined the School of Fine Art as Administrative Officer. • Christopher Wallace was appointed as a Lecturer in Product Design Engineering, School of Design. • Two new members of staff joined the Finance team – Dawn Buchanan as Management Accountant and Gayle Lang as Finance Officer (Research). • Raymond Wilson assumed a new role as Network and Infrastructure Manager. • Sophie Conaghan-Sexon and Rudy Kanhye joined the Learning and Teaching team as Project Assistants. • Jonathan Baldwin has been appointed as Programme Director for GSA’s Design Innovation programmes within the School of Design. • Tom McDonnell has taken take up a new appointment as GSA’s Data Protection Officer. • Mark Teo, previously an adjunct Lecturer with Interior Design, has been appointed as a full- time Lecturer by SIT with effect from 26th March.
Paper 3.1 Director's Report.pdf Overall Page 30 of 270 During March and April 2018 Glasgow School of Art said goodbye to a number of valued staff:
The role of Glasgow School of Art Director of Estates will be advertised shortly following the announcement of the retirement of who will be leaving in October 2018. Recruitment consultants Perrett Laver have been engaged to help GSA in the search for the best possible candidate.
Staff development: A growing number of opportunities for staff development in specific aspects of GSA’s activity continue to be offered. Recent and upcoming training sessions and workshops include:
• GSA hosted the annual European Technical Heads Organisation learning conference for technical staff on April 9 and 10. This was an extremely successful event welcoming 50 technical staff from 20 institutions across the UK and Europe. Presentations and discussions were had around the role of technicians in pastoral support, planning for inclusivity, student and diversity in the workshops, engagement and wellbeing, and staff and diversity in the workshops. Tours of GSA’s facilities were well received by all delegates. • GSA’s Learning and Teaching Team is hosting an enhancement session open to all staff who teach and or support student learning exploring Evaluating the Student Learning Experience on 3 July 2018 • GSA’s Learning and Teaching Team is also offering a range of online CPD sessions available through the L&T Enhancement Hub including support students for whom English is their second language, assessment and feedback, and designing and delivering effective lectures. • UG Staff Ethics training is being offered to staff across the Schools in the week of the Undergraduate Degree Show (4-8 June). In parallel with the UG staff training, is running a trial with students from Product Design (Innovation School) and Interior Design (School of Design) to evaluate the ethics self-assessment forms and associated documentation. • The GSA Executive group completed a second day of training in April with the Leadership Foundation for Higher Education, focusing on the leadership of change in complex academic organisations. • An away-day open to all GSA staff is being held on Wednesday 13 June at the Grand Central Hotel. Over 150 staff are registered for the event. During the day GSA’s 18-21 Strategic Plan will be presented. Through workshop activities staff will identify collaborative projects that GSA can put in place during 18/19 to help achieve the goals set out in the plan.
5. Estates Developments
A full overview of project progress on both the Mackintosh Building Restoration and the Stow Building Refurbishment is provided in the Director of Finances & Resources report to the March BoG meeting.
Paper 3.1 Director's Report.pdf Overall Page 31 of 270 Stow College site refurbishment: Progress with the refurbishment of Stow College was discussed at 9 April Estates Committee and then again at Special Estates Committee on 21 May. Full details of both the cost and project deliberations of both these meetings will be reported in the Director of Finances and Resources report to the Board of Governors. The meeting on 21 May concluded that GSA should delay occupation of the Stow Building until April/May 2019 with a formal opening of the building for the 2019 degree show. This decision is now being reported to staff and students, detailed plans are now being developed for the move into Stow and the opening of the building which will now run in parallel with the opening of the Mackintosh Building in May 2019.
Mackintosh Building Restoration: The restoration of the Mackintosh Building is progressing well. There have been a number of unwelcome discoveries such as crumbling ceiling plaster work in the undamaged east wing, that have added to the scope of works. Over the summer many aspects of future operation of the Mackintosh Building will be determined through the Mackintosh Operations Group. More detailed plans will also be mapped out for the formal opening of the Mackintosh Building in May 2019. The opening will now need to be carefully choreographed in conjunction with plans for opening the Stow Building in 2019.
GSA 2030 Estates Plan: GSA has still to establish a formal group to undertake its 2030 Estates Planning, this will be established when a new Director of Estates has been appointed. Fiona Duggan who was appointed to undertake initial feasibility work for GSA has stayed in close contact with the Director and Director of Finance & Resources. Meanwhile GSA continues to engage in a series of discussions about estates developments in Glasgow and beyond.
; there is a lot that GSA can learn to inform future development of the Stow site from 2019 onwards. Visits are being undertaken to other Institutions to look at their estates. Professor Tom Inns visited Norwich University of the Arts to look at their city centre campus in May (of particular interest were NUA’s incubator facilities for graduates), recent visits have also been made to Manchester School of Art (where funding has been secured from the Local Enterprise Partnership (LEP) for a new Screen School).
6. Research & Knowledge Exchange
PHD Activity: Four GSA PhD students have been offered studentships by the Scottish Graduate School for Arts and Humanities (SGSAH), commencing in September 2018 – this is most SGSAH PhDs that GSA has ever been awarded in any year, and takes GSA’s total number of SGSAH- funded PhD students to eight. This year’s success can be attributed to a more rigorous review process that was introduced by Susannah Thompson, GSA’s Head of Doctoral Studies, to ensure that applications from GSA were of the highest possible standard.
GSA’s Internal Research Excellence Framework 2021 (REF) Preparations: GSA is now actively preparing for the REF 2021. A REF Planning Group is now in place. The internal REF audit is planned scheduled to take place in June 2018 to help GSA assess its progress towards its objectives for REF 2021. The internal audit will coincide with the anticipated publication of guidance on REF 2021 Codes of Practice. GSA’s Code of Practice will be produced in the second half of 2018, with final approval scheduled for spring 2019.
Paper 3.1 Director's Report.pdf Overall Page 32 of 270 Dr Sarah Smith appointed to REF 2021 sub-panel for Art and Design: Glasgow School of Art is delighted that Dr Sarah Smith from SoFA has been appointed to the REF2021 sub-panel for Art and Design: History Theory, Practice.
Update on research projects: • SimVis has been successful with a £1.9 million funding application to the EPSRC with the University of Strathclyde. The project is entitled ARTICULAR (ARtificial inTelligence for Integrated ICT-enabled pharmaceUticaL mAnufactuRing) and is related to using VR and AR for improving our understanding with pharmaceuticals. SimVis secures £470k from this 4- year project.
• The four-year long SFC and NES funded 3D Definitive Human Project at SimVis is now coming to a conclusion. Final refinements continue to be made to the model under the guidance of clinical anatomists from University of Glasgow. Selected animations from the Definitive Human project are being prepared for exhibition by the V&A Dundee from September 2018. Presentations of the Definitive Human are being made to senior company members of a major medical publisher.
• Prof Florian Urban from the Mackintosh School of Architecture is beginning a six-month research fellowship at the German Historical Institute in Warsaw researching the topic “Postmodern architecture in Poland”
• Prof Tim Sharpe was successful as a named CI in 2 Medical Research Council bids to UK Prevention Research Partnership (UKPRP) Network Award. These are INHALE – Improving Nutrition, Housing and Air quality for Lungs in Early life’ and Non-communicable disease (NCD) and the Indoor Environment.
• MEARU have been successful in in their bid to Gannochy Trust and Kingdom Housing Association undertaking a comparative Building Performance project on the Gannochy Trust new build and Kingdom HA Fraser Street. The project value is approximately £100k
• With colleagues from Politecnico Milano, KTH Stockholm, led by Prof Theirry Legrange and Prof Jo van der Berghe, KULeuven, Sally Stewart will act as chair for The (Act of) Drawing as Design (research) track as the Design Research Society Conference, Limerick 2018.
• MSA has hosted Fulbright Professor Laurel McSherry from Virginia Tech , where she is Associate Professor and Director for the Graduate Landscape Architecture Programme. Laurel’s research while in Glasgow centres round the work of IanMcHarg, Scottish landscape architect and writer on regional planning using natural systems.
7. Financial Sustainability
A full update on GSA’s financial position will be given in the Director of Finances and Resources report to the board. Outlined below are some general notes on SFC’s funding allocation for GSA for 18/19, student recruitment for 18/19, activities of the GSA Development Trust and information on reviews of the School of Simulation & Visualisation and GSA’s relationship with Glasgow School of Art Enterprises Ltd, that are being undertaken for the GSA BoG Business Committee.
Paper 3.1 Director's Report.pdf Overall Page 33 of 270 Scottish Funding Council (SFC) 19/20 Funding: Universities Scotland is preparing the case the funding settlement for Scottish Universities (US) for 18/19 (this will be submitted as evidence to the Scottish Government’s autumn 2018 spending review). In 16/17 financial year, 9 out of the 19 Universities operating in Scotland reported a financial deficit. US is working with all the HEIs in Scotland to clearly message the importance of increased investment in Scottish Higher Education.
SFC Museums, Galleries and Collections Grant: After lobbying by the Glasgow School of Art, SFC confirmed that (for the next 3 years) it would continue to allocate £198k per annum to GSA to support its custodianship of the Mackintosh collection.
GSA Development Fund Raising: The Development Team continues to deliver against the plan for the GSA Development Trust Mackintosh Campus Appeal (MCA). Recent successes with major gifts secured from Scottish individuals and the Cargill Trusts take the total raised this year to almost £2m. The trust’s application to the Foyle Foundation was not successful. This leaves £7m to raise to deliver the £80m total required.
The Development Team continues to make systematic approaches to UK Trusts and Foundations. The team continues to work with Trustees and Ambassadors to prioritise approaches to prospective supporters, Trusts, companies and individuals in the UK and overseas.
A public appeal is planned for late 2018 early 2019. Opportunities for fundraising in USA, Hong Kong and Japan are being actively explored with Trustees and connections.
The Development Team continues to deliver cultivation and solicitation events, including planning for the Degree Show Ambassadors Reception on 6 June, and a sponsor’s reception with Tilneys on 7 June.
In addition to the Mackintosh Campus Appeal, the team continues to build relationships with supporters to support the other strategic priorities of the GSA.
Applications have been submitted for major support towards scholarships. A strategic GSA approach is also currently being crafted for the triennial Leverhulme Arts Scholarship fund.
18/19 Student Recruitment: GSA continues to recruit to target for September 2018.
New programme development: Three new PGT programmes were reviewed and approved by the GSA Executive Group in May 2018. These will now progress through various stages of validation for delivery from September 2019. The programmes will make a significant contribution to PGT recruitment to GSA, broadening GSA’s academic offer to new groups of prospective students. The three programmes are:
• MLitt in Art, Society and Context (to be delivered by the School of Fine Art). This one-year PGT programme will support interdisciplinary fine art practice and writing with a curriculum exploring a wide range of contemporary cultural issues. The programme aims to recruit approximately 15 students per year
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• MDes Silversmithing & Jewellery (to be delivered by the School of Design). This two-year programmes builds on the success of the SoD’s other rapidly growing PGT programmes in Fashion & Textiles, Interior Design, Communication Design and Product Design Engineering. The programme aims to recruit approximately 10 students per year. • MLitt Design Intersections (final name still to be determined) (to be delivered by the School of Design). This one-year programme will provide a critical studies post-graduate programme in the design disciplines for the first time at Glasgow School of Art. The programme aims to recruit approximately 15-20 students per year.
GSA: Glasgow School of Art Enterprises Ltd: At its Board meeting on 24 May the GSAE Ltd Board will discuss a review of the relationship between Glasgow School of Art and Glasgow School of Art Enterprises Ltd. If approved, the review will make recommendations for any changes to the relationship in the September 2018.
‘Business’ review of the School of Simulation & Visualisation: The Business Committee requested a short report reviewing activities at the School of Simulation & Visualisation (formerly the Digital Design Studio, DDS). The report was presented on the 21 May. The Business Committee commended the progress the SoSimVis team had made in developing the SimVis academic area.
8. Risk Management at GSA
The newly configured GSA Risk Management Group met for the first time at the beginning of April to undertake a quarterly review of: institutional risks, actions to mitigate risks and the tracking of risks. The reformatted institutional risk register developed during this meeting will be discussed at the June Board of Governors meeting. The next quarterly review will take place in August 2018, for review at the October 2018 Board of Governors meeting. GSA’s new internal auditor’s team, Henderson Logie, will be invited to the August 2018 review session.
There are a number of key up-and-coming risks that will need to be added into the evolving risk register. In August 2018, the GSA Risk Management Group will need to consider risks associated with Cyber Security. GSA’s IT team is working on a number of projects and activities that will ensure compliance with new Cyber Security requirements and these were presented to the GSA Executive Group in May.
9. GSA’s Place-based development Platforms
GSA’s 18-21 Strategic Plan outlines five place-based development platforms for the Art School. Outlined below is a brief overview of recent developments associated with each location:-
Glasgow: In April 2018, the ‘Glasgow Global City’ Creative Industries Cluster bid was submitted to the AHRC. This £5million proposal, led by the University of Glasgow and co-developed with GSA, will be judged at the beginning of June with a funding announcement being made in early July. Other partners include UWS, RCS, Napier University and Glasgow Life. GSA also has a growing portfolio of collaborative projects with the University of Strathclyde. In addition to the recently awarded SimVis EPSRC funding, a number of other research projects and new programme opportunities are being developed with the School of Education at Strathclyde, many focused on GSA’s projects with Castlehead School in Paisley.
Paper 3.1 Director's Report.pdf Overall Page 35 of 270 Highlands: GSA continues to develop a series of innovation projects to support its research activities in Highlands from 2019 onwards.
There has been a sharp rise in applications for Design Innovation PGT programmes delivered in the Highlands for September 2018. GSA’s Open Studio team are planning to run a number of short course from the Forres campus during the summer of 2018. Discussions are also taking place with SRUC (the Scottish Rural University College) to identify innovation projects in rural sectors such as farming and with UHI (University of the Highlands and Islands) to explore shared programme opportunities in the Highlands and Islands.
Singapore: In Singapore, proposals are being developed for a ‘Design Future Summit’ and a programme of two-day short courses that will be run in November 2018. If approved in June 2018, this activity will be delivered in association with SIT LEARN (Singapore Institute of Technology), SIT’s CPD delivery brand. The summit and CPD style courses will be delivered by SoD, SoSimVis and the Innovation School, hopefully in association with Design Council Singapore and the British Council. At the beginning of June over 100 students from GSA’s Singapore campus will be in Glasgow for three weeks attending their Overseas Immersion Programme at Glasgow School of Art. GSA’s Singapore team hosted Fashion, Textiles, Product Design and Visual Communications Design students from the University of Technology Sydney. Elsewhere in South-East Asia, there are ongoing discussions with a number of institutions in Indonesia and Malaysia exploring future partnerships and collaborations.
China: In China, staff exchanges continue through GSA’s Erasmus + relationships. MSA staff spent time at CAFA in Beijing running workshops and exploring project collaboration in UG and PGT articulations. SimVis have been invited to run a conference track on heritage visualisation at Tsinghua University. SoFA is planning a major staff exhibition which will be held at LAFA in Shenyang in April 2019 and will then tour to 3 other art academies in China. GSA has received a series of visits from Chinese Institutions, HKDI (Hong Kong Design Institute) visited in April, a number of academies including the Chinese National Academy of Art (CNAA) will be visiting during the degree show. A number of new 1+1+1 PGT articulations have been signed with Chinese Institutions allowing Chinese PGT students to spend a year Glasgow studying on GSA’s 12 month PGT programmes. Thanks to the efforts of GSA’s Beijing office staff and the International Recruitment team in Glasgow, increasing numbers of high quality Chinese students apply to both UG and PGT programmes at GSA. Over the next 12 months GSA will be focusing on new forms of collaboration with its growing number of Chinese partners.
International: Internationally, GSA continues to build new partnerships, SimVis having been working closely with US-based staff from the Intel Corporation who continue to provide sponsorship and support to SimVis academic programmes and research. Steve Rigley visited India again in March to conclude workshops exploring the future of Design Education in India, supported by the British Council and the Indian Design Council. The Innovation School has been working closely with University of British Columbia, Canada and the KEDGE Business School, Bordeaux, exploring innovation approaches in food and drink systems. Sally Stewart from MSA has been in Japan building partnerships with Kyoto University. Staff from all GSA’s schools have been actively involved in presenting research and engaging in exhibitions in North America and Europe. GSA’s International recruitment teams have been attending recruitment events across the world, with academics supporting with focused visits to key institutions. Recent visits include an intensive set of institutional visits in India by from Interaction Design. A growing number of GSA staff are taking on international external examining roles, including Jimmy Stephen-Cran who has been working with the University of Sharjah, UAE.
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10. Glasgow School of Art’s 18-21 Strategic Plan
Following an extensive process of consultation and discussion, a draft 18-21 Strategic Plan for GSA has now been prepared. This will be discussed at the Board of Governors Meeting on 4 June. The draft document is not in its finished format. Following discussion and approval on 4 June, the Marketing and Communications team at GSA will work on the final layout and the document will then be published, in full, online in September 2018. An abridged, one-page, printed version will also be created at the same time. At the Board of Governors meeting GSA will also table the set of KPIs that will be used to track GSA’s performance against the plan and the BoG will also have an opportunity to explore a revised institutional risk register that has been produced in response to the plan.
The draft plan has been approved by the GSA Executive Group. The document has been put out to consultation with the GSA TU forum and has been discussed with Lead Student Reps. Following discussion at the 4 June Board of Governors meeting, the draft will be tabled at GSA’s Human Resources Committee on Tuesday 12 June. The plan will then be the main point of discussion at the GSA All Staff Away Day at the Grand Central Hotel on Wednesday 13th June.
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BOARD OF GOVERNORS: COVERSHEET To: Board of Governors June 4th Meeting Paper Author Professor Tom Inns, Director, Glasgow School of Art Title of Paper: GSA 18-21 Strategic Plan Summary of Paper Following an extensive process of consultation and discussion a draft 18-21 Strategic Plan for GSA has now been prepared. This is attached for discussion at the Board of Governors Meeting on 4 June. The draft document is not in its finished format. Following discussion and approval on 4 June the Marketing and Communications team at GSA will work on the final layout and the document will then be published, in full, online in September 2018. An abridged, one-page, printed version will also be created at the same time. At the Board of Governors meeting GSA will also table the set of KPIs that will be used to track GSA’s performance against the plan and the BoG will also have an opportunity to explore a revised institutional risk register that has been produced in response to the plan.
The draft plan has been approved by the GSA Executive Group. The document has been put out to consultation with the GSA TU forum and has been discussed with Lead Student Reps. Following discussion at the 4th June Board of Governors meeting the draft will be tabled at GSA’s Human Resources Committee on Tuesday 12th June. The plan will then be the main point of discussion at the GSA all-staff away-day at the Grand Central Hotel on Wednesday 13th June.
Resource Implications: None Equality Impact None Assessment Implications: Recommendation for For discussion and approval action
Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 39 of 270 The Glasgow School of Art Strategic Plan 2018-2021
Our Purpose Global leadership in creative education and research
Our shared values Disruption encouraging critical thinking and creative experimentation
Diversity in our students and staff, thought and outlook
Responsibility to our planet, each other and those we work with
Place our heritage, traditions and our relationship to the contemporary context
Collaboration with our students, colleagues and external partners
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 40 of 270 Director’s Introduction The Glasgow School of Art was founded in 1845 to promote creativity for the manufacturing industries of Glasgow. Over the last 175 years Glasgow School of Art has continued to promote the value of creative people and creative approaches, always adapting its education and research to the needs of a changing world.
Our students bring their creativity and ambition, which we nurture through our technically-supported, critically-informed, studio-based teaching. In all of our work, we stay connected to the contemporary, through our research, international outlook and our commitment to creative practice. The weaving of the ambitions of our students, learning through studio and connections to the contemporary, lies at the heart of The Glasgow School of Art’s approach to creative education.
As we think about the future we want to ensure our students receive the best education and are equipped for a changing world, that our staff are supported and that through collaborating with others, The Glasgow School of Art continues to contribute global leadership in creative education and research for the benefit of all.
To achieve this, we remain committed to being a focused, small, specialist and independent Institution as we know this will give us the agility needed to act in a rapidly changing world. We do, however, recognise the challenges of scale. Keeping abreast with changes in creative practice requires careful planning and financial investment. Equally, dealing with an increasingly complex higher education landscape requires nimble approaches to funding, working, regulation, compliance and governance.
Our 18-21 Strategic Plan will help navigate The Glasgow School of Art through the next three years. Central to everything we do, will be collaboration; this will enable us to continue delivering a high- quality educational experience, whilst demonstrating the value of new creative approaches to an ever-changing world.
Professor Tom Inns Director
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The baseline for our The 2018-2021 Plan builds on recent developments at the Plan Glasgow School of Art. Between 2015-2018 we delivered against the aims outlined in our 15-18 Strategic Plan whilst simultaneously responding to the challenges resulting from the 2014 Mackintosh Building fire. It is useful to reflect on these achievements before describing our goals and planned actions for the next three years.
• Between 15-18 our student community and its creative ambition has grown.
Over the last three years our student community has grown by 25% through widening access, new articulation routes and the launch of specialist new programmes.
Today we are more socially, economically and culturally diverse with one of the highest percentages of international students in the UK and a vibrant European student community. Through the work of our Open Studio and our approach to fair admissions, we have more students entering directly from Further Education and we have widened participation from under-represented sectors in Scotland.
We passionately believe that diversity drives creativity, so we welcome the growth and changes in our student body.
• During 15-18 the range of our studio-based teaching has developed significantly.
During 15-18 our academic footprint has moved beyond a sole focus on excellence in architecture, design and fine art education. Our expanded academic portfolio embraces immersive systems and artificial intelligence, digital interaction, design innovation, environmental sustainability and the role of the creative practitioner in co-creation.
Creative practices have always changed in response to developments in technology, shifts in society and an evolving economy. Our new disciplines maintain The Glasgow School of Art at the forefront of creative education.
• In 15-18 our connections to the contemporary continue to deepen.
Over the last three years our research has continued to build new understanding of material and visual culture, becoming
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 42 of 270 increasingly collaborative and interdisciplinary and developing new perspectives on past, present and future creative practice. New knowledge and insights have been widely disseminated through the creative work, books, publications, presentations and exhibitions produced by our researchers. As the world recognises the importance of creative thinking we have established new approaches to collaborative research, building on our expertise in creative disciplines. Working with researchers from other disciplines, who are keen to engage with our creative expertise, our researchers are working on a diverse range of projects including looking at the future of health care, access to heritage, healthy buildings, new modes of manufacturing, the challenges of ageing and new approaches to education.
We remain close to creative practice through the work of our staff, connections to our alumni and through the work of our specialist Technical Support, Exhibitions, Library, Archives and Enterprise teams.
• Between 15-18 we have intentionally extended our understanding of place-based creativity by establishing new hubs in the Highlands of Scotland, Singapore and China
As the world becomes more global in outlook, The Glasgow School of Art is carefully connecting itself to the creative agendas of different locations. Our Glasgow campus is located in a revived, post-industrial city that is driving its future growth through its creative economy and a focus on community empowerment. Our Highlands campus provides a rural-distributed context within which to explore creative practice. Our hubs in Singapore and China offer exposure to some of the fastest growing cities and rapidly evolving cultures in the world.
In parallel our long established international links, developed over many years through student exchange and academic partnership, in Europe, North America, Africa, Australia, Japan and India bring connections to a wide portfolio of other conditions for creativity.
As the world becomes more global in outlook The Glasgow School of Art is carefully connecting itself to the creative agendas of different locations.
• In 15-18 our estate has continued to be transformed
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 43 of 270 In Glasgow, we have committed over £80m of capital investment in the 2015-2018 period to enable restoration of the Mackintosh Building and the purchase and refurbishment of the Stow Building as a home for the School of Fine Art. We have also built a new Hall of Residence for our students and created new open-plan workspaces for our externally facing professional support departments. In the Highlands, working in collaboration with others, we have created an inspiring new campus for our Highlands and Islands activities.
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 44 of 270 Our Strategic Our 18-21 Plan is guided by our purpose and values. It is informed Approach by the key challenges and opportunities that we have collectively identified through a 12-month process of consultation and discussion.
The plan focuses on four areas of development and improvement and links to the supporting strategies being developed collaboratively across our Academic Schools and Professional Support departments. During 18-21 our priorities will be:
• Supporting the individual and collective educational experience of our students • Supporting the creativity and potential of our staff • Connecting to the contemporary • Ensuring we continue to thrive
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Focus on supporting the individual and collective educational experience of our students
Since 2015 our student community has grown and become more diverse, during 2018-2021 the ambitions and needs of our students will develop further. To ensure our graduates continue to be tomorrow’s creative leaders, we will focus on improving our understanding of their ambitions and ensuring our creative education meets their individual and collective needs.
Our goals: • To deliver high quality creative education, connected to the contemporary through our research, international outlook and creative practice. • To build a culture of entrepreneurship, innovation, risk-taking and ethical behaviour to support the career paths of our graduates • To engage with our students as co-curators of their educational experience through collaborative approaches to representation, feedback, enhancement and change • To promote simplicity in our academic and organisational systems and processes ensuring they are designed, transparent, student focused and collaborative
Our actions: Provide a high-quality First Year Experience in September 2019, we will launch a new year First Year Experience in which students are taught through their chosen disciplines with collaborative opportunities facilitated through the unique environment of the Mackintosh Building.
Offer an enhanced Postgraduate Taught portfolio, in September 2019 we will also launch the reformed credit structure for our PGT offer, ensuring stronger research-practice-teaching connectivity as well as wider cross-disciplinary opportunities.
Improve student representation We will continue to evolve our engagement, feedback, and communication with students as co- producers of their creative education allowing us to take a more collaborative approach to improving the student experience.
Digitise our learning environments We will continue to enhance our on-line learning and teaching, increasing digital access to curriculum and archives, collections and resources for learning. In
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 46 of 270 parallel we will continue to invest in digital fabrication and online connectivity for alumni and our networks.
Continue to be intentionally international We will ensure our students benefit from being part of an international community through the development of a more internationalised and inter- cultural curriculum, international experiences and opportunities.
Improve the understanding of The Glasgow School of Art’s distinctive educational offer. To manage expectations and provide greater clarity about the nature of Glasgow School of Art’s educational offer we will improve guidance on all aspects of Studying at The Glasgow School of Art.
Develop a sector-leading programme of professional practice underpinned with a GSA-wide Enterprise Framework. We will develop an embedded Enterprise Studio offer across the undergraduate, postgraduate and where appropriate our Open Studio curriculum. Enterprise Studio will include extra-curricular activity to support programmes, Summer Schools and an associated year-long programme of Enterprise Support integrated with Glasgow’s incubation eco-system, alumni, external networks and support organisations.
Connnecting into external review opportunities to enhance the Glasgow School of Art educational experience. The 2019 Enhancement Led Institutional Review (ELIR) of Glasgow School of Art will provide a useful framework from which to reflect on our educational approach and our Learning & Teaching Enhancement Strategy (2018-21). Continued engagement with the Quality Enhancement Framework (QEF) and the Quality Assurance Agency (QAA) Scotland ‘Evidence for Enhancement theme: Improving the Student Experience’ will help inform Glasgow School of Art’s educational development. Engagement with the Teaching Excellence Framework (TEF), and other external quality measures will provide Glasgow School of Art with important benchmarking data that will inform advances to Learning & Teaching quality.
Our performance: We will measure our progress and achievement through:
18-21 KPIs to be discussed at BoG Meeting on 4th June 2018
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 47 of 270 Focus on supporting the creativity and potential of our staff
Our academic and professional support staff are the creative producers of the educational experience of our students. Our staff ensure that we remain connected to the contemporary so that we can demonstrate global leadership in creative education and research.
Educational practices and the contemporary world will continue to change in the 18-21 period, we need to improve the way we support our staff to allow them to adapt to this changing world.
Our goals: • To cultivate a culture of professional learning, engaging all staff in accessible, quality staff development opportunities • To support staff in their work through improved internal communication, planning, systems, processes and information • To continually develop the diversity of our staff and foster a culture of equality
Our actions: Continue to improve staff development. We recognise that we need to give staff more support, both through improved induction processes and ongoing staff development activity. We will continue to help our colleagues to identify development opportunities and provide access to relevant training, mentorship and learning resources. We aim to engage all staff in accessible, high-quality staff development opportunities tuned to individual, departmental and institutional development needs.
We will use our data on staff diversity, equality, staff satisfaction, and staff well-being more effectively. This information will help guide and inform our policies and approaches.
We will embed more effective approaches to work planning within academic, academic support and professional support areas. These new approaches will support our staff navigating the complex and sometimes competing demands of teaching, research and professional support activities.
We will continue to improve the processes, systems and information-sets that are used by Glasgow School of Art. Building on existing work we will take a collaborative approach to reviewing and upgrading existing processes, systems and information-sets. Wherever practical we will seek to reduce repetition of tasks and promote sharing of common approaches.
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We will seek ways to improve internal communication, through better use of online information, more effective sharing of plans and timelines and greater sharing of best practices and by encouraging engaged discussion throughout Glasgow School of Art about the aims, opportunities and challenges facing the Institution as it moves forward.
Our performance: We will measure our progress and achievement through:
18-21 KPIs to be discussed at BoG Meeting on 4th June 2018
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 49 of 270 Focus on connecting to the contemporary
At the heart of Glasgow School of Art are our connections to contemporary creative practice, the creative industries, cultural organsiations, business, alumni, policy makers and society. It is through these connections that we ensure our teaching is relevant and future-proofed and that our research is of high quality and has impact.
We connect in many different ways; through our research, international links and place-based locations, through the creative practice of our staff, as creative educators, researchers and artists and designers and through the activities of our Exhibitions, Archives, Learning Resources, Alumni, Open Studio, Enterprise and Professional Support teams.
During 18-21 and beyond these connections will be more important than ever as the world and its need for creativity change and as Glasgow School of Art continues to develop its local, national and international profile.
Our goals: • To develop our socially, culturally and economically engaged research. • To become an internationally recognised leader in Interdisciplinary research informed by creativity • To continue to develop our academic footprint to support evolving learner interests, changes in creative practice and new modes of delivery. • To continue the development of our place-based agenda contributing to the development of the regions and countries where GSA operates. • To capitalize on the connections to the contemporary developed through our exhibitions, archives & collections, alumni, learning resources & Open Studio teams.
Our actions: We will continue to develop Glasgow School of Art’s academic footprint to support changing learner interests in creative practice. During the next three-year period, we will develop new academic programmes, including new undergraduate programmes in the School of Simulation and Visualisation, new postgraduate programmes associated with writing and critical studies and new postgraduate offers in creative disciplines such as Silversmithing & Jewellery and Interaction Design. We will also be developing new articulation routes into existing programmes through the work of our Open Studio team. Our academic development teams will also be exploring opportunities for new forms of academic delivery
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 50 of 270 through ‘mini- masters’ and new offers for our Open Studio portfolio. We will continue to seek long-term funded places from the Scottish Funding Council to support access to the our new programmes of study.
We will support our researchers to deliver a high-quality REF 2021 submission and will plan for future KEF reviews. We need to ensure our research is of the highest quality, the 2021 Research Excellence Framework (REF) process provides a useful focus to help organise Glasgow School of Art’s approach to research support and communicate its research themes and ambitions. By 2021 we will have submitted a high-quality REF 2021 submission that articulates the quality of The Glasgow School of Art’s research outputs, environment and impact, as well as the breadth of its research collaborations. As plans for a future Knowledge Exchange Framework (KEF) develop, we will ensure we are prepared to make a high quality submission.
We will develop leadership in creativity-led interdisciplinary research. Glasgow School of Art has a growing track-record in using creative approaches as a catalyst within collaborative interdisciplinary research. There is rapidly growing interest in both the UK and internationally in tacking complex interdisciplinary research challenges such as ageing populations, health and social care, climate change and place-based economic development. Working collaboratively with others, Glasgow School of Art will look to invest in and develop its expertise in this area of research.
We will develop Glasgow School of Art’s place-based creative agenda We will continue our work in Glasgow with our hubs in the Highlands, Singapore and China. Each place has its own characteristics and funding streams, we will ensure each hub contributes value locally and that each hub has financial viability and an intellectual contribution for the Art School.
In Glasgow, where The Glasgow School of Art is well-connected, we will seek to position the Art School more clearly within the city’s creative and economic eco-systems, to add value to the city, to provide further opportunities for our students and graduates and to ensure Glasgow School of Art benefits from investment in city infrastructure and support.
In the Highlands & Islands we will collaborate with Highlands and Islands Enterprise, Moray Council and continue our partnership with the University of Strathclyde in the Digital Health Institute. We will continue to seek long-term funded places from the Scottish Funding Council to attract and retain students and
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 51 of 270 graduates within the region. Through the Highlands campus we will seek to give the full-range of Glasgow School of Art’s disciplines an opportunity to explore creative practice in a rural- distributed environment.
In Singapore and South-East Asia, we will seek to capitalise on our growing reputation for the delivery of high quality programmes, working closely with the Singapore Institute of Technology other Singaporean Institutions the Singapore Government and its agencies, our alumni and business. We will look to develop new educational opportunities from our Singaporean base and develop new partnerships within the South-East Asia region.
In China, we will build on the work of Glasgow School of Art’s representative office securing teaching and research relationships with high quality partners and supporting the growing number of China-based Glasgow School of Art alumni. We will recruit high quality students to all Glasgow School of Art programmes, carefully ensuring diversity in student cohorts. Over the next three years we will be exploring opportunities for other forms of delivery and engagement in China.
Internationally, we will continue the work of Glasgow School of Art’s international team, focusing on developing high quality exchange and research opportunities for students and staff, the recruitment of high quality students and new articulation routes into Glasgow School of Art programmes in partnership with high quality Institutions.
Continue to weave - Learning Resources, Alumni, Open Studio, Development, Technical Support, Exhibitions and Enterprise expertise into The Glasgow School of Art’s offer. The Glasgow School of Art’s Technical Support, Library, Open Studio, Alumni, Development, Archives & Collections, Exhibitions and Enterprises teams have always proactively supported the teaching and research activities of staff and students. As the Glasgow School of Art consolidates its estate, develops its curriculum and develops its relationship with its students, new opportunities will arise for greater alignment of this expertise with its teaching, research and international activities.
Build better relationships with policy makers, businesses and the cultural sector. The 2018-2021 plan highlights the need for collaboration with many external stakeholders in other Institutions, Businesses and Government, both in Glasgow and also in Glasgow School of Art’s other place-based hubs. Over the
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 52 of 270 next three years Glasgow School of Art will develop more in-depth and integrated relationships with these key partners.
Communicate Glasgow School of Art’s connections to the contemporary more effectively As Glasgow School of Art evolves, the key messages that the Institution needs to communicate to different audiences will develop. The institution needs to develop a clear communication plan for the 18-21 period for communicating the evolving narrative of the Institution.
Our performance: We will measure our progress and achievement through:
18-21 KPIs to be discussed at BoG Meeting on 4th June 2018
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 53 of 270 Focus on ensuring we continue to thrive
Glasgow School of Art is committed to being highly focused, small, specialist and independent, to give us the agility needed to act in a rapidly changing world. We do, however, recognise the challenges of scale and the need to improve the way we operate. During 18-21 we will continue to plan our finances and infrastructure carefully and ensure compliance with all external requirements.
Our goals: • Continue the transformation of our Glasgow estate to support our academic ambitions • Ensure all parts of the GSA are contributing to the financial surplus needed for investment in our future and our ambitions • Ensure we fulfill all governance, quality and civic responsibilities.
Our actions: Achieve successful restoration and occupation of the Mackintosh Buildings By 2019 the Mackintosh Building will be restored and the new First Year Experience will be capitalizing on the opportunities the building provides for greater collaboration. Glasgow School of Art’s learning resources, exhibitions, enterprise and academic teams will be collaborating to communicate our history and contemporary educational approach to world-wide audiences. Glasgow School of Art’s Open Studio team will be developing a new programme of courses for delivery in the Mackintosh Building from the summer of 2020.
Achieve successful refurbishment and occupation of the Stow Building By 2019 the Stow Building will be refurbished and the School of Fine Art will be capitalizing on the opportunities the new building provides for greater collaboration between staff and students within its different discipline areas.
Development and initiate a 2030 Estates Plan By 2019 Glasgow School of Art will have developed a forward- looking master-plan for its Glasgow estate detailing the development & refurbishment and/or disposal of Glasgow School of Art buildings within the City balanced against the needs of staff and students. The plan will support more collaborative working within Glasgow School of Art. The plan will detail the funding streams that Glasgow School of Art will be able to access to support the upgrade of buildings.
Initiate a Creative Collaborative Hub By 2020, informed by the 2030 Estates Plan, Glasgow School of Art will develop proposals,
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 54 of 270 with Glasgow based stakeholders, for a Creative Collaborative Hub Building on the Stow site. This will support Glasgow School of Art new creative practices (the immersive, digital interaction, innovation design and the role of the creative practitioner in co- creation) facilities for digital production (Centre for Advanced Textiles and potentially new digital fabrication facilities) and incubation studios for Glasgow School of Art graduates from all discipline areas.
Conclude the Mackintosh Campus Appeal and launch a new campus appeal. By 2020 Glasgow School of Art will conclude its Mackintosh Campus Appeal raising funds for the Mackintosh Restoration and Stow Building refurbishment. A new campus appeal will then be developed to support Glasgow School of Art’s planned Creative Collaborative Hub and other campus development proposals.
Ensure adequate surplus for investment By 2021 Glasgow School of Art will have achieved an appropriate annual surplus to allow investment in enhancing the student experience, estates, facilities and staffing for new initiatives. Every part of our 18-21 plan has a connection to the financial performance of the Institution in one form or another. Fulfilment of the plan will help ensure Glasgow School of Art is more efficient and that all parts of the Institution make a contribution to the surplus needed for future investment. Glasgow School of Art will need to carefully monitor key performance indicators to ensure student population targets are delivered, opportunities for additional research & enterprise income are met and that the Glasgow School of Art cost-base is carefully managed.
Managing the challenges of anticipated fee changes for EU students A critical issue for Glasgow School of Art in the 18-21 period will be the impact of changes in fee status for EU domiciled students, potentially, from September 2020 onwards. This will have an impact on the number of EU-domiciled students choosing to study at Glasgow School of Art which will impact on our income and the cultural diversity of our student cohorts. The Scottish Government will make the decision on how funding that will no longer be allocated to EU-domiciled student fees will be used. Glasgow School of Art needs to set out clear suggestions on how this financial support might be used in the future; potentially to widen access to the Institution and provide new study opportunities for Scottish domiciled students at our Glasgow and Highlands & Islands campuses.
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Paper 3.2 GSA's 2018-2021 Strategic Plan.pdf Overall Page 55 of 270 Ensure Glasgow School of Art complies with all regulatory and governance requirements Glasgow School of Art will continue to comply with all regulatory requirements. Glasgow School of Art will carefully reflect on what it can learn from dealing with regulatory requirements and will develop new collaborative approaches to ensure compliance is achieved in the most effective and efficient ways possible.
Ensure Glasgow School of Art meets all educational quality standards. Glasgow School of Art will continue to fulfil all educational quality standards required of the Institution. This work will be undertaken through close collaboration with the University of Glasgow who will continue to act as Glasgow School of Art’s taught and research degree awarding partner and close collaborator throughout the period.
Our performance: We will measure our progress and achievement through:
18-21 KPIs to be discussed at BoG Meeting on 4th June 2018
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BOARD OF GOVERNORS: COVERSHEET To: Board of Governors June 4th Meeting Paper Author Professor Tom Inns, Director, Glasgow School of Art Title of Paper: GSA 18-21 Strategic Plan KPIs Summary of Paper The attached sheets detail Key Performance Indicators (KPIs) for each of the strategic themes outlined in GSA’s 18-21 Strategic Plan. The first sheet provides an explanation of each of the KPI measures, the second sheet gives a ‘high’ level overview of GSA’s performance for each of these measures over the next three-year period. Taken together this sheet is intended to act as a barometer of GSA’s development progress during the period.
The Board is invited to comment on the usefulness of the KPI measures that have been suggested and also comment on the targets that have been set for the 18-21 planning period.
Resource Implications: None Equality Impact None Assessment Implications: Recommendation for For discussion and approval action
Paper 3.3 GSA's 2018-2021 Strategic Plan Key Performance Indicators.pdf Overall Page 57 of 270 Key Performance Indicators (KPIs) GSA 2018 -2021 Planning Period Supporting the individual and collective educational experience of our students The 2018 - 2021 Planning Period
Measure 16/17 17/18 18/19 19/20 20/21 21/22 QS World Rankings 19 16 top 20 top 20 top 20 top 20 UG Student satisfaction (NSS) 79 71.5 73 79 84 85 UG Organisation and management (NSS) 59 52.6 59 63 72 75 UG Assessment and feedback (NSS) 63 63.3 64 69 72 74 UG Learning resources (NSS) 79 70.8 71 73 75 79 PGT Student Satisfaction (PTES) 71 75.0 77 78 79 80 Student Retention (HESA) Student non-Continuation (HESA) 95.5 95 95 95 95 95 Graduate Outcomes (DLHE) Employment or Further Education 93.3 93.2 92 93 93 94 Graduate Outcomes (DLHE) Highly skilled employment 67.9 69.8 69 70 71 72 Supporting the creativity and potential of our staff The 2018 - 2021 Planning Period
Measure 16/17 17/18 18/19 19/20 20/21 21/22 Staff Survey % Satisfaction (every 2 yrs) 87% 89% 92% Staff Development - Satisfaction 75% 80% 85% 90% Staff Development - Engagement (days per employee) 5 5 5 5 Career Review Completion 24% 42% 80% 100% 100% 100% Gender Pay Gap (every two years) 15.50% 14% 13% Staff Induction - Satisfaction 80% 90% 95% 98% Staff Induction - Engagement 100% 100% 100% 100% Staff Retention (labour turnover) 16% 5% 5% 5% 5% 5% Staff Sickness Absence (ave days lost per empl) 4.6 5.6 5 4.6 4.2 4 Connecting to the Contemporary The 2018 - 2021 Planning Period
Measure 16/17 17/18 18/19 19/20 20/21 21/22 REF Metric (Total number of Staff submitted) 77 85 REF Metric (FTE submitted) 52.8 58 REF Metric 3/4* Outputs 46.10% 55% REF Metric Environment 3/4* 100% 100% REF Metric Impact 3/4* 80% 100% Number of UKRI proposals awarded (as lead or partner) 14 15 16 16 20 R Income £000s (Funding from UKRI research councils) 421 500 650 700 750 800 R total income £000s (funding from UKRI & other sources [HIE, NES, etc) 3,863 3850 2600 2800 3000 3300 Ensuring GSA Thrives The 2018 - 2021 Planning Period % Increases over 3 years Measure 16/17 17/18 18/19 19/20 20/21 21/22 2018-2021 GSA Total Turnover (Excluding Singapore) 34336 35495 36133 36795 38000 7.2 % of Teaching Income from SFC (Scottish Domiciled & EU students) 54.50% 51.60% 49.60% 49.60% 49.60% 50% % of Total Research Income from SFC (REG & UIF Funding) 27.30% 32.10% 35.90% 35.90% 35.90% 35.20% GSA Total Surplus as a % of turnover -0.2% 0.3% 0.6% 0.9% >2% GSA Cashflow measure EBDITA 5.8% 6.0% 6.2% 6.4% >8% GSA % Expenditure on staffing 61.4% 62.3% 62.5% 62.6% <60.0%
Student population profile 16/17 17/18 18/19 19/20 20/21 21/22 UG Scottish Domiciled MD20 Students 60 65 65 65 UG Scottish Domiciled Articulation Students 80 82 84 84 UG Scottish & EU Domiciled (excluding MD20 & Articulation from 18/19) 1079 1069 932 873 867 868 UG rUK (Students from England, Wales & NI) 431 439 449 460 473 472 7.7 UG International 188 200 213 239 253 265 26.5 UG UK based (TOTAL) 1698 1708 1734 1719 1742 1754 2.0 UG Singapore Students (TOTAL) 220 200 200 200 200 200 0.0 PGT Home & EU 285 342 319 337 352 355 2.9 PGT International 195 230 270 306 322 330 40.0 PGT (TOTAL) 480 572 589 643 674 685 17.8 PGR Home & EU 34 29 30 30 30 31 3.4 PGR International 10 14 13 14 20 20 42.9 PGR (TOTAL) 44 43 43 44 50 51 16.3 TOTAL UK Students 2222 2323 2366 2406 2466 2490 6.2 TOTAL GSA Students 2442 2523 2566 2606 2666 2690 5.7
Paper 3.3 GSA's 2018-2021 Strategic Plan Key Performance Indicators.pdf Overall Page 58 of 270 Key Performance Indicators (KPIs) Supporting the individual and collective educational experience of our students
Measure Explanation Publish Date QS World Rankings QS World Rankings for Art & Design: Peer based 'Quality' & 'Employability' Metric Feb each Year UG Student satisfaction (NSS) 'overal' student satisfaction measure from the NSS Aug Each Year UG Organisation and management (NSS) Key measure from NSS used in TEF measurement Aug Each Year UG Assessment and feedback (NSS) Key measure from NSS used in TEF measurement Aug Each Year UG Learning resources (NSS) Key measure from NSS used in TEF measurement Aug Each Year PGT Student Satisfaction (PTES equivalent) 'overal' student satisfaction measure from the GSA's PGT survey Aug & Sep Each Year Student Retention (HESA) Student non-Continuation (HESA) % of students who progress from one year to the next Dec for previous year Graduate Outcomes (DLHE) Employment or Further Education % of students who are in employment or education 6 mths after Graduation June for previous Year Graduate Outcomes (DLHE) Highly skilled employment % of students who are in 'highly skilled' employment 6 mths after Graduation June for previous Year Supporting the creativity and potential of our staff
Measure Explanation Publish Date Staff Survey % Satisfaction (every 2 yrs) overal' staff satisfaction from GSA's internal staff survey Oct every 2 years Staff Development - Satisfaction overal' measure of staff satisfaction with GSA staff development Oct from 2019 Staff Development - Engagement (days per employee) No of days each member of staff has engaged in staff development Oct from 2019 Career Review Completion % of career review completed across GSA in the academic year Oct for previous year Gender Pay Gap (every two years) % pay gap between all female and all male staff at GSA Oct for previous year Staff Induction - Satisfaction overal satisfaction with GSA's induction process Oct from 2019 Staff Induction - Engagement % of new staff who have undertaken GSA's staff induction programme Oct from 2019 Staff Retention (labour turnover) % of total staff who leave GSA during the academic year Oct for previous year Staff Sickness Absence (ave days lost per empl) Average number of days taken as sick leave during the acdemic year Oct for previous year Connecting to the Contemporary
Measure Publish Date REF Metric (Total number of Staff submitted) Total number of staff (headcount) submitted to the REF exercise 2020 REF Metric (FTE submitted) Total FTE of staff submitted to the REF exercise 2020 REF Metric 3/4* Outputs % of total research outputs that are at of 3/4* quality 2021 REF Metric Environment 3/4* % measure of the quality of GSA's research environment 2021 REF Metric Impact 3/4* % measure of the impact of GSA's research 2021 Number of UKRI proposals awarded (as lead or partner) Number of succesful UKRI proposals submitted by GSA staff as either PI or CoI Dec for previous year R Income £000s (Funding from UKRI research councils) Total R income from UKRI awards (with FeC) This is the £ attributable to GSA) Dec for previous year R total income £000s (funding from UKRI & other sources [HIE, NES, etc) Total R income from all research and knowledge exchange grants and contracts Dec for previous year Ensuring GSA Thrives
Measure Publish Date GSA Total Turnover (Excluding Singapore) Total turnover of GSA excluding turnover associated with Singapore UG students Dec for previous year % of Teaching Income from SFC (Scottish Domiciled & EU students) % of GSA's total teaching income for all UG, PGT & PGR students from SFC funding Dec for previous year % of Total Research Income from SFC (REG & UIF Funding) % of GSA's total research income that is awarded by SFC (REG and UIF funding) Dec for previous year GSA Total Surplus as a % of turnover GSA's surplus as a % of turnover Dec for previous year GSA Cashflow measure EBDITA Operating Profit + Depreciation Expense + Amortization Expense Dec for previous year GSA % Expenditure on staffing % of GSA's turnover that is invested in staffing Dec for previous year
Student population profile UG Scottish Domiciled MD20 Students Total No UG of Scottish-domiciled students from MD20 postcodes (Target set by SFC) Dec for current year UG Scottish Domiciled Articulation Students Total No of UG Scottish-domiciled articulating from FE College (Target set by SFC) Dec for current year UG Scottish & EU Domiciled excluding MD20 and Articulation Total No of UG all Scottish domiciled and EU students (Target set by SFC) Dec for current year UG rUK (Students from England, Wales & NI) Total No of UG English, Welsh & NI domiciled students (Target set by GSA) Dec for current year UG International Total No of UG international domiciled students (Target set by GSA) Dec for current year UG UK based (TOTAL) Total No of UG students being taught in Glasgow and the Highlands Dec for current year UG Singapore Students (TOTAL) Total No of UG students on programme in Singapore (Target set by SIT) Dec for current year PGT Home & EU Total No of PGT UK and EU domiciled students Dec for current year PGT International Total No of PGT International domiciled students Dec for current year PGT (TOTAL) Total No of PGT students Dec for current year PGR Home & EU Total No of PGR (PhD) UK & EU domiciled Dec for current year PGR International Total No of PGR (PhD) international domiciled Dec for current year PGR (TOTAL) Total No of PGR students Dec for current year TOTAL UK Students Total No of UK based students Dec for current year TOTAL GSA Students Total No of all GSA students Dec for current year
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BOARD OF GOVERNORS: COVERSHEET To: Board of Governors
Paper Author Scott Parsons, Director of Strategy and Marketing (and designation): Title of Paper: Strategy and Risk Management Framework
Summary of Paper: Updated Risk Management Framework to incorporate our revised approach to managing – strategic risk, our risk appetite, the delivery of our strategic objectives and the monitoring of key performance indicators.
This Framework replaces the Risk Management Framework 2015 and is renames Strategy and Risk Management Framework.
The Framework will be finalised in due course with the GSA’s new KPI and Strategic Planning Group (linked to the new Strategic Plan 2018- 2021).
The Risk Management Group met on 4 April 2018 to set the revised Institutional Risk Register.
Resource Implications: None
Equality Impact None. This Framework provides oversight on performance of GSA’s Assessment delivery and management of strategy and risk. Individual strategies are Implications: subject to EIA and any implications addressed at that point.
Recommendation for Approval action (approval, discussion, noting)
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Strategy and Risk Management Framework - Our approach to managing:
Strategic Risk Our Risk Appetite The Delivery of our Strategic Objectives The Monitoring of Key Performance Indicators
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Table of Contents
Introduction 3 Risk 4 Approach 4 Risk Management Group 4 Risk Register 5 Risk Appetite and our Tolerance to Risk 8 Monitoring Delivery of our Strategic Plan 9 Key Performance Indicators 11 Appendices 12
Figures
1. Risk Management Structure 5 2. Risk vis-à-vis Issue 5 3. Circular methodology 6 4. Risk Score Matrix 7 5. Risk Action 7 6. Risk Appetite Framework 8 7. Strategy 2021 Core Themes 9
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Introduction
We have identified that our existing risk management processes and strategic plan monitoring need to be redesigned to ensure they are integrated to support the effective delivery of our Strategy 2018- 2021.
This document replaces the 2015 Risk Management Framework and 2015 Risk Appetite Statement.
As a small, specialist institution within the visual creative disciplines, delivery of the GSA’s strategic objectives, development platforms and key performance indicators requires a holistic and cross- school approach. Similarly, our approach to risk requires to be sufficiently cognisant of need to balance the identification and mitigation of risk while ensuring the culture and values of the GSA specifically creative enquiry, experimentation and disruption are maintained and allowed to thrive.
We recognise that risk is an omnipresent part of contemporary organisational life and as we work to deliver our strategic objectives and development platforms, we will manage a degree of risk either institutionally or at a local level.
The way in which we manage this is fundamental to the future success of the GSA. This framework establishes the processes the GSA follows to deliver and monitor the progress of its Strategic Plan, the risks associated to its delivery and our appetite for risk across our portfolio of work.
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Risk
Our Approach to Managing Risk
Responsibility for managing risks relating to the delivery of our strategic ambitions is achieved through the Risk Management Framework and the Risk Management Group. This is the overarching approach we have in place to identify, manage, mitigate and monitor external risk in relation to achieving our strategic objectives.
This provides an essential starting point to understanding and defining potential risks. This assessment should be iterative and is regularly reviewed, recognising that risk is not static and our assessment of it changes through our own mitigation or changes and developments within the external landscape.
Risk Management Group
The GSA Risk Management Group meets on a quarterly basis ( See appendix 1 for schedule) to review the Institutional risks, actions to mitigate risks and the tracking of risks.
Membership
The Risk Management Group comprises:
• Director • Deputy Director (Academic) • Deputy Director (Innovation) • Registrar & Secretary • Director Resources and Finances • Director Strategy and Marketing
A senior staff member from GSA’s (External) Internal Audit will attend each GSA Risk Management Group meeting to provide external guidance and advise on the scope of assurance for managing risk provided by GSA’s internal audit programme.
Remit
The Risk Management Group will review evolving risks external and internal impact. The Group will use their knowledge of changes in GSA’s external operating environment and knowledge of internal GSA developments to inform these meetings.
Risks will be reviewed against the objectives set in the GSA Strategic Plan 2018-2021:
• Student Experience • Financial Sustainability • Staff Experience • Messaging • Research & Knowledge • Development Platforms (Place, Offer • Estates Development and Systems)
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Risk Register
Risks will be described, evaluated and strategies for mitigation suggested through an Institutional Risk Register (see Appendix 2). This will be updated quarterly by the GSA Risk Management Group. The regularly updated Institutional Risk Register will be reviewed by the Executive Group, before being submitted for review and approval by the Audit Committee and subsequent Board of Governors meeting.
Board (Noting)
Audit Committee (Review and Approval)
Executive Group (Discuss, review and approval to Audit Committee)
Risk Management Group (identification, mitigation and mangement of risk)
Figure 1: Risk Management Structure
Definition of Risk
The GSA has adopted a standard vocabulary to ensure transparency and wide-spread understanding of our risk management process and framework. We define risk simply as:
Any uncertainty of outcome, positive opportunity or negative threat, of actions or events in
the delivery of objectives (HM Treasury 2004)
Risk is something that has an uncertain outcome compared to an Issue where there is no uncertainty and is managed through the GSA's normal working practices e.g. compliance, budgetary control, research governance, ethics or health and safety etc.. (See Appendix 3 for a glossary of terms).
Risk uncertainty Issue no uncertainty
Figure 2: Risk vis-à-vis Issue
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Identifying the Potential Risk
Identified risks (remembering that risk is something that has an uncertain outcome compared to an issue where there is no uncertainty and is managed through the GSA's normal working practices) are put into perspective through an assessment of the probability of each risk event happening and the impact it would have on the GSA’s strategic objectives should it occur. Assessing and categorising risk helps the Institution to prioritise and filter risks, identify whether further action is required and establish what action should be taken, by whom and the timeframe. Other factors that should be taken into account when considering risk include:
• Our organisational structure • External factors – legislation, regulation, strategic guidance (Scottish Government or SFC) • GSA external reputation • Previous performance
In identifying potential risks it is more important to capture the significant risks rather than attempting to be absolutely comprehensive. Risks that would, on assessment, have little effect on objectives, need not be included in the Risk Register. The aim is for our Risk Register to cover all potentially significant risks but is sufficiently concise, allowing us to focus resource in mitigating these risks.
There must be a clear line of management/accountability for each aspect of risk which is identified and processes through internal management control, to escalate the probability of occurrence or potential impact of the risk if identified.
Approach to Identification and Management of Risk
The approach to identification and management of risk is based on a simple circular methodology of identification, assessment, mitigation, implementation and monitoring:
IDENTIFY Identify and define the risks associated with the strategy or development platform
REGULARLY REASSESS ASSESS Reassess the risk and Undertake an assessment report movement, closure of the identified risk and or adaption of the risk map exposure and identify through quarterly meetings the triggers for action
MITIGATION MONITOR Consider and put in place Monitor the risk and apply controls and mitigations to the triggers for action address each risk
IMPLEMENT Apply the agreed controls and mitigations to the risk
Figure 3: Circular methodology
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Evaluation of Risks – Probability and Impact
The probability (of the risk happening) and impact (it would have on meeting objectives) for each risk must be scored in a consistent way using the following Risk Score Matrix (see Appendix 4 for definitions)
IMPACT Insignificant minor moderate Major Severe 1 2 3 4 5 5 Almost Certain 5 10 15 20 25 4 Very Likely 4 8 12 16 20 3 possible 3 6 9 12 15 2 unlikely 2 4 6 8 10
PROBABILITY 1 rare 1 2 3 4 5
Figure 4: Risk Score Matrix
It should be noted that scoring is not, nor intended to be, an exact science, but a tool to help in the assessment and prioritisation of risk and input from colleagues in identifying and scoring risks is advisable. For each risk scored we will have identified the Inherent Risk:
Inherent Risk the level of risk before controls or mitigations have been applied.
Scores should be recorded on the Risk Template (Appendix 2) which will rank risks above or below an established threshold (risks ranked above 12). Risks with inherent scores below the threshold will be tolerated and be subject to a less formal monitoring which will be expected to be undertaken locally by the relevant Executive Group lead and may be escalated to institutional risks. Risks above the threshold will be formally monitored. These risks require mitigating actions or controls to be put in place which are subject to regular review and reassessment by Risk Management Group.
Risks above the threshold must be mitigated through a practical and proportionate response:
Treat – we identify and implement an action or series of actions (controls or mitigating actions) that reduce either probability of the risk occurring or the severity of the impact were it to occur (or both)
Tolerate – we acknowledge that not all risk can be controlled and accept the risk and do not attempt to reduce it. Appropriate when the costs of control outweigh the potential benefits
Transfer – we seek to transfer the risk to a third party, e.g. through insurance. However we acknowledge that not all the risk can be transferred
Terminate – we identify and acknowledge the risk and eliminate it (or more likely combine it with other identified risk) e.g. by changing the objective or the approach being taken to achieve it, or by abandoning the objective entirely Figure 5: Risk Action Page | 7
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Risk Appetite and our Tolerance to Risk
Risk Appetite is designed to provide guidance to staff to ensure they have confidence in being innovative and ambitious or conservative and compliant, and know the parameters where it is necessary to refer to the Senior Management, the Executive Group, or Board (including Board Committees).
Overall responsibility for ensuring the School undertakes activities in line with its appetite for risk lies on a day-to-day basis with members of the GSA’s Executive Group.
Our appetite for risk will vary depending on the activity being undertaken. A balanced assessment of risks should be undertaken and for the GSA the primary risks factors which take priority over others (and therefore carry more weighting in any assessment) are:
• Student Experience • Brand and Reputation • Governance and Compliance • Finance • Heritage
Risk Appetite Framework
The GSA’s appetite for risk (as defined and set by the Board) is measured across the following metrics (listed in alphabetical order. See Appendix 5 for definitions):
Unacceptable to take risks Higher willingness to take risks Averse Minimalist Cautious Open High Brand and Reputation Change Initiatives Financial Governance and Compliance Heritage Internationalisation Knowledge Exchange Learning and Teaching Student Experience People Research Society, Civic and Environment
Figure 5: Risk Appetite Framework
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Monitoring Delivery of our Strategic Plan
Our Approach to Strategic Planning
The development of the GSA’s Strategy 2018-2021 has been an inclusive cross-GSA approach. The Strategic Plan can be found at www.gsa.ac.uk/Strategy2021.
Strategy 2021 a series of top-level ambitions over the next three years achieved by a series of delivery mechanisms through individual and inter-related strategies, e.g. Learning and Teaching Strategy, Research and Enterprise Strategy, Internationalisation Strategy, Student Enterprise and Employability Strategy, Estates Strategy, Development Strategy alongside short-life work streams and projects with two underpinning core themes:
CORE THEMES
Creativity in the Economy and CORE ACTIVTIES Society - locally, nationally and globally Staff Students DEVELOPMENT PLATFORMS Knowledge
Student Finances Employability Place Offer Systems Estates and Enterprise Messaging
Figure 6: Strategy 2021 Core Themes
Managing Strategy 2021 Performance and Delivery
Executive Group
The Executive Group (see Appendix 6 for membership) has overall responsibility for managing performance against institutional objectives and for the management and delivery of the strategies, development platforms, short-life work stream and projects.
The Executive Group will:
1. Review progress and overall performance as part of its regular calendar of meetings on a quarterly basis (see appendix 7 for schedule) including reports from Executive Group leads on key strategic priorities and development platforms
2. Consider and approve individual strategies and work-streams and projects and oversee progress and delivery Page | 9
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Senior Planning Group
The Senior Planning Group (see Appendix 8 for membership) comprises the Executive Group, Senior Academics, Academic Support Managers and Heads of Professional Services meets on a regular basis throughout the academic year to:
• Review and set student numbers for following academic year collectively and by individual school, in-line with strategic priorities and financial targets • Consider resource implications and actions related to increased student numbers specifically Learning Resources, Student Support, Technical Services and Estates • Plan academic staffing for future academic years • Consider academic developments including but not exclusively programme development, internationalisation, student enterprise and employability, linked to strategic ambitions
Annual reporting
A Strategic Plan Progress Report will be produced annually. This will be submitted to the Board in December for noting together with an update on Key Performance Indicators.
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Key Performance Indicators
For each Strategic Ambition the GSA has identified appropriate Key Performance Indicator(s) to monitor performance and progress.
These indicators related to published data through HESA and other Scottish or UK-wide higher education performance data and allow us to benchmark against sector performance. Due to data collection by HESA, reporting will be done in the following year (See schedule in Appendix 9). Other data for example financial data, student numbers are drawn from the GSA’s own Finance and Student Records Systems.
GSA’s Key Performance Indicators can be found in Appendix 10.
Monitoring KPI Performance
The Executive Group will monitor Key Performance Indicators, reviewing local and externally published data.
On-going monitoring and delivery is delegated to individuals across the Institutions and aligned to strategic and operational areas they are responsible for.
The Executive Group will:
1. Review financial performance and student number performance on monthly basis
2. Review progress and overall Key Performance Indicators as part of its regular calendar of meetings on a quarterly basis
3. Consider individual strategies, development platforms, work-streams and projects to manage progress and delivery, reviewing against the local performance indicator set
Annual reporting
A Key Performance Indicators report will be produced annually. This will be submitted to the Board in December for noting together with the Annual Report on the Strategic Plan.
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Appendices
Appendix 1 – Risk Management Schedule
Risk Register Update Updated Risk Register Updated Risk Register Updated Risk Register by GSA Risk Reviewed by Reviewed by Audit Reviewed by Board of Management Group Executive Group Committee Governors Early January First Week Feb Late Feb Early March Early April First Week May Late May Early June Early August First Week Sep Late Sep Early Oct Early October First Week Nov Late Nov Early Dec
Appendix 2 – Risk Register Format
Core Theme Risk Rank Risk P I Inherent Mitigating Actions Indicative P I Residual Description Risk Completion Risk Risk Score date Score Owner
International 1 Withdrawal 5 5 25 XXXX March 2019 5 3 15 XXX from EU
P – probability I – Impact
Appendix 3 – Risk Register Glossary of Terms
The GSA adopts a standard vocabulary to ensure transparency and wide-spread understanding of our strategic risk management process and framework.
Core Activities Our core activities to deliver against our thematic areas over the period of the Strategic Plan Core Themes Our overarching thematic areas of strategic development Development Key areas for future growth and development during the period of the Strategic Platforms Plan providing focus for our activities and involving cross-school working Framework Our detailed approach to identification, managing, monitoring and controlling strategic performance and risks across the Institution Inherent Risk The assessed risk before any control or mitigating actions Issue Is where there is no uncertainty and is managed through the GSA's normal working practices e.g. compliance, budgetary control, research governance, ethics or health and safety etc. and should not be conflated with Risk Mitigating action Any activity undertaken to improve the management of the risk and the likelihood that objectives will be achieved Mitigation The activities applied to reduce inherent risk through the application of controls or mitigating actions. Residual Risk The reassessed extent of the risk after the application of controls or mitigating actions Risk Something that has an uncertain outcome and which can be either positive i.e. an opportunity or negative i.e. a threat to delivery of our strategic aims or operational activity. Risk is defined as “any uncertainty of outcome, positive opportunity or negative threat, of actions or events in the delivery of objectives” (HM Treasury 2004) Page | 12
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Risk Appetite Defines across a number of measures the level of risk we are prepared to accept or tolerate to achieve our strategic aims and development platforms Risk Management The overarching activities and processes we have in place to manage and mitigate risk in relation to achieving our strategic objectives Risk Owner Has the responsibility for overseeing the identified risk and for developing risk management plans with controls and mitigating actions and monitoring and evaluating the effectiveness of same and reporting changes in risk to the Risk Management Group Risk Tolerance The highest point at which the level of risk we are prepared to accept becomes intolerable or unacceptable
Appendix4 – Risk Score Matrix Terms
Likelihood 5 Almost Certain 100% likely to happen 4 Very Likely 80% likely to happen 3 Possible 60% likely to happen 2 Unlikely 40% likely to happen 1 Rare 20% likely to happen
Impact 1 Insignificant no impact on reputation or performance 2 Minor unlikely to have permanent or significant effect on reputation or performance 3 Moderate negative outcomes having a significant impact but can be managed without major impact in the medium term 4 Major negative significant effect that will require major effort to manage and resolve in the medium term 5 Severe negative outcomes which if not resolved in the medium term will threaten viability of institution
Total Score Descriptor 0-5 Low level of risk, should not require much attention but should be reviewed at least annually 5-10 Medium level of risk, should be monitored and reviewed annually as a minimum, 6 monthly if necessary 10-15 High level of risk that should be constantly monitored and reviewed quarterly or 6 monthly. Possibly escalate to higher if required 15-20 Top level of risk, should be constantly monitored and reviewed monthly 20- 25 Top level of risk, should be constantly monitored and reviewed monthly
Appendix 5 – Risk Appetite Definitions
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Averse No appetite/No acceptance of risk Minimal Low levels of risk only/safe or prudent options/limited returns Cautious Accept low levels or moderate levels or risk. Prudent but ambitious Open Open to all options/actions/activities to achieve objectives even with higher levels of risk High Pursue original and creative options/activities to achieve objectives and accept substantial risk to achieve outcomes
Brand and Reputation Maintaining the GSA’s global brand position is critical to the School’s future success and we therefore have a low appetite for risk in the any of our activities that could negatively impact our brand and reputation and loss of confidence amongst our key stakeholders, staff, students and potential students. Change Initiatives Change is evitable and often unplanned. However, in many cases it is planned and necessary to ensure the GSA adapts to the external environment and achieves its objectives. How we manage change and our change processes should adopt best practice in project and change management. While we have a high appetite for change we have a low appetite to deviate from these sector standards. Financial The GSA aims to achieve annual operating surpluses greater than 5% to ensure our long-term financial viability and sustainable investment in our future and we have a minimal appetite for financial risk. We will set ambitious but achievable financial targets and manage our financial risk against the following minimum criteria:
• Average annual surplus over 3-year period of strategic plan greater than 5% • A staff costs as percentage of total income of less than TBC • Investment return target of TBC over 3-year period of strategic plan • Borrowing criteria • Liquidity Governance and The GSA has a low appetite for actions which breach our own Compliance governance requirements or those of our primarily stakeholders (for example University of Glasgow, Singapore Institute of Technology, Scottish Funding Council), compliance criteria of for example professional bodies (for example RIBA) and procurement thresholds or activities relating to bribery and fraud. Heritage We are custodians of one of the most important buildings in the UK, a number of other listed or significant buildings as part of its estates and one of the most extensive archives and collections of any higher education institution, part of which is recognised to be of national significance. The GSA takes its responsibilities to its built and cultural heritage seriously and has a minimal appetite for actions which could be physically detrimentally or have reputational impact. Internationalisation The GSA is a global institution with physical presence in Singapore and Beijing and over 75 European and international partners for student and staff exchange. We are committed to working internationally across our teaching and research and achieving global impact in our work. We have a high appetite for collaboration and building Page | 14
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international links and networks where they enhance the GSA reputation and ambition and a moderate appetite for further physical presence and investment in key markets. Knowledge Exchange Our ambition is to transform thinking by developing creative approaches with new audiences. Recognising this we have a high appetite for engaging in commercial activities which are consistent with our ambition and areas of expertise, a subject to appropriate internal scrutiny and measures to mitigate risk are established and applied. Learning and Teaching The GSA is a studio-based, practice-led institution. We have a low appetite to develop programmes of study wholly out with our studio- based culture and the visual creative disciplines but recognise the importance of creativity to new and existing discipline areas out with our traditional disciplines of art, design and architecture. Committed to transforming thinking through creative approaches with new audiences we have an open to high appetite for inter-disciplinary developments. People We are committed to building the capacity and capability of our staff and ensuring we have a supportive, rewarding and developmental culture and creating the right organisational and working environment in which our staff can contribute to and deliver against our strategic objectives. We place importance on academic freedom, equity and diversity, dignity and respect, career review and development and the health and safety of our staff, students and visitors. We have a low appetite for any deviation from these agreed policies. Research We value disruption, encouraging critical thinking and experimentation and transforming thinking by developing creative approaches with new audiences. Inherent within this we acknowledge and accept risk as we push the boundaries of knowledge and understanding and are comfortable in accepting this subject to appropriate authorisation of activities and mitigation where necessary. Societal, Civic and The GSA recognises the important role it plays and significant Environmental contribution it makes to Glasgow, Scotland and wider society. Equally we recognise our responsibilities to be an environmentally sustainable institution across all our activities. We have a moderate to open appetite for taking risk where this appropriate mitigation is in place. Student Experience Our student experience is grounded in a studio-based approach to research and teaching. The studio creates the environment for inter- disciplinarity, peer learning, critical inquiry, experimentation and prototyping. We have a low appetite to risk which impacts on our ability to provide this learning environment.
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Appendix 6 – Executive Group Membership
• Director • Deputy Director – Academic • Deputy Director – Innovation • Director of Finance and Resources • Registrar and Secretary • Director of Strategy and Marketing • Head of School of: o Architecture o Design o Fine Art o Innovation o Simulation and Visualisation • Head of Human Resources • Head of Research and Enterprise • Head of Learning and Teaching • Director of Development
Appendix 7 – Strategic Planning Review Schedule
Strategic Plan Progress monitoring Early January Early April Early August Early October
Appendix 8– Senior Planning Group
To be added
Appendix 9 – HESA Data Schedule
Annually February Widening Participation March Non continuation July Employment of Leavers July National Student Survey Every 4 Research Excellence Framework years
Appendix 10 – GSA Key Performance Indicators
To be added
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BOARD OF GOVERNORS: COVERSHEET To: Board of Governors June 4th Meeting Paper Author Professor Tom Inns, Director, Glasgow School of Art Title of Paper: GSA Institutional Risk Register
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Overall Page 82 of 270 May 2018: GSA Students’ Association
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A note from Laura:
Reporting to the Board of Governors at GSA has been an elaborate and affirming task as Student President. A challenge which I have faced while writing these papers has been in describing the work of The Art School in its capacity as a Limited company and a SCIO whilst juggling the reporting of crucial Student Voice work within the GSA. The entanglement of the two is hard to convey in meetings but is an important landscape for Governors to grasp, if they want to get to grips with the life of GSA students.
I believe that our Students’ Association balances the function of a charity and a business in groundbreaking ways. I have faith in the forms of expression, representation and socialisation we offer. At The Art School students have live, exciting opportunities to be makers - participants, curators, programmers in a professional and meaningful way. The Sabbatical team who underpin our approach to delivering all of this also have an incredible opportunity to direct such an enterprise. It is tough work but possibly the realest art school education one can perform.
In GSASA the SRC continues as a centre for GSA students’ self-organised representation. This manifests itself through project proposal forms, extra-curricular funding, programming ideas and societies activities. We will continue to grow, introducing stronger support and welfare through these autonomous committees as well as accept the work of new societies.
We note the work of all of our Societies - particularly the huge output this year of the newly founded GSA People of Colour society. We are grateful of the support of Block Grant for all of our Societies’ activities, as well as the subsidisation from our Business.
Things which still need to be considered in this area include: our membership on committees, support for our staff with disciplinary procedures, the impact on the late delivery of Stow to our business, the impact of semesterisation to our business and our changing staff base. We also have lots more to consider in the GSA/GSASA Relationship Agreement, not least adapting our paperwork on emerging topics such as GDPR.
Within GSA, the academic year of 17/18 has seen the overhaul of our student representation structure and the introduction of Lead Rep roles, co-produced by myself and Ken Neil. This was an important step to empower students to self-organise responses to the institution in an informed way, in close contact with staff. This was a clear requirement after 2016’s Student Protest, and a direct response to NSS feedback. We now see departments come together on a school basis and share cross-school issues in a much more coordinated way. Members of our SSCC’s and Boards of Studies have been thankful of this. It is been much clearer on what actions are being owned and are easier to act upon and which areas should be flagged quicker. At a recent Lead Rep away day where we reflected on the year from the perspective of all 5 schools, UG and PG, we gathered school-wide feedback.
Paper 4 Report from the President of the Students' Association.pdf Overall Page 84 of 270 Things which student representatives think that GSA could improve include: re-addressing our Counselling offer and managing communications on this, improving and streamlining Complaints handling (this is already in motion), streamlining information for students pre-arrival and the need to have clearer information on Degree Show.
I feel that in general for GSA to improve students confidence in the institutions response to Student Voice we could work more in partnership to create actions. Although more trust and commitment could be made with better, earlier, clearer and direct communication given on topics such as: changes for Degree Show, campus changes eg Stow, Semesterisation and the change over to Canvas. I believe the school are wholly committed to this. It is in everyone’s interest to be honest and consistent. Great things which have happened this year working in partnership with students includes the new satellite workshop in the Bourdon, the creation of a Student Facing IT Helpdesk and much more Employability & Enterprise opportunities.
Paper 4 Report from the President of the Students' Association.pdf Overall Page 85 of 270 Key Moments Student Representation, Key Moments Gender Neutral Toilets in GSASA
The Art School continue to work on creating and implementing a policy and infrastructure which allows us to become a Gender Neutral Toilet venue. This is in line with student and public feedback, and regular complications in our facilities which come from having gendered bathrooms. To do this we have been working closely with our security team from InHouse and Verene, a professional Nonviolent Communication (NVC) trainer and facilitator.
SSI Art School Visit
Strong connections continue to be fostered between Small Specialist Art School Student Associations and Unions. The UK SSI Art’s group which has been independently founded through students’ associations this year, recently met in The Art School to share views and to work as a support system for one another. It is hoped that this can be continued as it as seen as strength to compare similar institutions with similar challenges in the UK Climate.
TEF Feedback at Office for Students
As Student President I was recently invited to the Office for Students/Department for Education to give feedback on students’ involvement in subject-level TEF. I was able to share our unique points of view as Scotland’s only independent art school and it feels important to continue to campaign to be remembered in the TEF conversation.
‘Show A Degree Of…’ Directors Forum
Directors’ Forum is an opportunity for all students’ to join the GSASA in conversation with Tom Inns. As Tom was absent, our most recent Directors Forum was attended by Ken Neil and Scott Parsons, on his behalf.
Here we spoke face-to-face about the future of Degree Show and about the changes to this years' Undergraduate Degree Show. Feedback included students’ requests for GSA to be more transparent on the available budget as a result of changes to the UG Degree Show, GSA’s lack of suitable equipment for Degree Show (especially in our Media Suite), plus a request to re-evaluate SoFA’s grading process which is seen to be unequal - particularly in an uneven playing field of accessible equipment.
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Sabbatical Elections
We held our Sabbatical Elections in The Vic on May 1st. We're pleased to announce the results of a very well fought campaign. We'd like to congratulate all of the candidates for their hard work during the campaign period, as well as all of those who attended our speeches and supported the campaigns. The results of the election for Student President were: - Harriet Gould (Y4 SEA) – 209 votes - (Y2 MSA) – 199 votes - Re-open Ballot – 2 - Spoiled – 4 So we can confirm that Harriet Gould has been elected as the Student President. The results of the election for Events Convenor were: - – 336 votes - Re-open Ballot – 23 - Spoiled – 4 So we can confirm that has been re-elected Events Convenor this year.
Paper 4 Report from the President of the Students' Association.pdf Overall Page 87 of 270 Notable Events
Staying Out: 30 Years Since Section 28
An event to mark thirty years since legislation was passed that prohibited the ‘promotion’ of homosexuality in schools and other state funded organisations in the UK. What came to be known as ‘Section 28’ was later repealed. This event was co-produced by GSASA Events Convenor Sgaire Wood and our Student Engagement CoOrdinators and included a film screening and evening of talks and later a club night with a wide variation of DJs and performers, all marking this important moment in LGBT history. All profits from this event were donated to LGBT Unity Scotland.
Babaloose & Waste Paper Opera Company: ‘i’ The Opera
The Art School was home and co-funder (alongside Glasgow International) to ‘i’ the Opera. This contemporary opera was co-produced by the founded collective ‘Babaloose’ and the ‘Waste Paper Opera Company,’ from London. This larger-than-life production featured 3D animations by GSA alumni , upcycled costumes, a set design by GSA alumni , live electronic music, and the world’s first libretto generated by a computer network!
Race Rights & Sovereignty: ‘Invisible Hands of Racism: Structures of Anti-Blackness in our Liberal Society’ This lecture was part of the 'Race, Rights and Sovereignty' series, established as a partnership between GSASA and The GSA Public Lecture Series, which seeks to celebrate, challenge, inform and inspire the next generation of artists, designers and architects about race, and empower them to have a creative voice. Several events have taken place throughout the academic year.
This was a sold out talk of around 230 attendees. They heard from the co-founder and Director of Pidgin Perfect, a innovative Creative Consultancy agency. spoke about the interaction of our internal prejudices and structural racism. The audience pondered about how race is a social construction, and how racism is embedded not just in our liberal society and institutions, but also the architecture and spaces that we inhabit in our daily lives. This was followed by a sold-out workshop by named ‘Confronting Complicity’, a collaboration with ‘Sorryyoufeeluncomfortable’ who are a London-based collective creating intentional spaces for radical study, conversation and multi-disciplinary art-making.
GSA Undergraduate Fashion Show 2018
This annual showcase of 3rd Year Fashion & Textiles students work featured, as tradition, in our Assembly Hall. The students had the opportunity to work with the venue in a professional capacity and liaise with our Production Manager to design an incredible light show and set.
Paper 4 Report from the President of the Students' Association.pdf Overall Page 88 of 270 Our POC Society co-founder also DJ’d the event which proved to be a lively collaboration.
The Fashion Show was of an incredible standard, but did highlight some issues that GSA students face in their academic work, which subsequently affected GSASA’s ability to support them to achieve professional results.
There are lots of hidden costs in the Fashion Show which the F&T department do not currently recognise and that students should be aware of as part of Professional Practice - eg factors such as the true cost of venue hire, ordering stages, promotional materials etc. We hope that we can keep working together on these issues with the F&T department and GSA as an institution to improve them. Part of this work will also be in continuing to highlight the pressure which students face to fundraise for activities like this!
Paper 4 Report from the President of the Students' Association.pdf Overall Page 89 of 270 General Manager Report - The challenges we experienced with our major team reshuffle during the summer 2017 have directly impacted on the Association’s business performances in the first part of the Academic year. Since the return from our winter break, however 2018 has been stronger and each months so far have created necessary and welcome commercial surpluses
Our overall feedback is that our Vic Cafe/Bar and related catering activities are very busy daytime. Our night events are more varied than ever before but our club nights are more often on smaller scale (with less risks) than they used to be (at fuller capacity) drawing on a smaller and more regular crowd and communities which are easier to manage although I would like (with the new programming team) see further development and a strengthened sustainable business model in years to come.
At the time of typing this (and subject to the obvious T&Cs), we were successfully awarded the Public Entertainment Licence (for 2000 attendees) for this year’s street party event together with the road closure and Occasional licence for the outdoor bar.
This is obviously the most significant event of our year to organise and our budget is worked at the level we had presented in our 2017/18 block grant (£15,000) with a small added on support from GSA Marketing to cover the costs of street toilets facilities (a new arrangement for this year as all GSA buildings will close after F&F at 9pm).
Our team also had a busy time lately administering the students sabbatical elections, then moving straight into organising all paperwork for the relevant licences for the street party and putting tickets on sale for the after show.
For the first time in many years, Degree show will not be happening mid June. We all know this comes from an element of the new GSA semesterisation and the choice of losing the reading weeks. This will make the month of June an extra entire summer month (with UG students away on holiday) which we are not particularly looking forward to.
We are worried we will hit a longer seasonal variation with low income and forecasted loss and will put pressure on our business.
Thank you,
Laura Glennie
GSA Student President
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BOARD OF GOVERNORS: COVERSHEET
To: Board of Governors
Paper Author Mr Alastair Milloy (and designation): Title of Paper: Report by Director of Finance and Resources
Date 4 June 2018
Summary of Paper: The June 2018 Report by the Director of Finance and Resources provides an overview of the activities relating to Finance, Estates and Health and Safety within GSA. The report covers the following:
1. Finance
2. Estates • Mackintosh Project – for noting • Stow Project – for noting • General Update – for noting
3. Health and Safety General Update – for noting Paper regarding minutes of Occupational Health and Safety Committee – for approval
Resource Implications: Not applicable
Equality Impact Not applicable Assessment Implications:
Recommendation for 1. Budget for approval action (approval, 2. Health and safety proposal re minutes for approval discussion, noting) 3. Other items for Noting
Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 91 of 270 THE GLASGOW SCHOOL OF ART
BOARD OF GOVERNORS – 4 JUNE 2018
REPORT BY DIRECTOR OF FINANCE AND RESOURCES
The March 2018 Report by the Director of Finance and Resources provides an overview of the activities relating to Finance, Estates and Health and Safety within GSA. The report covers the following:
1. Finance
2. Estates Mackintosh Project – for noting Stow Project – for noting General Update – for noting
3. Health and Safety General Update – for noting Paper re OHSC Minutes – for approval
1. Finance
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Mackintosh Project
The detailed Progress Report and Overall Project Cost Summary presented to the Business Committee are provided as an appendix to this report. The following gives an update on that report as follows:
Following a “Projected Cost to Completion” review, the total project cost is expected to be £1.4m below the original budget. Please note that any further significant delay or further unforeseen work could significantly erode this forecast saving.
A 6 week Extension of Time has been granted – completion now forecast by Kier as being 11th March 2019 – although the current level of spend on the project needs to increase substantially to meet this forecast. Although a provision of £500k has been included as a result, we are disputing the amount and the justification and there will be a meeting in late June to discuss this with Kier.
Meanwhile, restoration of the Mackintosh Building is proceeding briskly with over 100 operatives on site covering stonework, lead, glazing, joinery, decoration, plastering, flooring, metalworkers and a myriad of mechanical and electrical services. Main areas of visible activity remain at upper levels with all roofs now complete and we should soon see a further dropping of scaffold to reflect this. There has been striking progress in some areas with the library restoration now several weeks ahead of programme, wall boarding both new and recycled being installed, further plastering and plaster repairs including completion of studio 32 ceiling, stripping of the corridors and progress with decorations.
Inside the building, the high quality of plasterwork is being maintained with the ceiling of studio 32 being and basement corridor being the latest areas to be completed. Repairs to the Director’s studio ceiling and the reinstatement of the dome over the Director’s stair are also complete. Additional plastering has been instructed to studios 24, 25 and the store above the Board Room. The removal of floors above this area has revealed a lack of bond between plaster and laths and it is anticipated that there may be further areas found to be in a similar condition as we move across the east side of the building. Full replacement of lath and plaster is necessary to make the spaces safe. There are also additional works required to other original plaster ceilings such as in Studio 22 and we are monitoring this as we fully access these areas with scaffold. These are (unfortunate) additional works that require to be added into the contract - however there is a pragmatic sense in undertaking these works now rather than re-visit them at a point in the not distant future - due to the level of disruption involved.
JCG the general joinery sub-contractors continue to be one of the busiest trades in the building. Key areas of work for JCG have included repair and reinstatement of boards and cornice details to the Entresol, re-working and installing reclaimed timber boards to walls across the building, installing new
Page 3 of 6 Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 94 of 270 boarding on level 9 west and working with McKays flooring in the Henrun. Work continues in the joiner shop to refurbish original doors including external doors.
The conservation skills program is progressing well with a wide variety of projects underway. Ornate Plastering were recently Joined by who is on a 6 month HES funded placement to expand her understanding of Lime plastering techniques. a prince’s foundation Joinery apprentices also spent a month with JCG experiencing a wide variety of conservation joinery work including restoration of the studio doors.
A number of successful outreach events aimed at promoting apprenticeship opportunities to secondary students have been delivered. The events consisted of a series of workshops giving students experience of stone masonry, Joinery, lead work, slating and painting. The most recent Sauchiehall street event was also attended by MSP Sandra White who submitted a motion to parliament praising the event and recognising the contribution of all partners including GSA.
The ongoing programme of site visits has enabled students and staff to access the Mackintosh building and learn from the process of the restoration. Over 500 visits to site have been made allowing students to experience the building and gain an understanding of the conservation philosophy underpinning the restoration work.
Stow Project
An update on the Stow Project is provided as an appendix to this report.
In April the Estates Committee noted GSA project team’s concerns that the completion target was in jeopardy due to ongoing risks outwith our control, the scope of the remaining works to be completed and the need for certainty in providing all necessary Studio and Workshop requirements prior to initiating the occupancy strategy moves. As such, the GSA’s ability to commence academic delivery in Stow at term start was believed to be at risk, and consideration was given to contingency options to ensure business continuity. It was agreed that an Extraordinary Meeting of the Estates Committee - focussing solely on the Stow Project - would be held prior to the next scheduled Board of Governors to consider these options. On subsequent agreement, this special meeting was held on 21st May as a joint meeting of the Business and Estates Committees.
Three options for migrating into the Stow Building were presented to the joint committees: -
1 Maximum occupancy for term start, or as soon as possible thereafter (Levels 0-4 initially).
2 Postpone occupancy until construction works are completed and undertake an intensive mid-term move into Stow, with printmaking and photography workshops (which require prolonged move periods) remaining as currently until summer 2019 to avoid down-time.
3 Phased and managed access to completed studios, offices and (partial) technical spaces in early 2019 – aligned with academic programme activity – leading to opening Stow for the Degree Show in June 2019 (and with print and photography workshops as 2 above).
The outcome of a detailed options appraisal exercise involving GSA’s internal stakeholders recommended the adoption of Option 3 and this was put to the joint committees meeting. Following discussion it was agreed – on the basis that the preferred timetable of occupation for September 2018 could no longer be met – that Option 3 provided the optimum strategy for occupying Stow and that a recommendation that this be adopted would be put to all governors . Following feedback from the Board it was agreed that we should progress with Option 3.
In noting this recommendation it was acknowledged that students – particularly those most affected by the Stow occupation strategy – must be informed of the decision as soon as possible. It was also stressed that pressure must continue to be placed on the contractor and consultant team to ensure the works are not further delayed, and that they are handed over to the School, fully completed, as soon as possible.
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The Mackintosh and Stow projects are taking up a great deal of the team’s time however at an operational level maintenance of heating, ventilation, access and protection systems are ongoing. The Reid building is under review during its warranty period with works to the roof, internal doors and external glazing panels. In response to the recent National Student Survey Estates are undertaking a review of available bookable spaces for use by Schools prior to Academic Year 2018/2019.
The Bourdon biomass boiler issues have been successfully resolved and following a weekend testing process undertaken by the Estates and H&S teams, it has met the requirements to be brought back on line.
3. Health and Safety
General Update
This update covers the period in which a meeting of the Occupational Health and Safety Committee (OHSC) under the convenorship of the Director of Finance and Resources took place on 8 May 2018.
A brief summary of progress with the Occupational Health and Safety Plan 2017/18 is summarised here:
1. Balancing competing demands
While advice and policy development work continued, this was inhibited by time required for initial Degree Show work, work on GDPR and advice for various events.
2. Summary of work this period
a) Policy
A revised Occupational Health and Safety Policy was approved by the Director and submitted for noting at the May meeting of the OHS Committee.
Two examples of Generic Office Risk Assessment and one example of a Major Event Risk Assessment were also submitted to the May meeting of the OHS Committee.
b) Investigation
A machinery incident involving a technician in the Reid workshop was investigated.
c) Active Monitoring
The reports covering the inspections of Innovation and Product Design within the Haldane Building were issued. Inspections of the Case Room and TSD Main Workshop were also completed and reports issued.
d) Training
The second, one day IOSH Safety for Executives and Directors courses aimed at the Executive Group and their key direct reports was completed as planned on 4 April 2018. A final session has been organised for 18 June after which all GSA Executive members and key direct reports will have attended the training.
Page 5 of 6 Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 96 of 270 Paper regarding Occupational Health and Safety Committee (OHSC) Minutes
A paper is attached, which seeks approval for the Minutes of the Occupational Health and Safety Committee not to be presented to the Board in future (currently included in Part B). The Annual Report and the Occupational Health and Safety Plan will continue to be presented to the Board of Governors and the summary Health and Safety updates will continue to be provided within my report which is considered on Part A of the Board of Governors agenda. Please note that the OHSC minutes are scrutinised at Executive Group level to ensure appropriate oversight by GSA Senior Management and this reflects good practice.
Alastair Milloy Director of Finance and Resources June 2018
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BOARD OF GOVERNORS: COVERSHEET To: Business Committee
Paper Author Eliot Leviten, Special Project Manager (and designation): Title of Paper: Mackintosh Restoration Progress Update including Cost Update
Summary of Paper: The Paper updates the committee on the current state of progress with the Project to restore the Mackintosh Building.
The Budget section at the end of the Update, and the attached Cost Update, inform the committee of the current forecast of the Project being completed with a £1.4m saving to the original Budget.
Resource Implications: Potential saving of £1.4m
Equality Impact None Assessment Implications:
Recommendation for For Noting action (approval, discussion, noting)
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1. Summary
Image from the Glasgow International Contemporary Arts Festival event in the Savoy Centre where Venus was temporarily relocated to by artist .
1.1 All major sub-contracts are now let, there are around 100 operatives on site and quality and co-operation between trades is exemplary. The complexity of some of the current work however, means that progress seems quite patchy and that monitoring progress against the Contract Programme is a challenging and does not perhaps provide a complete picture. To assist the team with prioritisation, we are have initiated monthly programme update workshops with Kier.
1.2 There has been striking progress in some areas with the library restoration now several weeks ahead of programme, wall boarding both new and recycled being installed, further plastering and plaster repairs including completion of studio 32 ceiling, stripping of the corridors and progress with decorations. Less obviously, first fix of M&E is well advance in most areas and the LPM installation is progressing well. The underfloor heating pipes have been installed in the Mack Room and floor repairs and sanding are progressing in the west studios. The new conservatory frame has been erected and awaits glazing, the final external masonry repairs are ongoing and the high level scaffold has been removed. Timber roofs to studio 58 and the professor’s studio area have now been stained and the floor structure for the henrun is being built. The concrete floor in the sub-basement archive store areas is being dug out to allow for a new, level floor suitable to carry the load of the new storage racking.
A number of additional areas of plastering have been instructed as high level access and taking up of floors allows full inspection of existing ceilings’ condition.
The architects have held a workshop with the decorating sub-contractor McConnell to develop a methodology for applying new rubbed in oil finishes to the corridors and diluted
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Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 114 of 270 emulsion for the west studios. This should allow the stripping and decorating work to progress quickly across the building. 2. Site Works
2.1 Roof works and rainwater disposal: All high level roof work is complete with only the basement roofs to be progressed once the scaffold has been removed.
Works are ongoing to upgrade the down pipes to the south elevation , thus increasing capacity in times of flash downpours etc..
The south elevation is emerging from behind the scaffold 2.2 Stonework: All main external stonework has been completed with final indenting repairs underway to the east and north elevations.
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Stone indent east side 2.3 Builderswork: Castle are currently digging out the sub-basement archive area floors to allow for pouring of new, level floors prior to installation of Bruynzeel shelving and racking later in the year.
Stripping out of pre-fire WC areas is complete in preparation for install of replacements over the summer.
Digging up of sub-basement floor 2.4 Harling and plasterwork: Harling repairs and unification coat continues as the scaffold is taken down from the south elevation.
Inside the building, the high quality of plasterwork is being maintained with the ceiling of studio 32 being and basement corridor being the latest areas to be completed. Repairs to the Director’s studio ceiling and the reinstatement of the dome over the Director’s stair are also complete. Additional plastering has been instructed to studios 24, 25 and the store above the Board Room. The removal of floors above this area has revealed a lack of bond between plaster and laths and it is anticipated that there may be further areas found to be in a similar condition as we move across the east side of the building. Full replacement of lath and plaster is necessary to make the spaces safe.
Rendering of the chimney breasts to the professors’ studios is complete providing another example of the textural quality of Macintosh’s design and the quality of Ornate’s workmanship.
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Finished ceiling in studio 32 Chimney breast studio 55 2.5 Joinery: JCG the general joinery sub-contractors continue to be one of the busiest trades in the building. Key areas of work for JCG have included repair and reinstatement of boards and cornice details to the Entresol, re-working and installing reclaimed timber boards to walls across the building, installing new boarding on level 9 west and working with McKays flooring in the Henrun. Work continues in the joiner shop to refurbish original doors including external doors.
Work on the doors in the joiners’ workshop Repairs to the boarding and cornice in the Entresol Elmwood have now installed the conservatory frame which awaits glazing.
The Library: As mentioned above, the library progress is ahead of programme with much of the main structure now in place. Floors are being laid to the balcony and FES and Xcell are working with LM to integrate services. Carving of the pendants at the workshop is nearing completion.
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Inspection of pendant carving at LM workshop Coving detail on balcony
2.6 Windows and Glazing: Ventrola continue work on the north studio windows in tandem with the repairs and redecoration of the window brackets. They have also closed the access through the north screen to level 9 west.
The steel window works continue with Lambstongue installing the first of the refurbished windows over the past month. The fabrication of new steel windows progresses .
Studio 58 steel window fabrication at Lambstongue workshop in Dublin
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Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 118 of 270 2.7 Metalwork: Repairs and redecoration of the brackets to the north studio windows is ongoing.
Paint stripped bracket to north studio window 2.8 Decoration: MacConnells work is patchy but includes samples of both preparation and colour finishes. Stripping works are ongoing in studio 45 however, sampling of the paint has confirmed significant levels of lead in the paint to various areas and therefore, chemical stripping will be required in place of scraping and sanding.
Architects and painters undertook a workshop to gain an understanding of required finishes
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2.9 Flooring:
McKay’s are progressing with flooring repairs and sanding in the west ground and first floor studios. The floor to studio 45 has been sanded and given its first finishing coats, it will now remain protected awaiting final coat just prior to completion.
The Mack room floor has been lifted to facilitate service installation and in particular, installation of the under-floor heating. It was intended to relay this timber floor but its condition has proved to be poor and thus it will be replaced with new maple.
Floor repairs and sanding in studios 42-44
2.10 M&E & Low Pressure Mist System:
In the main this work is at the first fix stage although the first radiators have been fitted in the first floor studios. Progress is steady and FES operatives continue to work closely with other trades in some areas particularly the library where they are cooperating with Laurence McIntosh to integrate electrical and data services. FES are also working closely with Xcell to route M&E and LPM around the building efficiently.
The lighting design continues with bespoke lighting under development. Liaison is required between Kevin Shaw Lighting Design, the GSA team and FES (and sometimes other contractors such as LM) to ensure full coordination of contractor design and supply and client commissioned item.
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Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 120 of 270
Design for replica light fitting – Museum 3. Client Commissioned Items
3.1 Lights: The various Client Commissions are continuing to progress with recent assessments of the Windyhill, lecture theatre and outside lights for conservation works. The library light reconstruction is on programme and replica lamp shade prototypes are being procured to ensure quality and value for money. As explained at the last MOG meeting, the GSA team are looking at spun steel shades in place of fabricated (folded) tin for the east and west stair. These are considerably less expensive than the fabricated versions which will be procured for replica lighting installations such as that to studio 11.
Cone shades - from right to left: an original shade, a fabricated tin replica, spun aluminium and spun steel shades
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Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 121 of 270 3.2 Clocks: The Clock project has also moved forward and within the next week we expect to appoint specialists to repair and replace the clock movements, undertake conservation cleaning of the pre-fire clocks, make timber replica cases to replace those lost in the fire and to paint the faces. We hope to enlist the help of colleagues in Silversmithing and Jewellery to make the new hands for these clocks. We are also proposing a School wide project to design new clocks to be installed in 4 locations where wiring is being installed but where clocks did not exist pre-fire. The wiring locations are based on research into the original proposal, we are reinstating all wiring to its original locations.
Inspection of the clocks in the collections store at Wall painted clock face, studio 42 TWB Glasgow Marble: Heritage Cleaning will shortly undertake trial cleaning to the Glasgow Marble in the west stair and this should lead to a programme and methodology for the full clean.
3.3 The GSA Project Management team will be holding a number of meetings over the next few weeks and months to begin the detailed planning of the pre and post-contract GSA works leading to re-occupation of the Mack next year. This will focus on developing our draft programme with various departments and arranging beneficial access with Kier.
4. Other Matters 4.1 Conservation Skills update Thom Simmons:
The conservation skills program is progressing well with a wide variety of projects underway.
Ornate Plastering were recently Joined by who is on a 6 month HES funded placement to expand her understanding of Lime plastering techniques. a prince’s foundation Joinery apprentices also spent a month with JCG experiencing a wide variety of conservation joinery work including restoration of the studio doors. A number of successful outreach events aimed at promoting apprenticeship opportunities to secondary students have been delivered. The events consisted of a series of workshops giving students experience of stone masonry, Joinery, lead work, slating and painting. The most recent Sauchiehall street event was also attended by MSP Sandra White who submitted a motion to parliament praising the event and recognising the contribution of all partners including GSA.
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The ongoing programme of site visits has enabled students and staff to access the Mackintosh building and learn from the process of the restoration. Over 500 visits to site have been made allowing students to experience the building and gain an understanding of the conservation philosophy underpinning the restoration work.
A seminar supporting the restoration project was held in partnership with HES across two days. The first in the Mack building and the second at the engine shed. The seminar was attended by members of the teams working on Battersea Arts Centre and Clandon House along with staff from HES and the GSA and was a very useful opportunity to swap notes and compare experiences in dealing with similar fire recovery projects.
A series of stone cutting and woodcarving workshops run for MSA, SEA and Mack elective students were enthusiastically received. Participants had the opportunity to cut letters in lime stone and lime.
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Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 123 of 270 The open studio department has now established craft skills workshops in letter cutting in stone, wood carving and wood turning which have all proved popular. Demand for the wood turning has led to the development of an advanced course. Open studios are also planning a week-long stone carving course during the first week in august at the Forres campus.
A number of students have sought materials from the building or access to the space for research, the request usually come as a reaction following site visits. A few images below demonstrate how students are drawing on the restoration project and its impact on their creative practice.
5. Budget
The attached Summary of Total Project Cost, shows that the project is still working to the original Budget of £61.75m, but, as requested at the last Business Committee meeting, a ‘Projected Cost to Completion’ column has been added on the right of the schedule.
This reflects a current estimate of how the Cost will end up. It takes into account the following:
1. The extended Completion date of 11th March ’19, which has resulted in a Claim by Kier for an additional £429k as a result, much of which is a direct on-cost of extended scaffold hire. We are disputing both the amount and the justification that all of this is a proper cost for GSA to bear – there will be a meeting in late June to discuss this with Kier’s Scottish MD – but in the forecast outcome to completion we are allowing for £0.5m of added cost as a result of Delay
2. There have been additional costs not originally envisaged, such as replacing two Studio Ceilings in the East Wing which proved to be damaged and represented a H&S risk if not replaced (additional cost of £95k), the cost of replacing the pumps of the District Heating System to meet the demand, once the Mack is drawing heat from the system (cost £75k), the cost of preparing the subbasement floor slab to take the additional load of enlarged rolling archive storage (£93K) and other similar costs – as well as other items that are being still discovered as we open up – especially in the undamaged east
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Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 124 of 270 wing of the building; such as the condition of the Mackintosh Room floor/ceiling. Together with potential on-costs from delay that these may cause to other trades we are estimating than an allowance of an additional £0.5m should be made.
3. The QS is claiming additional Fees for the significantly extended Contract length from that originally expected when the Tender was issued, before even the Design Team was appointed. Since making a claim G&TQS have not pursued this issue but we are aware that they still intend to claim additional fees – and it is very likely that we will need the services of a properly-motivated QS team when it comes to verifying and disputing costs claimed by the Contractor at the conclusion of the project. We have allowed an additional £190k for additional Professional Fees
4. There are expected to be savings (i.e. reduced costs to those budgeted) on certain categories of Business Interruption Costs totalling £1.4m, but unfortunately, this is largely offset by another budgeted cost where the sum originally budgeted was insufficient – an additional £1m for FF&E (above the original £0.5m budgeted when it was intended that SoFA was returning to the Mack after the restoration was completed).
Overall, this brings the Total Project Cost to be £1.4m below the original Budget. However any further significant delay or further unforeseen work could significantly erode this forecast saving.
Eliot Leviten
May 2018
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Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 125 of 270 Projected Cost Mackintosh Restoration Project Original Budget Cost Plan No: 10 Movement since Cost Plan No: 11 last Report to Completion Approved @ MRC Current Position Most current as forecast at 9 May 6th June 2016 end Dec '17 Cost Report '18 CAPITAL WORKS TOTAL incl Vat TOTAL incl Vat MOVEMENT TOTAL incl Vat Notes Emergency Works £ 2,164,306 £ 2,058,761 0 £ 2,058,761 £ 2,058,761 £ 120,000 £ 52,292 £ 52,292 £ 52,292 Decontamination 0 Enabling Works £ 1,181,918 £ 909,924 0 £ 909,924 £ 909,924 £0.5m re Cost Impact of Delay + £0.5m Construction Contract £ 25,058,730 £ 29,996,727 327,670 £ 30,324,397 £ 32,437,180 Unforeseen Work req'd Design Contingency £ 1,353,171 £ - 0 £ - £ - Main Contract Works Cost Inflation Contingency £ 2,641,190 £ - 0 £ - £ - Construction Contingency £ 2,237,088 £ 1,440,453 (327,670) £ 1,112,783 £ - VAT £ 6,258,035.80 £ 6,287,436 0 £ 6,287,436 £ 6,287,436
Professional Fees £ 3,313,532 £ 3,659,120 0 £ 3,659,120 £ 3,850,000 Add'n QS Fees (extended contract length) Statutory Fees £ 138,000 £ 138,000 0 £ 138,000 £ 138,000 Legal Fees £ 120,000 £ 120,000 0 £ 120,000 £ 120,000 Surveys and Investigations £ 192,000 £ 192,000 0 £ 192,000 £ 192,000 Client Commissioned Items £ 1,824,240 £ 1,767,840 0 £ 1,767,840 £ 1,700,000 Saving expected - minimum £70k TOTAL PROJECT COSTS £ 46,602,212 £ 46,622,553 £0 £ 46,622,553 £ 47,745,593
CLIENT CONTINGENCY £ 2,194,567 £ 2,174,226 0 £ 2,174,226 £ - Client Balancing Contingency £ - 0 £ - £ -
£ 48,796,779 £ 48,796,779 £0 £ 48,796,779 £ 47,745,593 Saving to Budget = £1.05m
£1.4m Savings offset by est'd £1m add'n BUSINESS INTERRUPTION COSTS £ 12,957,553 £ 12,957,553 £ 12,600,000 FF&E
OVERALL EXPENDITURE £ 61,754,332 £ 61,754,332 £ 60,345,593 Total Below Budget by > £ 1,408,739
FUNDING AVAILABLE GSA £ 45,000,000 £ 45,000,000 £ 45,000,000 UK Government £ 5,000,000 £ 5,000,000 £ 5,000,000 Scottish Government £ 5,000,000 £ 5,000,000 £ 5,000,000 Shortfall £ 6,754,332 £ 6,754,332 £ 5,345,593
NOTE Original approved Construction Budget £ 37,548,215 £ 37,724,616 £1 £ 37,724,616 Original approved Total Project Budget £ 61,754,332 £ 61,754,332 £0 £ 61,754,332
Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 126 of 270 The Glasgow School of Art
Board of Governors
4th June 2018
STOW PROJECT UPDATE
1.0 Design Overview
1.1 The brief and design proposals for Level 5 works have been completed and costs for carrying out these works within the contract have been returned by CBC. These are currently being checked by Gardiner and Theobald (GT) prior to instruction (see 6.2). In the meantime, down‐taking and enabling works at this level have been advanced.
1.2 As previously reported the tender process for the sprinkler system has been concluded and the works have been instructed. In March, GSA was informed that the contractor (CBC) was unable to conclude the sub‐contract with the preferred subcontractor and that an alternative sub‐ contractor was to be appointed (Kentallan). Through meetings and correspondence, CBC has confirmed that the previously established cost, programme and design compliance for the sprinkler system will be protected and works have commenced for this package (see also 1.3).
Design proposals are progressing separately for the tank and pump housing, which require planning permission and building control consents. Details for this are currently being developed in collaboration with CBC.
1.3 The separately tendered replacement heating works have been instructed. As above, the GSA was subsequently advised that CBC was unable to conclude the sub‐contract with the preferred subcontractor and that an alternative heating sub‐contractor was to be appointed (Frew). As with the sprinkler installation, CBC has confirmed that the tendered cost, programme and design compliance for the heating will be protected. Works have commenced for this package and are making good progress.
Level 3: Studio Spaces (West and South)
1.4 In light of the above, and to provide assurance that the works will be managed between the various mechanical and electrical works contractors now on site, CBC have appointed an M+E Manager to coordinate activities.
Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 127 of 270 1.5 The tender process for windows work packages is now completed. As previously reported, this has been based on a Kawneer aluminium window system for all new windows. Pre‐submission discussions were held with Planning based on the Kawneer solution and the planning application has now been submitted. The new and refurbished windows costs were confirmed at compared with the pre‐tender estimate of .
A recently noted challenge is the reported programme to completion for window installation (see below), with the package now reported to conclude at end September at the earliest. The GSA has instructed GT to explore a shorter timescale with the Contractor, but this, along with planning approval, is a recognised risk to the project.
In recognising the planning and programme risks, GSA has confirmed approval for GT to instruct the window works as recommended.
Level 2: Typical Large Studio (West)
2.0 Project Management
2.1 Following the Risk Workshop in January, its findings were reviewed and updated in April. This confirmed that significant risks remain in relation to programme risks in statutory approval3 and work package delays, cost risks associated with undeveloped design elements, delays in the move management process (see below) and the reputational risk to the GSA should handover be delayed as a consequence of the above.
2.2 The Project Manager has highlighted that delivery of the Programme (see 4.1) requires elements of the works to proceed at risk: i.e. pending confirmation of specific costs and/ or statutory approvals.
1 This includes window replacement works, as well as repairs and alterations to make the remaining windows compliant with Building Control needs. 2 NB – the window replacement costs also include the replacement of Level 3 and 4 windows on the South elevation as the architect has noted it will not be possible to make the existing windows compliant with Building Control requirements. 3 Statutory approval periods lie outwith the GSA team’s direct control. To help manage this risk, continual dialogue is being maintained with Planning and Building Control officers, including pre‐application discussions on pending submissions. Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 128 of 270
2.3 The tender process for appointing a Move Management contractor has been completed and a tender report, with recommendation, has been issued. This will be taken forward with the Procurement team on confirmation of the migration and occupation strategy to be adopted (see below).
2.4 Proposals for a road crossing on West Graham Street have been discussed with the City Council (Roads), who verbally noted agreement in principle, but on the basis that this be funded by the GSA. This is ongoing.
3.0 Main Contract
3.1 Construction works continue to progress throughout Levels 0 – 4, with down‐taking and enabling activities making progress at Level 5. Making good works on the main roof are nearing completion and finishes are being applied to the new concrete roof slabs at Level 1 in each light‐well.
3.2 The Main Contract has been signed by both parties and returned to the School.
3.3 Regular meetings are ongoing with the project team and CBC to discuss contractual, programme, resource and cost issues. CBC also now attend fortnightly Design Team meetings and a forum of coordination meetings has commenced to agree access needs and works sequencing for the necessary GSA fit‐out, commissioning and migration activities (see 4.4).
Level 4: Printmaking Workshop
4.0 Programme
4.1 Updated Master Programmes were received in late April and early May, reflecting the full scope of works4. It should be noted that the current revised programme no longer indicates overall completion for end‐August 2018, in readiness for the academic year start in September. It is reported that the contract works on Level 5 will not now be completed until early December (which was previously foreseen as a project risk) and that the window replacement works
4 This includes the recently instructed heating, sprinkler and window work packages. Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 129 of 270 programme will lead to Levels 2 and 3 not being completed until early October and November respectively.5
4.2 Although beneficial access is permitted for the GSA to commence moving, fitting and testing equipment, installing IT, erecting studio partitions etc., much of this work cannot commence until windows are in place and the works are substantially completed on each floor. Whilst discussions with the Contractor have commenced on the GSA’s migration strategy (3.3), the current programme – allied to the risk of further slippage – made it necessary for GSA to consider contingency measures and alternative occupation strategies to ensure academic continuity and minimise potential programme disruption and student/ staff dissatisfaction.
4.3 Occupation Strategy
In April the Estates Committee noted GSA project team’s concerns that the completion target was in jeopardy due to ongoing risks outwith our control, the scope of the remaining works to be completed and the need for certainty in providing all necessary Studio and Workshop requirements prior to initiating the occupancy strategy moves. As such, the GSA’s ability to commence academic delivery in Stow at term start was believed to be at risk, and consideration was given to contingency options to ensure business continuity. It was agreed that an Extraordinary Meeting of the Estates Committee ‐ focussing solely on the Stow Project ‐ would be held prior to the next scheduled Board of Governors to consider these options. On subsequent agreement, this special meeting was held on 21st May as a joint meeting of the Business and Estates Committees.
Three options for migrating into the Stow Building were presented to the joint committees: ‐
1 Maximum occupancy for term start, or as soon as possible thereafter (Levels 0‐4 initially).
2 Postpone occupancy until construction works are completed and undertake an intensive mid‐term move into Stow, with printmaking and photography workshops (which require prolonged move periods) remaining as currently until summer 2019 to avoid down‐time.
3 Phased and managed access to completed studios, offices and (partial) technical spaces in early 2019 – aligned with academic programme activity – leading to opening Stow for the Degree Show in June 2019 (and with print and photography workshops as 2 above).
The outcome of a detailed options appraisal exercise involving GSA’s internal stakeholders recommended the adoption of Option 3 and this was put to the joint committees meeting. Following discussion it was agreed – on the basis that the preferred timetable of occupation for September 2018 could no longer be met – that Option 3 provided the optimum strategy for occupying Stow and that a recommendation that this be adopted would be put to all governors6. Following feedback from the Board it was agreed that we should progress with Option 3.
In noting this recommendation it was acknowledged that students – particularly those most affected by the Stow occupation strategy – must be informed of the decision as soon as possible. It was also stressed that pressure must continue to be placed on the contractor and consultant team to ensure the works are not further delayed, and that they are handed over to the School, fully completed, as soon as possible.
5 Levels 2 and 3 predominantly comprise of Studio space. Discussions to date with the Contractor have focussed on prioritising the completion of those floors which house technical equipment/ workshops so that these can be progressed as early as possible. 6 In recognising the necessary timetable for notifying its decision to students and staff as soon as possible, the joint committees’ recommendation was communicated to all governors electronically. Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 130 of 270 4.4 The programme recognises planning and building warrant timescales; however the approval periods for these applications lie outwith the team’s control and remain a significant project risk. This is reflected in the Risk Schedule referred to above.
Level 5: Main Corridor
5.0 Statutory Approvals
5.1 Pre‐application discussions have been held between the Planning Department and Design Team regarding the window replacement (now submitted) and sprinkler installation7 (pending) applications.
5.2 The Building Warrant for Level 4 has recently been approved and the Warrant application for Level 5 has now been submitted8.
5.3 Although stand‐alone window replacement works may not require a building warrant, Building Control has advised that ‐ as it is intended to carry out these works concurrently with warrantable works elsewhere ‐ the window replacement works must also be included in the warrant application. This is currently being addressed by the team, but confirms a previously highlighted risk to the programme.
6.0 Cost Update
7 External tank, pump housing and screening only. 8 Building Warrant approval for Levels 0 – 3 works were previously approved. 9
Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 131 of 270 7.0 Recommendation
The Board is asked to note this report.
Estates Department May 2018
Appendix A Overall Projected Budget Summary: (May 2018)
Level 0: 3D Making Workshops Level 3: Studios Enfilade
10 NB – the loan application covers full window replacement, which is beyond the current planned scope of the works (North and West elevations only); so if successful a delivery strategy for the South and East faces will need to be developed. Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 132 of 270
BOARD OF GOVERNORS: COVERSHEET To: Board of Governors
Paper Author Alastair Milloy, Director of Finance and Resources (and designation): Title of Paper: Proposal to Cease Submission of Minutes to Board of Governors – June 2018 Summary of Paper: The purpose of this paper is to seek approval form the Board to cease submission of the Occupational Health and Safety Committee minutes, which are currently considered on Part B of the agenda.
Resource Implications: N/A
Equality Impact N/A Assessment Implications:
Recommendation for Approval action (approval, discussion, noting)
Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 134 of 270
Proposal to Cease Submission to Board of Governors – June 2018
A paper was submitted to the March 2017 Board Meeting by the Director of Finance and Resources recommending that the Occupational Health and Safety Committee (OHSC) should no longer be chaired by a Lay Governor and instead be chaired by the Director of Finance and Resources. This recommendation was accepted and meetings held since 20 March 2017 have been convened on this basis with the OHSC minutes still being submitted as an agenda item for noting on Part B of the Board of Governors agenda.
The Director of Finance and Resources has and will continue to provide summary updates to the Board of Governors within his report, considered on Part A of the Board of Governors agenda. The purpose of this paper is to seek approval for the Minutes of the Occupational Health and Safety Committee not to be included on Part B. The OHSC minutes are scrutinised at Executive Group level to ensure appropriate oversight by GSA Senior Management and this reflects good practice.
The Health and Safety Annual Report and the Occupational Health and Safety Plan would continue to be presented on Part A on the agenda at the appropriate Board of Governors meeting.
Action for Board
1. Approve the cessation of including the Occupational Health and Safety Committee minutes within Part B of the Board of Governors agenda.
Alastair Milloy June 2018
Paper 5 Report from the Director of Finance and Resources.pdf Overall Page 135 of 270 Overall Page 136 of 270
BOARD OF GOVERNORS: COVERSHEET
To: Board of Governors
Paper Author Dr Craig Williamson, Registrar and Secretary (and designation): Title of Paper: Report from the Registrar and Secretary
Summary of Paper: This report summarises key governance and legal developments and GSA’s progress against them including:
1. Appointment of Vice-Chairs.
2. Appointment of Special Advisor to the Chair of the Estates Committee.
3. Revised Scottish Code of Good HE Governance.
4. Higher Education Governance Scotland Act (2016).
5. University of Glasgow-GSA Memorandum of Agreement.
6. General Data Protection Regulation.
7. Scottish Charity Regulator Guidance on Safeguarding and Notifiable Events.
8. Equally Safe: Scottish Government Initiative on Gender Based Violence in Higher Education.
9. Incorporation of Investment Committee into Business Committee.
10. Presentations by Schools to the Board of Governors.
Resource Implications: None.
Equality Impact This report has no EIA implications. Any policies or procedures Assessment Implications: referenced in the course of the report will, where appropriate, be subject to an EIA in line with GSA’s procedures.
Recommendation for The Board is invited to note this report. Any approval sought action (approval, is clearly referenced within the report and will be highlighted discussion, noting) by the Registrar and Secretary at the meeting.
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Paper 6 Registrar and Secretary's Report.pdf Overall Page 137 of 270
THE GLASGOW SCHOOL OF ART
BOARD OF GOVERNORS: 4 JUNE 2018
REPORT FROM THE REGISTRAR AND SECRETARY
ACTION SOUGHT
This report summarises key governance and legal developments and GSA’s progress against them. Not all items will be reported on at each meeting of the Board.
The Board is invited to note this report. Any approval sought is clearly referenced within the report and will be highlighted by the Registrar and Secretary at the meeting.
1. Appointment of Vice-Chairs
The Board is invited to approve the recommendation of the Nominations Committee to appoint Ms Lesley Thomson and Professor Nora Kearney as Vice-Chairs.
Details are set out in the paper on part B of the agenda.
2. Appointment of Special Advisor to the Chair of the Estates Committee
The Board is invited to approve the recommendation of the Nominations Committee to appoint Douglas Brown as a Special Advisor to the Chair of the Estates Committee.
The rationale for this exceptional proposal is set out in the paper on part B of the agenda.
3. Revised Scottish Code of Good HE Governance
At its March 2018 meeting, the Board approved a detailed approach to compliance with the revised Scottish Code of Good HE Governance and an according work schedule. Given the 1 August 2018 deadline, the work will be approved by the Director of GSA on the recommendation of the Registrar and Secretary and will subsequently be offered to the October 2018 meeting for ratification or modification as appropriate.
4. Higher Education Governance Scotland Act (2016)
As previous reported, extensive preparatory work has been undertaken to address the requirements of the above Act and detailed engagement has taken place with sector colleagues as responsible officers across Scotland consider how best to codify matters.
In light of current workload, the Director of GSA and the Registrar and Secretary have agreed that the next stage of work regarding this development should be reported to the December 2018 meeting of the Board rather than the October 2018 meeting. Subsequent to that, additional work will be undertaken throughout 2019 in liaison with GSA’s solicitors, the Scottish Government and the Privy Council.
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Paper 6 Registrar and Secretary's Report.pdf Overall Page 138 of 270 5. University of Glasgow-GSA Memorandum of Agreement
Both GSA and the University of Glasgow continue to work on finalising an extensively revised Memorandum of Agreement.
6. General Data Protection Regulation
As the Board is aware, it must gain assurance that GSA’s legal responsibilities are being appropriately addressed by the Director of GSA, who is supported by his senior staff in that regard. This holds true for the obligations set out in the General Data Protection Regulation which comes into force on 25 May 2018.
As of 20 May, the position is:
• The Director of GSA had, in 2017, charged his six senior direct reports (Deputy Director (Academic), Deputy Director (Innovation), Registrar and Secretary, Director of Development, Director of Finance and Resources, Director of Strategy and Marketing) with ensuring compliance with the GDPR within their respective areas of responsibility.
• The above senior staff have respectively been working to a detailed GSA GDPR Project Plan, which has included staff attending a staged series of sessions with GSA’s solicitors and thorough Audit, Gap Analysis, Treatment Plan exercises being undertaken locally with oversight from the respective senior member of staff.
• Mr Tom McDonnell has joined GSA as its Data Protection Officer on a fixed term O.5 contact, initially for two years. Mr McDonnell is a qualified solicitor who was previously head of Glasgow Caledonian University’s law department.
• The Data Protection Officer will report directly and independently to Board of Governors on GSA’s compliance position. This will be informed, in part, by annual Internal Audit Reports and a soon to be established GSA Data Protection Forum.
• The Data Protection Officer has written to the Director’s senior staff asking, by 25 May 2018, for formal statements on compliance within their areas of responsibility and he will discuss GDPR compliance with the Executive Group at its meeting of 5 June 2018. At this meeting the Executive Group will also be invited to ratify GSA’s Data Protection Policy, which will be published (subject to Executive Group approval) by 25 May 2018. The Data Protection Officer is also working with senior staff to support them in ensuring that GSA’s Privacy Notice obligations are appropriately met.
7. Scottish Charity Regulator Guidance on Safeguarding and Notifiable Events
Following reports of abuses connected to some charities working in the international aid sector, the Office of the Scottish Charity Regulator (OSCR) has highlighted two key points that they wish to remind charities of.
Safeguarding
On 4 May 2018, OSCR published interim guidance entitled Safeguarding Guidance: Keeping Vulnerable Beneficiaries Safe which explains what is meant by safeguarding and highlights key steps that charity trustees can take to make sure that it is considered in an appropriate way. The guidance considers how
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Paper 6 Registrar and Secretary's Report.pdf Overall Page 139 of 270 charity trustee duties set out in the Charities and Trustee Investment (Scotland) Act 2005 relate to safeguarding issues. The guidance is set out in full on part B of the agenda.
GSA currently has a Child Protection Policy, an Adult Protection Policy and a Public Interest Disclosure (Whistleblowing) Policy in place. Further, in line with the Scottish Government’s Protection of Vulnerable Groups (PVG) scheme, GSA’s Executive Group members are required to ensure that, within their areas of responsibility, disclosure at the appropriate level is sought and obtained for all staff and individuals who have regular work place contact with vulnerable groups, including adults at risk.
In terms of the Child Protection and Adult Protection policies, the role of Designated Protection Officer is held jointly by the Head of Student Support and Development, the Head of Human Resources and the Head of Professional and Continuing Education. Amongst other duties, the Designated Protection Officers are responsible for liaising with external and statutory agencies. Post-Board, the new guidance from OSCR will be shared with the Designated Protection Officers, with a request that they review GSA’s policies in this area against the OSCR guidance and that they propose adjustments as appropriate to the Director of GSA and the Executive Group.
It is highlighted that safeguarding incidents should be reported to OSCR under the Notifiable Events system.
Notifiable events
Charities have been reminded that, when problems occur, it is important for trustees to address them vigorously and transparently. In April 2016, OSCR implemented its Notifiable Events system with a view to providing an opportunity for them to provide guidance to charities when serious incidents occur. Examples of Notifiable Events include fraud and theft, significant financial loss, incidents of abuse or mistreatment of vulnerable beneficiaries, and charity trustees acting improperly or whilst disqualified.
Although there is no legal requirement to report a Notifiable Event, it is recognised that this is an important way for charities to reassure OSCR, and other interested parties, that they are addressing the issues they are facing. In the event of a Notifiable Event occurring, GSA would make the appropriate declaration to OSCR, in consultation with the Chair of the Board and the Director of GSA.
8. Equally Safe: Scottish Government Initiative on Gender Based Violence in Higher Education
Following discussion with the Director of GSA, full consideration of how GSA might progress this matter will take place in 2019.
9. Incorporation of Investment Committee into Business Committee
At its March 2018 meeting, the Board agreed to incorporate the remit of the Investment Committee into that of the Business Committee after the 12 September 2018 meeting of the Investment Committee. Following discussion between the Chair of the Investment Committee and the Registrar and Secretary it is proposed that this development takes place from the beginning of session 2018/19.
The Board is invited to approve this minor scheduling adjustment.
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Paper 6 Registrar and Secretary's Report.pdf Overall Page 140 of 270 10. Presentations by Schools to the Board of Governors
Following discussions with some Governors, the Director of GSA, and the Chair of the Board, from session 2018/19 a series of presentations by GSA’s Schools will be made during the lunch period preceding each Board meeting. The Director of GSA and the Deputy Director (Academic), the latter having line management for Heads of Schools, will agree on a schedule in due course and this will communicated to the Board.
The Board is also invited to note that the Business Committee recently received a review report from the School of Simulation and Visualisation relating to staffing; academic, research and commercial activities; and financial performance (historic and forecasts). As matters stand, the Business Committee requests that other Schools be invited to follow suit from September 2018.
Dr Craig Williamson Registrar and Secretary 20 May 2018
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BOARD OF GOVERNORS: COVERSHEET
To: Board of Governors
Paper Author Mr Alastair Milloy (and designation): Title of Paper: Management Accounts to 31 March 2018
Date 4 June 2018
Paper 12.1 Management Accounts to 31 March 2018.pdf Overall Page 143 of 270
Paper 12.1 Management Accounts to 31 March 2018.pdf Overall Page 144 of 270
[OHS/08May18/02]
GLASGOW SCHOOL OF ART
OCCUPATIONAL HEALTH AND SAFETY COMMITTEE
MINUTES: 20 February 2018
Present: Mr Alastair Milloy (Convenor), Mr Brian McDade, Ms Marianne McInnes, Professor Irene McAra McWilliam, Ms Sally Stewart, Professor Alastair Payne, , Professor Johnny Rodger, Mr John Ayers, Ms Lesley Coyle, Ms Laura Glennie
Attending: , Dr Steve Love (attending for Professor Paul Chapman), Ms Jane Stickley-Woods (attending for Ms Barbara Ridley)
Secretary: Ms Amy Simpson, Ms Kerrie Wynn
Apologies: , Professor Paul Chapman, Dr Gordon Hush, Ms Barbara Ridley, Mr Michael Kelly
1718.21 Apologies for Absence
1718.22 Convenors Introduction
The Convenor welcomed the Committee.
1718.23 Minutes from the meeting of 12 December 2017 [OHS/20Feb/03]
The Committee approved the minutes from the Occupational Health and Safety Committee meeting held on 12 December 2017.
1718.24 Matters Arising/Action points from the meeting of 12 December 2017 [OHS/20Feb/04]
The Committee reviewed the Action List and considered those items not already on the agenda.
Staff Driving Policy and Procedures: The Director of Finance and Resources noted that although development of this policy and related procedures was still in progress an update on this should be deferred to the next Committee meeting. [Action: Director of Finance and Resources]
Sharing Good Practice: The Director of Finance and Resources and Head of School of Fine Art had met to discuss sharing good practice. It was agreed that each school or professional support area would share examples of good practice on a rotational basis, starting with The School of Fine Art.
[Action: Head of School of Fine Art]
Demonstration for students on the dangers of incorrect use of aerosols: The Head of Estates informed the committee that a PowerPoint presentation on safe use of aerosols was in preparation. The Head of Technical Services suggested that this could be included in student induction at local and workshop level. The Head of Estates will circulate the work done on this so far. [Action: Head of Estates]
Paper 12.2 Occupational Health and Safety Committee, 20 February 2018.pdf Overall Page 153 of 270 [OHS/08May18/02]
The Director of Finance and Resources suggested that a better approach to this would be to establish a working group, if possible with staff and student representation, to develop guidance on the control and safe use of aerosols across GSA. [Action: Director of Finance and Resources]
Accident Reporting: The Health and Safety Officer confirmed that he had met with the Unison and Unite Trade Union Representatives to discuss an assault incident that had happened during a lock up and broader issues relating to violence at work in a health and safety context. The Health and Safety Officer confirmed this will be incorporated into next year’s Occupational Health and Safety Plan.
[Action: Health and Safety Officer]
Updated Remit for OHSC: The Head of Human Resources provided a one page exemplar summary of how absence statistics could be presented for the committee. There was extensive discussion of this particularly in relation to Stress (Work related) and Physical disorders (joints and strains). The Health and Safety Officer confirmed that Stress Management was included in the policy development work planned for this year.
The Head of Human Resources asked the committee to consider what they needed from HR and how often it should be presented. The Health and Safety Officer suggested that these statistics be brought to the February, May and September committee meetings initially.
The Director of Finance and Resources recommended that the committee should focus on the subjects most directly associated with Occupational Health and Safety risks and how staff and managers can be supported proactively.
[Action: Head of Human Resources]
Health and Safety Executive: Bourdon Biomass Boiler: The Head of Estates confirmed the issues haven’t yet been resolved. However, Estates have improved the seals on the larger diameter old flue system particularly where the newer smaller diameter flue enters it at ceiling level in the boiler house and filled various gaps on the East wall and at or near ceiling level in the boiler house.
The Director of Finance and Resources confirmed that the boiler will be brought into use in a controlled manner. This will have been planned to take place when the building is unoccupied by staff and students and to allow a verification air sampling exercise to be completed.
Provision and use of Fire Log Books in GSA: The Head of Estates clarified that there is no legal requirement for each building to have a fire log book. The Estates department hold this information centrally and can provide information for the fire service if required.
The Health and Safety Officer confirmed that in future the active monitoring inspection checklist question on this will be marked N/A to reflect this fire safety advice.
[Action: Health and Safety Officer]
Reid sub-basement Fire: The Head of Estates stated that there was evidence from Fire Risk Assessments that radiant heaters are still in use in some areas and that some may have been brought in by individuals and are not GSA property. Schools and Professional Support Areas should ensure that these are removed immediately.
[Action: Heads of School and Professional Support Areas]
Paper 12.2 Occupational Health and Safety Committee, 20 February 2018.pdf Overall Page 154 of 270 [OHS/08May18/02]
1718.25 GSA OHS Policy Approvals Process
Following discussion with the Director, the Director of Finance and Resources provided a paper to the Executive Group meeting on 6 February 2018 outlining a suggested policy approval process. A further update eon this will be provided at the next meeting.
[Action: Director of Finance and Resources]
1718.26 Degree Show Protocols for 2018
The Health and Safety Officer confirmed that schools had been requested to provide updated versions of their Degree Show Protocols for 2018.
1718.27 Occupational Health and Safety Plan 2017/18 Second Update [OHS/20Feb/07]
The Health and Safety Officer summarised the progress relating to the Occupational Health and Safety Plan 2017/18 noting that the following had been completed during the period:
a) Policy
Policy development is ongoing. The new GSA Guide to First Aid Provision will be available following anticipated approval at this Committee and the Executive Group.
b) Investigation
One incident investigation was nearing completion and a summary of this will be provided to the next meeting.
c) Active Monitoring
No Active Monitoring inspections have been carried out in this period.
d) Training
The first IOSH Safety for Executives and Directors training course was delivered as planned on 25 January 2018. A second course has been scheduled for 4 April 2018.
The Health and Safety Team has provided advice and support to HR for the identification and procurement of an E-Learning package, which will include Health and Safety awareness training.
The Director of Finance and Resources requested that The Head of Estates provides an equivalent update paper for the Fire Safety Management and Estates Health and Safety Policy Development Plan 2017/2018 at future OHSC meetings.
[Action: Head of Estates]
1718.28 Active Monitoring Inspection Programme Schedule 2017/18 [OHS/20Feb/08]
The Committee noted the Active Monitoring Inspection Programme Schedule 2017/18 within [OHS/20Feb/08].
Paper 12.2 Occupational Health and Safety Committee, 20 February 2018.pdf Overall Page 155 of 270 [OHS/08May18/02]
1718.29 Fire Risk Assessment Programme Schedule 2017/18
The Head of Estates confirmed that six Fire Risk Assessments have been carried out in this period. Common themes included use of aerosols, overloading electrical sockets and general housekeeping issues.
The Director of Finance and Resources requested that The Head of Estates provides a written Fire Risk Assessment schedule for this item at future OHSC meetings.
[Action: Head of Estates]
1718.30 Incident Investigations [OHS/20Feb/03]
The Health and Safety Officer stated that one incident investigation was nearing completion and a summary of this will be provided to the next meeting.
1718.31 Accident Reporting
I. Detailed Summary [OHS/20Feb/11.1]
Seventeen incidents were reported to the Health and Safety team during the period. Thirteen reports related to health and safety incidents/accidents and four related to near miss events.
The Health and Safety Officer referred to one near miss event in which a member of staff misjudged how to do a piece of work as a good example near miss reporting. There were also three reports relating to the biomass boiler situation and maintaining a statutory reasonable temperature in buildings.
II. Accident/Incident Reporting Dashboard 2017/18 (YTD) [OHS/20Feb/11.2]
The Committee noted the Accident/Incident Reporting Dashboard 2017/18 (YTD).
The Health and Safety Officer confirmed that cuts and lacerations are still the highest reported incident and requested that Schools should remind staff and students to dispose of sharps safely.
[Action: Heads of School]
1718.32 Active Monitoring Inspection Reports
I. Active Monitoring Reports 16/17 Statistics [OHS/20Feb/12.1]
The Committee noted the summary of the findings from the Active Monitoring Reports.
II. Inspection Programme 2017/18 Second Report
The Health and Safety Officer stated that due to the small numbers of Active Monitoring Reports completed the dashboard was not presented at this meeting. The Active Monitoring Dashboard will be included when sufficient Active Monitoring Inspections have been carried out.
Paper 12.2 Occupational Health and Safety Committee, 20 February 2018.pdf Overall Page 156 of 270 [OHS/08May18/02]
1718.33 Fire Risk Assessment Reports
The Committee noted reports on the six Fire Risk Assessment Reviews provided within papers [OHS/20Feb/13.1] to [OHS/20Feb/13.6]
The Director of Operations, the Innovation School, requested clarification on how Schools and Professional Support Areas should report back once fire risk assessment actions have been completed.
The Director of Operations, the Innovation School, suggested that the fire risk assessment action log is amended to include an additional column to allow schools to record when an action has been completed. Several committee members also requested that the fire officer notifies senior managers when a fire risk assessment is being planned and affords the opportunity for someone to accompany them. The Head of Estates confirmed that senior managers will be given sufficient notice of when fire risk assessments are planned to be carried out and that the format of the fire risk assessment form will be reviewed and amended.
The Director of Finance and Resources stated that these reports are important in highlighting recurring issues to management teams, enabling improved engagement with staff and students. The Director of Finance and Resources encouraged committee members to give further feedback to the Head of Estates if required.
[Action: Head of Estates]
1718.34 Update on Statutory and Sector Developments
I. USHA annual report [OHS/20Feb/14.1]
The Health and Safety officer introduced this and highlighted some relevant subjects including the important leadership guidance document and that the sector fieldwork guidance is being reviewed by USHA.
The Head of School of Fine Art requested clarification on the signing off of all risk assessments. The Health and Safety Officer confirmed that within GSA’s Occupational Health and Safety Policy and supporting documentation there was scope for Heads of School and Professional Support Areas to make suitable arrangements for delegation of sign off competent persons except where it was essential that this remained with them.
The Head of School of Fine Art asked if further risk assessment training could be provided for school of fine art staff. The Head of School of Fine Art was requested to provide a list to the Health and Safety Team. [Action: Head of Fine Art]
1718.35 Policy Approval
I. GSA Guide to First Aid Provision [OHS/20Feb/15.1]
The Committee approved the GSA Guide to First Aid Provision
Paper 12.2 Occupational Health and Safety Committee, 20 February 2018.pdf Overall Page 157 of 270 [OHS/08May18/02]
1718.36 Any Other Business
The UNISON representative asked about contingency plans should the planned moves to Stow College are delayed. The Director of Finance and Resources confirmed that the move was on schedule and that this was due to be reviewed again in March 2018. The UNISON representative requested that this information is communicated to staff and any plans discussed beforehand.
[Action: Director of Finance and Resources]
[Action: Director of Finance and Resources]
The Health and Safety Officer notified the committee that during recent advice work it was noted that the subject of “Fire” has been omitted from the version of Event Risk Assessment Form currently posted on the website. The committee agreed that the form should be amended and the updated version posted on the GSA website.
[Action: Health and Safety Officer]
The School of Design, Academic Support Manager, suggested that, following fire evacuations, there could be a mechanism for feedback by Fire Marshals and others to improve future fire evacuations.
[Action: Head of Estates]
Paper 12.2 Occupational Health and Safety Committee, 20 February 2018.pdf Overall Page 158 of 270
BOARD OF GOVERNORS: COVERSHEET To: Board of Governors
Paper Author Sarah Leitch, Head of Procurement (and designation): Title of Paper: Recommendation for award of External Audit Services
Summary of Paper: This paper outlines the process undertaken to tender for External Audit Services.
It contains a recommendation to award to Scott Moncrieff for three years with a further potential 2 x 12 month extension periods for the value of ex VAT per annum.
The Audit Committee has made this recommendation following its 23rd April 2018 meeting. Due to the total value potentially being over £100k for the full term of the Contract this was submitted to Business Committee and approved at its meeting on 21st May 2018.
Resource Implications: None
Equality Impact None Assessment Implications:
Recommendation for Approval from Board action (approval, discussion, noting)
Paper 12.3 Approval of External Audit Services.pdf Overall Page 159 of 270 The Glasgow School of Art Paper for Approval to Award the Contract for External Audit Services
Action Required
The Board of Governors is invited to consider and approve the appointment of Scott Moncrieff to deliver the Contract for External Audit Services for the period set out below.
Context
This paper summarises the process undertaken by GSA Procurement to appoint a Contractor to deliver the Contract for External Audit Services. This process was undertaken as the current Contract with Scott Moncrieff is due to expire.
GSA Procurement seeks approval to award to Scott Moncrieff for these services for the value of This was agreed in principle by the Audit Committee on 23rd April 2018 and by the Business Committee on 21st May 2018.
Procurement Process
The Contract was tendered under Lot 3 of the APUC Framework Agreement for Audit Services. A Tender Evaluation Panel was set up consisting of Audit Committee members Charles Beattie and Susie Mitchell and GSA employees Tom Inns, Sandi Galbraith, Sarah Leitch, Craig Williamson and Alastair Milloy.
The Evaluation Panel results are displayed in the table below:
Technical Commercial Total Rank Tenderer Score Score Scott Moncrieff 53.25 26.80 80.05 1 Wylie & Bisset 39.00 40.00 79.00 2 Grant Thornton 43.50 28.75 72.25 3
Next Steps
If approval is gained from the Board, the Contract will be awarded to Scott Moncrieff for a period of 3 years with x2 12 month extension options.
Given Scott Moncrieff are the GSA’s incumbent supplier there will be no need for a transitional period however an initial implementation meeting will be scheduled to discuss future Contract Management arrangements.
Sarah Leitch Head of Procurement 22nd May 2018
Paper 12.3 Approval of External Audit Services.pdf Overall Page 160 of 270 BOARD OF GOVERNORS: COVERSHEET To: Board of Governors
Paper Author Lisa Davidson - Assistant Secretary to the Board (coversheet) (and designation): Sarah Leitch - Head of Procurement (paper) Title of Paper: Recommendation for award of Internal Audit Services
Summary of Paper: This paper, drafted by the Head of Procurement, outlines the process undertaken to tender for Internal Audit Services. It contains a recommendation to award to Henderson Loggie for three years with a further potential 2 x 12 month extension periods.
In April 2018, the Board was invited, by correspondence to consider and approve the award of the contract for Internal Audit Services. The Audit Committee made this recommendation following its 23rd April 2018 meeting. Owing to the timing of the award of the new Contract– 1st May 2018- it was not possible to send this recommendation to the 4th June 2018 meeting of the Board and as such approval by correspondence was requested. The majority of the Governors confirmed their approval of awarding the contract and on this basis, the Chair of the Board granted approval and confirmed that the Head of Procurement could progress the signing of the contract.
Resource Implications: None
Equality Impact None Assessment Implications:
Recommendation for The Board is invited to note this paper (as approval of the action (approval, award was granted by correspondence in May 2018). discussion, noting)
Paper 12.4 Approval of Internal Audit Services Appointment.pdf Overall Page 161 of 270 The Glasgow School of Art Paper for Approval to Award the Contract for Internal Audit Services
Action Required
The Board of Governors is invited to consider and approve the appointment of Henderson Loggie to deliver the Contract for Internal Audit Services for the period set out below.
The Audit Committee has made this recommendation following its 23rd April 2018 meeting. Owing to the timing of the award of the new Contract– 1st May 2018- it is not possible to send this recommendation to the 4th June 2018 meeting of the Board and as such approval by correspondence is requested.
Context
This paper summarises the process undertaken by GSA Procurement to appoint a Contractor to deliver the Contract for Internal Audit Services. This process was undertaken as the current Contract with BDO for Internal Audit Services expires on 30th April 2018.
GSA Procurement seeks approval to award to Henderson Loggie for these services for the value of This was agreed in principle by the Audit Committee on 23rd April 2018.
Procurement Process
The Contract was tendered under Lot 1 of the APUC Framework Agreement for Audit Services. A Tender Evaluation Panel was set up consisting of Audit Committee members Charles Beattie and Susie Mitchell and GSA employees Tom Inns, Ken Neil, Sarah Leitch, Craig Williamson and Alastair Milloy.
The Evaluation Panel results are displayed in the table below:
Tenderer Technical Score Commercial Score Total Rank Henderson Loggie 54.75 35.44 90.19 1 BDO 54.00 30.40 84.40 2 TIAA 38.25 40.00 78.25 3
Next Steps
If approval is gained from the Board, the Contract will be awarded to Henderson Loggie for a period of 3 years with x2 12 month extension options. Henderson Loggie’s Contract will commence on 1st May 2018 and they will take forward any newly instructed audits.
BDO has been contracted to deliver 5 outstanding audits and will continue to undertake these audits and present these, together with their Follow Up Report at the next Audit Committee on 10th September 2018. The outstanding audits are: Student Recruitment; Core Financial Controls; Procurement and Contract Management; Strategic Approach to IT; and IT Security – Core Applications.
The Head of Procurement will, in due course, write to both BDO and Henderson Loggie setting out the transitional arrangements.
[The Contract for External Audit Services potentially totals over £100k and therefore will be presented for approval to Business Committee on 21st May 2018and to the Board thereafter on 4th June 2018].
Sarah Leitch Head of Procurement 23 April 2018
Paper 12.4 Approval of Internal Audit Services Appointment.pdf Overall Page 162 of 270
BOARD OF GOVERNORS: COVERSHEET
To: Board of Governors
Paper Author Lisa Davidson, Assistant Secretary to the Board (coversheet) (and designation): Alistair Storey, Head of Finance (paper) Title of Paper: Interest Free Loan Facility Approval
Summary of Paper: In April 2018, GSA’s Director of Finance and Resources, exceptionally, sought Chair’s action to approve the loan facility, details of which are set out in the attached paper.
Following circulation of this paper to the Board, the majority of the Governors confirmed their support of this proposal and on this basis, the Chair of the Board granted approval and confirmed that the Director of Finance and Resources may progress this matter with .
Resource Implications: None.
Equality Impact None. Assessment Implications:
Recommendation for The Board is invited to note this paper (as approval of the action (approval, award was granted by correspondence in May 2018). discussion, noting)
Paper 12.5 Approval of Funding.pdf Overall Page 163 of 270 Proposed Chair’s Action Interest Free Loan Facility Approval
Alistair Storey 6 April 2018
Paper 12.5 Approval of Loan Funding.pdf Overall Page 164 of 270
BOARD OF GOVERNORS: COVERSHEET
To: Board of Governors
Paper Author Dr Craig Williamson, Registrar and Secretary (and designation): Title of Paper: Nominations Committee: Recommendation to Appoint Vice Chairs Summary of Paper: Sir Muir Russell is currently the Vice Chair of the Board of Governors. Sir Muir’s final term of office ends on 31 October 2018.
This paper was submitted to the Nominations Committee in April 2018, and members confirmed their approval of the proposal.
The Board is invited to approve that the following Lay Governors are appointed as Vice Chairs:
• Ms Lesley Thomson from 4 June 2018
• Professor Nora Kearney from 1 November 2018
Resource Implications: No resource implications.
Equality Impact This paper has no EIA implications. Any policies or procedures Assessment Implications: referenced in the course of the report will, where appropriate, be subject to an EIA in line with GSA’s procedures.
Recommendation for The Board is invited to consider and approve the proposal. action (approval, discussion, noting)
Paper 13.1 Nominations Committee - Recommendation to Appoint Vice Chairs.pdf Overall Page 165 of 270 THE GLASGOW SCHOOL OF ART
BOARD OF GOVERNORS
NOMINATIONS COMMITTEE
RECOMMENDATION TO APPOINT VICE CHAIRS
PROPOSAL
The Board is invited to approve the Nominations Committee’s recommendation that Ms Lesley Thomson and Professor Nora Kearney be appointed as Vice Chairs in line with the terms outlined below.
CONTEXT
The Vice Chair role at GSA is important both in terms of providing support to the Chair and in ensuring stability and continuity within the overall governance structure. GSA currently has a single Vice-Chair, Sir Muir Russell. Following discussions with the Director of GSA, the Vice Chair, and the Chair of the Board of Governors, it is proposed that GSA establishes two Vice Chair positions and in doing so also seeks to succession plan for Sir Muir Russell demitting office on 31 October 2018.
In April 2018, the Nominations Committee recommended that the Board be invited to approve that the following Governors be appointed as Vice Chairs:
• Ms Lesley Thomson from 4 June 2018.
Ms Thomson was appointed as a Governor in June 2013 and is currently in her second term of office. Ms Thomson is also the Board Intermediary.
• Professor Nora Kearney from 1 November 2018.
Professor Kearney was appointed as a Governor in October 2016 and is currently in her first term of office. Professor Kearney is Chair of the HR Committee and Chair of the Remuneration Committee.
Dr Craig Williamson Registrar and Secretary 24 May 2018
Paper 13.1 Nominations Committee - Recommendation to Appoint Vice Chairs.pdf Overall Page 166 of 270
BOARD OF GOVERNORS: COVERSHEET
To: Board of Governors
Paper Author Dr Craig Williamson, Registrar and Secretary (and designation): Title of Paper: Nominations Committee: Proposal to Appoint a Special Advisor to the Chair of the Estates Committee The paper sets out a proposal that Mr Douglas Brown be Summary of Paper: appointed as a Special Advisor to the Chair of the Estates Committee from July 2018 to June 2019 once his tenure as Lay Governor (and current Chair of the Estates Committee) ends on 30 June 2018.
This paper was submitted to the Nominations Committee in April 2018, and members confirmed their approval of the proposal.
Resource Implications: Set out within the paper.
Equality Impact This paper has no EIA implications. Any policies or procedures Assessment Implications: referenced in the course of the report will, where appropriate, be subject to an EIA in line with GSA’s procedures.
Recommendation for The Board is invited to consider and approve the proposal. action (approval, discussion, noting)
Paper 13.2 Nominations Committee - Proposal to Appoint a Special Advisor to the Chair of the Estates Committee.pdf Overall Page 167 of 270 THE GLASGOW SCHOOL OF ART
BOARD OF GOVERNORS
NOMINATIONS COMMITTEE
PROPOSAL TO APPOINT A SPECIAL ADVISOR TO THE CHAIR OF THE ESTATES COMMITTEE
PROPOSAL
The Board of Governors is invited to approve the proposal that Mr Douglas Brown be appointed as Special Advisor to the Chair of the Estates Committee for a period of one year, from 1 July 2018 to 30 June 2019, subsequent to the completion of his tenure as Lay Governor (and current Chair of the Estates Committee), on 30 June 2018.
CONTEXT
Given that the Stow Building project is scheduled to complete by September 2018 and the Mackintosh Building is scheduled to open in early 2019, GSA’s estate is at a critical point of time with regard to its development. Further, a new Estate Strategy will shortly be developed. This appointment would be regarded as an exceptional but appropriate measure.
From July 2018, Mr Michael McAuley will become Chair of the Estates Committee and has agreed with the proposal that Mr Brown’s appointment would be beneficial in providing knowledge continuity and insight.
This paper was submitted to the Nominations Committee in April 2018, and members confirmed their support for this proposal.
TERMS OF THE PROPOSAL
• The period of office for the Special Advisor to the Chair of the Estates Committee will be from 1 July 2018 – 30 June 2019. A moderate daily rate has been agreed with the consent of the Chair of the Board and the Director of GSA. (This remuneration will be reported to the next meeting of the Remuneration Committee in the interests of transparency but does not require the approval of the Remuneration Committee.)
• The Special Advisor will be a fully co-opted member of the Estates Committee and will work within the remit of the committee and to the terms of reference set out in this proposal. The Special Advisor will not be a Governor.
• The anticipated time commitment is one day per month in addition to the four meetings of Estates Committee (and the Board if required). Board attendance will only be at the request of the Chair of the Estates Committee or Chair of the Board and only when necessary.
• In terms of the approach, it has been agreed that one day per month the Special Advisor and the Chair of the Estates Committee will meet with relevant officers in order to help determine the information that needs to be provided to the Estates Committee to best inform oversight.
• GSA’s solicitors will be consulted regarding any relevant insurance matters, as will GSA’s own insurers.
Dr Craig Williamson Registrar and Secretary 24 May 2018 Paper 13.2 Nominations Committee - Proposal to Appoint a Special Advisor to the Chair of the Estates Committee.pdf Overall Page 168 of 270
BOARD OF GOVERNORS: COVERSHEET
To: Board of Governors
Paper Author Office of the Scottish Charity Regulator (and designation):
Title of Paper: OSCR Interim Safeguarding Guidance: Keeping Vulnerable Beneficiaries Safe
Summary of Paper: As referenced in the Registrar and Secretary’s report (Paper 6 on this meeting’s agenda), on 4 May 2018, OSCR has published interim guidance which explains what is meant by safeguarding and highlights key steps that charity trustees can take to make sure that it is considered in an appropriate way. The guidance considers how charity trustee duties set out in the Charities and Trustee Investment (Scotland) Act 2005 relate to safeguarding issues.
Resource Implications: None.
Equality Impact None. Assessment Implications:
Recommendation for Members are invited to note the report. action (approval, discussion, noting)
Paper 13.3 OSCR Interim Safeguarding Guidance - Keeping Vulnerable Beneficiaries Safe.pdf Overall Page 169 of 270 Interim Safeguarding Guidance: Keeping vu lnerable beneficiaries safe What this guide covers In this guidance we concentrate on safeguarding ‘vulnerable beneficiaries’, by which we mean children and vulnerable (or protected) adults.
Paper 13.3 OSCR Interim Safeguarding Guidance - Keeping Vulnerable Beneficiaries Safe.pdf Overall Page 170 of 270 Interim Safeguarding Guidance: Keeping vulnerable beneficiaries safe
1. Introduction
2. What is safeguarding?
3. Charity Trustees’ duties
4. OSCR’s regulatory role
1. Introduction
What this guidance covers In this guidance we concentrate on safeguarding ‘vulnerable beneficiaries’, by which we mean children and vulnerable (or protected) adults. For the purposes of this guidance:
• A child is anyone under 18 years of age. • A vulnerable adult is anyone over 16 years of age who is unable to safeguard themselves, their property and their rights.
Charities have a wider responsibility to protect their staff, volunteers and beneficiaries in general. It’s important that charities consider how to promote wellbeing and welfare of all the individuals they work with. However, this guidance focuses on the safeguarding of vulnerable beneficiaries. Many charities may have vulnerable beneficiaries who also work for the charity as volunteers or paid staff. In these circumstances the safeguarding of those staff and volunteers needs to be considered alongside the employment and volunteering responsibilities of the charity.
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In this guidance we look at what’s meant by safeguarding and highlight key steps that charity trustees can take to make sure that it is considered in an appropriate way for their charity.
The guidance also looks at how the charity trustee duties as set out in the Charities and Trustee Investment (Scotland) Act 2005 (the 2005 Act) can relate to safeguarding issues.
What this guidance does not cover This guidance looks at the general principles of safeguarding; it doesn’t cover detailed requirements for different types of charities, such as those working overseas or in the care sector.
The guidance doesn’t cover wider employment law issues such as allegations of sexual misconduct or harassment in the workplace. However, charity trustees do have a duty to create a workplace that is safe and secure for all. This includes having appropriate human resource policies, and ensuring that those working and volunteering for the charity are able to raise concerns and have them dealt with in an appropriate way. It also means working to promote and create a culture in which staff and volunteers can work effectively.
Who is the guidance for? This guidance is aimed at charity trustees of charities with vulnerable beneficiaries and people working with those charity trustees.
How to use the guidance The glossary provides you with further information, definitions and descriptions of key terms. We have highlighted these key terms in bold purple type. Clicking on these terms will take you straight to the glossary or the relevant section of guidance. The guidance also contains links to external websites for other sources of information.
Sources of help and advice OSCR publishes general guidance for charities, but we can’t provide specific advice on the full range of things which can happen in or affect your charity. See the links below to other sources of help and information:
• Charity Commission for England and Wales guidance: trustee safeguarding duties explained – this guidance refers to the law in England and Wales, it is most relevant for cross-border charities registered with both the Commission and OSCR
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• The Care Inspectorate’s guidance hub contains information about working with children and vulnerable adults • The Health and Social Care Standards have been developed to ensure everyone in Scotland receives the same high quality of care no matter where they live • Disclosure Scotland has information on background checks and the Protecting Vulnerable Groups (PVG) Scheme • The NSPCC have a free safeguarding tool for those working with children and young people, which includes an example safeguarding policy and self- assessment tool • Scotland's International Development Alliance gives members access to relevant information on safeguarding through the resources section on their website • Volunteer Scotland provide free disclosure check services for voluntary sector organisations, including PVG applications for volunteers and paid staff. Volunteer Scotland also provide advice and guidance.
2. What is safeguarding?
Safeguarding is the action that an organisation takes to promote the welfare of children and vulnerable adults to protect them from harm including physical, emotional, sexual and financial harm and neglect. This includes making sure that the appropriate policies, practices and procedures are put in place. Safeguarding includes child protection but goes further and extends to all vulnerable beneficiaries.
Charities working with children and vulnerable or protected adults, referred to in this guidance as vulnerable beneficiaries, must do all they can to keep these beneficiaries safe and protected from harm.
Charity trustees must always act in the interests of the charity and where a charity has vulnerable beneficiaries this duty includes making sure that the appropriate safeguarding measures are put in place to prevent and protect them from harm. The risk of harm may never entirely disappear, but the better the safeguards adopted the better able charities are to mitigate those risks.
Ways to protect vulnerable beneficiaries include:
• having in place policies and procedures that will help make sure that children and vulnerable adults are protected from harm • making sure those policies and procedures are implemented and understood by everyone in the charity
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• having clear lines of responsibility and accountability within the charity to deal with any safeguarding issues • making sure that staff and volunteers are trained to identify potential harm, know what action to take and are clear about how, when and who to report to.
Charities may be set up to help vulnerable groups either in Scotland, elsewhere in the UK or overseas. These individuals may be vulnerable to abuse due to their life circumstances or because of their age, health, physical or mental abilities. Individuals who rely on others to help them with personal and intimate care can be particularly vulnerable.
Why does it matter?
Individuals have the right to live in safety, with dignity, free from abuse and neglect. Safeguarding comes from rights-based approach to protecting individuals and this is at the heart of what many charities do.
Charities are trusted to help some of the most vulnerable people in society who require the most protection. When working with vulnerable beneficiaries charities
should be able to demonstrate that they can keep them safe.
It is in the interests of the charity to promote a safe environment and culture for all. If charities fail to report and follow up on safeguarding concerns it undermines public trust and sends a message that such behaviours are tolerated.
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Where a charity works with vulnerable beneficiaries it is important that charity trustees develop an organisational culture that has safeguarding at its core. Public trust and confidence in your charity and the reputation of the wider sector can be harmed if safeguarding concerns are not responded to appropriately. A charity’s reputation is one of its most valuable assets and the public have the right to expect the highest standards of governance and have confidence in any charity that they come into contact with.
3. Charity Trustees’ duties
The legal duty of all charity trustees is to act in the interests of their charity and in particular to act with care and diligence. Charities should have the appropriate mechanisms in place to make sure that a safe environment is created for staff, beneficiaries and volunteers. Charity trustees have a collective responsibility for safeguarding even if certain aspects of the work are delegated to staff. Ultimately, charity trustees are accountable for all that happens within their charity.
Charity trustee general duties:
1. You must act in the interests of the charity 1.1 You must operate in a manner consistent with the charity’s purpose
1.2 You must act with care and diligence
1.3 You must manage any conflict of interest between the charity and
any person or organisation who appoints charity trustees.
Safeguarding vulnerable beneficiaries is a key governance priority. Any failure by charity trustees to manage safeguarding risks adequately can be a failure in charity trustee duties and would be of serious regulatory concern to OSCR. We may consider this to be misconduct in the administration of the charity. See section 4 for details on OSCR’s role.
Charity trustees need to be aware of and alert to the risk that their charity may be targeted by those who want to gain access to children or vulnerable adults. While the risks may never fully disappear, having the correct procedures and adequate checks in place will mean that if things do go wrong the charity is best placed to deal with it.
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Charity Trustees should take these practical safeguarding steps:
1. Know your duties in terms of charity law: read our Guidance and Good Practice for Charity Trustees, and understand how, in your charity the role of a charity trustee relates to safeguarding
2. Know what specific statutory duties you have to comply with because of the nature of your charity’s activities including where necessary carrying out Disclosure Scotland checks
3. Make sure charity trustees are appropriately trained in safeguarding so that they’re able to make informed decisions that affect vulnerable beneficiaries
4. Be alert to the possibility of the charity being targeted as an access point to children or vulnerable adults and the ways you can manage those risks
5. Have adequate safeguarding policies and procedures appropriate for your charity’s activities that reflect both the law and best practice. For example, charities working with children should have a child protection policy in place. Review and assess safeguarding risks and policies regularly, particularly where there are changes in circumstances or activities
6. Make sure safeguarding policies and procedures are properly implemented. All staff and volunteers should receive safeguarding training and go on regular refresher courses and be clear about: • what abuse is • how to spot it • how to respond to concerns about and from vulnerable beneficiaries • who to report concerns to
7. Make sure the principal themes of safeguarding are embedded in the culture of your charity encouraging a safe environment so that anyone who has a concern feels able to report it as soon as abuse is identified or suspected
8. Have in place procedures for staff, volunteers and beneficiaries to raise concerns with clear: • lines of accountability • systems of reporting • actions to be taken
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9. Make sure all concerns reported are appropriately and sensitively investigated and promptly acted on
10. If incidents do occur, reflect and learn from them. This may include making changes to your policy if needed, seeking feedback from beneficiaries and showing your commitment to safeguarding by publishing your safeguarding policy.
These steps are vital, given that charities are accountable to the public and must provide public benefit.
Whistleblowing and the Public Interest Disclosure Act 1998 (PIDA) PIDA protects paid workers from unfair dismissal or treatment from their employer if they report wrongdoing. We consider it best practice for charities that employ people to have whistleblowing procedures in place so that concerns can be raised by staff openly and safely.
More information on whistleblowing and PIDA can be found in our guidance and on the UK Government website.
Sharing information with other agencies Charity trustees should liaise and work with other organisations to prevent those individuals who actively target charities in order to abuse children and vulnerable adults from doing so. This may include sharing information or making referrals to social services or other relevant agencies and also the prompt reporting of incidents to Police Scotland. Where there has been an allegation of criminal activity and abuse, then this must be reported immediately to Police Scotland.
Making a referral to Disclosure Scotland: If an organisation or employer has employees or volunteers doing 'regulated work', they have a duty to report any harmful behaviour that might affect whether the person is allowed to work with children or protected adults. This applies whether the person is a member of the PVG Scheme or not. This is called making a referral.
Making appropriate referrals is one of the ways charity trustees can demonstrate that they are complying with the duty to act with care and diligence.
Safe recruitment (staff and volunteers) Charities working with vulnerable beneficiaries should seek to prevent harm and abuse with a rigorous recruitment and interview process for new staff and volunteers. Charity trustees must have safe recruitment practices within their charities to make sure that only suitable people have contact with vulnerable beneficiaries.
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Some people are not allowed by law to be a charity trustee. Every charity trustee must make sure that he or she is not breaking the law by being a charity trustee.
Types of disclosure You may need a criminal record check from Disclosure Scotland if you're applying for paid or unpaid work, including volunteering with a charity. The type of check to be used depends on the voluntary or paid work you're doing or the role you are carrying out. Disclosure Scotland provide:
• Basic disclosure • Standard disclosure • Enhanced disclosure • Protecting Vulnerable Groups (PVG) Scheme
PVG checks The Protection of Vulnerable Groups (Scotland) Act 2007 (PVG Act) sets out the legal framework for the vetting and barring scheme for those working with children and protected adults in Scotland, known as the PVG scheme.
Charities have a responsibility to make sure that any trustees, employees and volunteers that work with vulnerable beneficiaries are suitable for the role and that they obtain appropriate checks to prove this.
The PVG scheme applies only to 'regulated work'. There are two types of regulated work – work with children and work with protected adults. Regulated work may include:
• caring responsibilities • teaching or supervising children and/or protected adults • providing personal services to children and/or protected adults • having unsupervised contact with children and/or protected adults.
The PVG scheme also applies to regulated work carried out in other countries, for example, when a charity sends a volunteer overseas to work in a school.
More information on how the PVG scheme works can be found at Disclosure Scotland. It is good practice to notify Disclosure Scotland when an individual on the scheme leaves an organisation.
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Volunteer Scotland provide a range of support with the PVG scheme for voluntary sector organisations, including free training, guidance and a helpline.
In addition to the PVG scheme, charity trustees should consider if their recruitment policy and processes are robust and meet best practice – see the Safer recruitment through better recruitment guidance.
Working with partners overseas, in Scotland or elsewhere in the UK Charities working overseas often work with the poorest and most vulnerable people. Charities can be working with people who are simply trying to survive following devastating man made or natural disasters. Charity trustees should be alive to the fact that some individuals may exploit weaknesses in a charity’s safeguarding practices particularly in the face of immense pressure to deliver aid and save lives.
Charities that work with partner organisations both in Scotland, elsewhere in the UK or overseas should make sure that:
• those organisations have appropriate safeguarding policies in place for the nature of the work and the area they operate in • that these policies are properly implemented in practice and regularly reviewed • when giving grants to overseas organisations appropriate due diligence checks are made on the recipient body.
Charity trustees also need to be aware that vulnerable beneficiaries overseas can face different or additional risks of abuse or exploitation and safeguarding policies and procedures should take account of any additional factors that are necessary in the circumstances.
Remember, the PVG scheme applies where charities send individuals to other countries to do regulated work. This is set out in an amendment to section 73 of the PVG Act – the Protection of Vulnerable Groups (Scotland) Act 2007 (Prescribed Purposes for Consideration of Suitability) Regulations 2010/381.
In terms of international safeguarding issues, OSCR has no direct regulatory remit over charities’ overseas partners or not-for-profit organisations. Where a charity registered in Scotland supports, or works closely with overseas partners, we will hold the charity to account over the suitability and management of that relationship, including its supervision of safeguarding risks.
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What should a safeguarding policy contain? The contents and detail of a charity’s safeguarding policy will depend on the charity’s activities with vulnerable beneficiaries and the level of risk.
Where the risks are higher, for example in charities where activities with vulnerable beneficiaries are core to the charity’s purpose, charity trustees will need to do more to fulfil their legal duties and make sure their policy is appropriate for their operations. The policy should always include requirements for the charity’s trustees, staff and volunteers to learn about protection issues in accordance with the relevant statutory guidance and within the context of their own roles and responsibilities.
OSCR can’t advise charities on what specific information to include in a policy, but we would expect, as a minimum, policies are:
• agreed by the charity trustees • regularly updated • reflect statutory guidance and national and local practice • supported by an implementation plan.
The policy should be publicly available, to provide reassurance and enable constructive feedback from beneficiaries and other stakeholders.
The NSPCC has tips for writing a safeguarding policy when working with children.
4. OSCR’s regulatory role
OSCR’s role is to make sure that charities comply with the requirements of Scottish charity law and that charity trustees run charities in line with their legal duties.
In the context of safeguarding, our focus is to make sure that charity trustees deal appropriately with any alleged safeguarding concerns affecting their charity. We look to see that charity trustees take steps to protect vulnerable beneficiaries from harm and minimise the risk of abuse.
OSCR is not responsible for dealing with incidents of actual abuse and does not oversee safeguarding legislation. Where incidents of abuse are alleged, it’s the role of the police to investigate whether a criminal offence may have been committed. We can and do refer any concerns we have to the Crown Office and Procurator Fiscal Service or other relevant agencies. We will give the highest priority to any case where there is a live risk of harm.
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When we receive a concern about a charity we assess it in line with our Inquiry Policy. The policy sets out the matters that OSCR can and can’t deal with and explains how we assess concerns to decide if we can take them forward.
Reporting Safeguarding incidents to OSCR under the Notifiable Events Regime OSCR’s notifiable events scheme requires charity trustees to report events that are likely to have a significant impact on their charity. When there has been a significant incident involving a child or a vulnerable adult, then this should be reported to us.
Reporting demonstrates that charity trustees have identified a serious risk to their charity and that they are taking appropriate action to deal with it and protect the charity from further harm.
When reporting, trustees should be as transparent as possible about the facts of the case and the actions being taken. This will allow us to assess if the appropriate actions are being taken in any given case.
There is no legal requirement to report a notifiable event. However, it is an important way for charity trustees to reassure us that they are on top of the issues they are facing. Ultimately, we may become concerned if there has been a matter that has not been reported to us; especially if it goes on to have a negative impact on the individual charity or the wider charity sector. Where something significant has happened within a charity and this has not been reported to us in full, we will take this into account if we have to open an inquiry. Ultimately, this could be considered to be misconduct.
Reporting a notifiable event helps OSCR to assess the volume and impact of safeguarding incidents within charities and to understand the risks facing the sector as a whole. This helps us to decide how we can better support charities through our guidance and assess where we need to focus our activities.
You can email us at [email protected] outlining the following:
• What the event is and how it has (or may have) a serious impact on the charity. We need enough details to understand the event, but please don’t worry about having a final polished report. If the information is clear and gives us what we need, we are not worried about the format. We will ask for more information if we need it. • What action (if any) has already been taken? • What further plans the charity trustees have in place to deal with the event? • What plans the charity trustees have in place to mitigate similar things happening in the future. 11 V1.0 Interim Safeguarding Guidance: Keeping vulnerable beneficiaries safe
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If you’re not sure whether to report something as a notifiable event please contact us.
Beyond safeguarding Making sure vulnerable beneficiaries are safe and secure is fundamental to many of Scotland’s charities. Those set up to support vulnerable beneficiaries often go further than just protection, they create an environment in which individuals have the potential to flourish.
While this guidance concentrates on working with vulnerable beneficiaries, there are wider issues that all charity trustees need to think about: Creating a culture in their charity that allows all those that work, volunteer and benefit from their activities to do so in a safe and secure environment.
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www.oscr.org.uk
@ScotCharityReg
ScottishCharityRegulator
Paper 13.3 OSCR Interim Safeguarding Guidance - Keeping Vulnerable Beneficiaries Safe.pdf Overall Page 183 of 270 Overall Page 184 of 270 Confirmed by the Convenor
THE GLASGOW SCHOOL OF ART
ACADEMIC COUNCIL
MINUTES: 7 March 2018
Present: Professor Tom Inns (Convenor), Ms Janet Allison, Professor Paul Chapman, Ms Laura Glennie, Professor Vicky Gunn, Dr Alison Hay, Mr Alan Hooper, Dr Gordon Hush, Mr Colin Kirkpatrick, Dr Helen McCormack, Dr Emma Murphy, Professor Ken Neil, Ms Shona Paul, Professor Alistair Payne, Professor Nick Pearce, Professor Johnny Rodger, Ms Alison Stevenson, Dr Craig Williamson.
Attending: Mr Colin Langford, Professor Christopher Platt
Secretary: Ms Jill Brown, Policy and Governance.
Apologies: Mr Justin Carter, Ms Barbara Ridley, Ms Sally Stewart, Professor Elizabeth Moignard, Professor Irene McAra-McWilliam
PART A ITEMS FOR DISCUSSION AND DECISION
1718.58 Minutes of the Meeting held on 13 December 2017 [Paper 1.2]
The minutes of the meeting of Academic Council held on 13 December 2017 were approved.
1718.59 Matters Arising from the Meeting of 13 December 2017 [Paper 1.3]
Academic Council reviewed the action points outstanding from December 2017.
The following items, not on the agenda, were discussed:
i. SoFA: Feedback to Students Following Final Assessment
The Head of the School of Fine Art provided an assurance that this action would be fully considered and addressed as part of curriculum development plans subsequent to the School of Fine Art Periodic Review. On this basis, the Head of the School of Fine Art asked that the action be removed from on-going committee oversight.
1718.60 Review of Academic Council Effectiveness [Papers 2.1 and 2.2]
The Registrar and Secretary provided an overview of the process involved in the review of Academic Council Effectiveness and Reflective Analysis. Both papers contain a number of recommendations, which will be responded to for the next meeting of Academic Council and published on the GSA website. [Action: Registrar and Secretary]
The external reviewer, Mr Colin Langford highlight that the review, which started in December 2016, followed a new approach that included an internal reflective analysis supporting the external governance review. Methodology included Mr Langford’s attendance at meetings, review of key policies, questionnaires, meetings with staff and verification of the internal reflection report.
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Paper 14.1 Academic Council Minutes 7 March 2018 - Confirmed by the Convenor.pdf Overall Page 185 of 270 Confirmed by the Convenor Mr Langford acknowledged the help and support received across the institution, commending all staff involved for their professionalism and assistance throughout. Mr Langford attended both Academic Council and Undergraduate and Postgraduate Committee meetings and was assured, in terms of governance, that both meetings demonstrated quality debate, pertinent questioning and a drive for continuous improvement. Though both meetings have a large volume of papers, the focus on outstanding actions was commended and Mr Langford summarised that the process is effective, cooperative and staff are engaged.
1718.61 Convenor’s Report
The Convenor provided the following update:
i. QS World Rankings
At the end of February 2018, GSA was ranked No. 16 in the world for its Art and Design provision in the highly influential 2018 QS World Rankings. This positions GSA as No. 4 in the UK for Art and Design and No. 6 in Europe. The result means GSA has been in the global top 20 for the last four consecutive years.
ii. MSP Visits
On Thursday 8 February 2018 Fiona Hyslop, Scottish Government Cabinet Secretary for Culture, Tourism and External Affairs, visited GSA to discuss the School’s contribution to Scotland’s creative economy and to visit the Mackintosh Building. Since the visit a series of further meetings with the Culture team and the Scottish Government have been arranged. MSPs from the Education and Skills Committee visited Glasgow in February 2018. Alongside an open session for parents and teachers, MSPs met with Widening Participation staff and student representatives from GSA. GSA was in attendance at the Universities Scotland annual Reception, held at the Scottish Parliament. The event demonstrated how Scotland’s 19 HEIs are committed to widening access to HE.
iii. Winter School
The Innovation School held its second Winter School at the end of January, attended by over 100 participants, including staff and students from Koln International School of Design (KISD), KADK (The Royal Danish Academy of Fine Arts, Schools of Architecture and Conservation) and the Audencia Business School in Nantes.
iv. External Environment: Post 18 Review and Office for Students
On 19 February 2018, Teresa May announced the terms of reference for a review of the post- 18 education system in England (including FE and HE). An interim report will be published (Autumn 2018), before the UK Government concludes the final review in early 2019.
The Office for Students will be the government approved regulatory and competition authority for the HE sector in England from 1 April 2018.
v. Brexit
In February 2018, the Scottish Government confirmed that it will continue to pay the fees for EU domiciled students applying to start at GSA in September 2019. Although not currently being discussed, based on presently described BREXIT transition arrangements, it is likely that the Scottish government will also be obliged to pay fees in September 2020 but not in September 2021. 2 of 8
Paper 14.1 Academic Council Minutes 7 March 2018 - Confirmed by the Convenor.pdf Overall Page 186 of 270 Confirmed by the Convenor
GSA is looking very carefully at the impact of fee changes on the diversity of its student cohorts. GSA will be suggesting to the SFC ways of using funding released through fee changes from September 2021 onwards.
vi. Student Experience
The NSS results were widely discussed at the October and December 2017 Board of Governor meetings and at the February 2018 annual Board of Governors Away Day. GSA has been responding to poor performance identified in the 2017 NSS through a number of actions.
In December 2017, GSA launched its first ever Student Experience Survey (based on the NSS survey questions) for stage 1, 2, 3 and 4 and PGT students. In total, the survey received 500 responses, 353 undergraduates (UG) and 147 postgraduate taught students (PGT). Results and analysis of the survey have been shared with the GSA Executive, Schools and Programme Leaders who are currently working on appropriate response. The survey has been very useful in helping GSA staff understand more about how the student experience changes across the years at GSA.
vii. Review of TEF and ELIR
GSA has opted to take part in the first year of a two-year pilot of the new subject level TEF process. GSA is taking part in this process to learn more about how the TEF process works. Taking part also gives GSA access to benchmarking data and metrics from other architecture and art and design subject providers in the UK.
GSA will be submitting documentation for the ELIR review in December 2018. The external ELIR team will then visit GSA in March and May 2019 to meet staff and students. GSA will be informed of the outcome from the ELIR process in July 2019 and the QAA will then publish the outcomes of the GSA ELIR in August 2019.
viii. Estates
By 2019, GSA will have worked through a series of estates projects, representing a £150 million investment over a ten-year period (Reid, Stow, Haldane, Mackintosh Restoration, Library, Blythswood House, Highlands campus). There is still much to be done, however, to create a consolidated, efficient, high quality GSA estate that meets future staff and student needs. During 2018, a 2030 Estates plan will be developed to support future development.
ix. 2018-21 Planning
The GSA’s current three-year strategic plan ends in July 2018. Work continues on the development of the 2018-2021 plan. An update on the 2018-2021 plan was presented at the December Board of Governors meeting and discussed in more detail at the February 2018 Away Day. This update was widely discussed with Schools and professional support areas in February 2018 (although weather disruption in early March meant several planned consultation meetings were postponed). At the March 2018 Board of Governors meeting, the Director will present a timeline of planned GSA developments during the 2018-21 period and an overview of key performance indicators that can be used to track progress during this period.
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Paper 14.1 Academic Council Minutes 7 March 2018 - Confirmed by the Convenor.pdf Overall Page 187 of 270 Confirmed by the Convenor
1718.62 Report from the Deputy Director (Academic) [Paper 4.1]
Academic Council noted paper 4.1 and the following items in the report were highlighted by the Deputy Director (Academic):
i. Annual Research Plans and Activity Planning 2018
The call for research plans was issued requesting that all research active staff return an Annual Research Plan by 18 April 2018. The later date allowed extensive consultation and peer review, but still allows the same length of time for completion.
ii. Teaching Norms Model
The Teaching Norms Model is available for use in the cycle of planning for 2018-19. As 2018-19 is the inaugural year, there may be a period of ‘bedding in’ but it will provide consistency and is an important part of activity planning.
1718.63 First Year Experience Curriculum Reform [Paper 4.2]
Academic Council noted the update on the First Year Experience Curriculum Reform provided in Paper 4.2.
The Head of Learning and Teaching confirmed that the project is on target and that a Working Group is to be convened to provide an overview on the impact on Schools, and to identify the appropriate work streams required to realise the FYE shared curriculum. The framework of the Mack 1 and Mack 2 courses has been approved with condition that the feedback from Board of Studies and UPC is accounted for throughout the curriculum development process.
1718.64 Feedback from Student Experience Survey [Paper 4.3]
The Head of Learning and Teaching provided an overview of the results and analysis of the inaugural GSA Student Experience Survey, as detailed in Paper 4.3. Of particular value from the survey were the free text comments, which provided greater insight to the student voice than numbers alone. Students seeking a response to feedback was consistent across all years in the survey.
Timetabling, access to resources, communication and professional practice were highlighted as areas for development whereas community, support and approachability of staff, and freedom to explore and experiment were commended. The Head of Learning and Teaching advised that student perception of organisation and management will be monitored after the next survey to see if imbedding the Teaching Norms has impact.
Academic Council members highlighted that the coding of data was confusing and the colours/shading could be reconsidered for the next results analysis. The survey will run twice per calendar year which will provide insight to the drop in student experience satisfaction in year 1 to year 2 of the curriculum.
1718.65 ELIR 4 – Planning Update [Paper 4.4]
The Head of Learning and Teaching provided an overview of the ELIR 4 Planning Update, as outlined in Paper 4.4, and advised Academic Council members of changes made following a recent meeting with the QAA where ELIR 4 methodology and milestones were discussed. Consideration is to be given to identifying ways of getting staff and students not directly involved in collation of the report more engaged with the process. 4 of 8
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Academic Council noted the schedule set out in Paper 4.4.
1718.66 Update on GSA and the Teaching Excellence Framework [Paper 4.5]
Academic Council noted the update on the Teaching Excellent Framework (TEF) provided in Paper 4.5.
The Head of Learning and Teaching advised that an oral report of the results of the subject- level TEF will be provided at the next meeting of Academic Council.
[Action: Head of Learning and Teaching]
It was noted that the biggest anomaly for GSA and the TEF is the divergence of NSS scores and all other outcomes. At this time, it would appear that GSA are at the lower end of the scale for teaching intensity and staff/student ratio; this may be due to recording and will be reassessed.
1718.67 New Enhancement Theme: Evidencing Enhancement of Learning and Teaching [Paper 4.6]
Academic Council noted the update on the New Enhancement Theme: Evidencing Enhancement of Learning and Teaching provided in Paper 4.6.
The Head of Learning and Teaching advised members that work is underway to improve engagement and feedback loops and that an internal project assistant will be appointed to support this initiative. It was noted that creative economy and ecology are key aspects of this and that work is ongoing to develop staff awareness of these metrics.
1718.68 Undergraduate Ethics Policy [Paper 4.7]
The Head of Learning and Teaching advised that the Undergraduate Ethics Policy has been published, following approval at the December 2017 meeting of Academic Council. To support this, a training session for staff entitled ‘Ethical Approaches to Creative Education and Research Methods for Educational Enquiry’ has been scheduled and online training modules are in development.
1718.69 PGT Credit Reform – Update on Progress [Paper 4.8]
Academic Council noted the update on the PGT Credit Reform, as detailed in Paper 4.8.
1718.70 Report from Research and Enterprise [Paper 4.9]
Academic Council noted the update provided in Paper 4.9. The following items were highlighted:
i. REF
The Head of Research and Enterprise advised that a REF audit is scheduled for May/June 2018 to assess progress towards REF 2020 objectives.
ii. Annual Research Plans (ARP)
It was noted that a programme of guidance and training sessions for academic staff is scheduled to support staff submitting an ARP.
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Paper 14.1 Academic Council Minutes 7 March 2018 - Confirmed by the Convenor.pdf Overall Page 189 of 270 Confirmed by the Convenor iii. Research Projects
Academic Council members noted and commended the successful research proposals as detailed in item 3.2 in the Paper.
iv. Postgraduate Research
The Head of Doctoral Studies, with support from PhD coordinators and other colleagues, has introduced an enhanced programme of postgraduate research training and support activities and a revised peer review process.
iv. Careers and Employability
The new Enterprise Framework will be announced during July/August 2018, which aims to enhance support for both students and graduates professional practice.
1718.71 Approaches to PGR Periodic Review [Paper 4.10]
The Head of Research and Enterprise introduced the approach to PGR Periodic Review, as detailed in Paper 4.10. This will be a five-yearly review to demonstrate that: GSA has effective procedures and processes in place to support PGR students in, through and beyond their research degree; to demonstrate GSA’s compliance and engagement with PGR relevant national level benchmarks; and to illustrate commitment to enhancing the PGR student experience.
Preparatory work will take place during the summer months, with the Periodic Review event scheduled in Autumn 2018.
Academic Council approved the paper which will be shared with the University of Glasgow for information and comment.
1718.72 Research Degrees Report [Paper 4.11]
Academic Council noted the Annual Research Degrees Report in Paper 4.11.
This paper was submitted to Research and Enterprise Committee (REC) and a proposal to revise the content, form and presentation of statistical data in the report is being considered.
1718.73 Report from the Registrar and Secretary [Paper 5.1]
Academic Council noted the update provided in Paper 5.1. The following items were highlighted:
i. University of Glasgow Memorandum of Agreement
GSA would be in a position to review the suite of revised documents once the research agreements had been received. Should the research agreements not be received by the March 2018 deadline, it would not be viable to ask Academic Council to consider approval in May 2018. Therefore, the October 2018 meeting would likely consider the final version of the documentation.
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Paper 14.1 Academic Council Minutes 7 March 2018 - Confirmed by the Convenor.pdf Overall Page 190 of 270 Confirmed by the Convenor ii. Academic Council Conventions
The Registrar and Secretary provided an overview of the Academic Council Conventions, highlighting the importance of the timely submission of papers to allow members adequate time to read and scrutinise all papers.
Academic Council approved the proposed conventions.
iii. Student Discipline Procedure
Members of Academic Council noted the Student Discipline case, as outlined in Annex 2 of the paper. The Deputy Director (Academic) had dealt with the case and the matter was reported to Academic Council in line with GSA’s policy.
Academic Council noted that the overall policy was under review and that as part of this engagement would take place with the Students’ Association.
PART B: ITEMS REFERRED FROM UNDERGRADUATE AND POSTGRADUATE COMMITTEE FOR APPROVAL
1718.74 External Examiner Nominations and Extension of Remit [Papers 7.1 – 7.5]
Academic Council approved the following External Examiner nominations:
• MDes Design Innovation Suite –
• BSc Immersive Systems Design –
• BA (Hons) Fashion –
• BA (Hons) Textiles –
Academic Council approved the following External Examiner Extension of Remit:
• Diploma in Architecture –
1718.75 Items for Approval
Academic Council considered and approved the following items:
• New Course: English for the Creative Disciplines [Paper 8]
• PACAAG Reports of 22 and 23 November 2017 on Minor Programme and Course Amendment (PGT Credit Reform) [Paper 11]
A correction was highlighted in the PACAAG report: “The Convenor agreed that the Head of Learning & Teaching would request that the Senior Academic Fellow for Digital Learning and the Blended Learning Co-ordinator would design a pilot of the pre arrival access to Canvas during session 2017/18 with a view to this being launched from January 2019.” The Head of Learning Resources clarified that a pilot is not yet in development and will therefore not be launched in January 2019.
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Paper 14.1 Academic Council Minutes 7 March 2018 - Confirmed by the Convenor.pdf Overall Page 191 of 270 Confirmed by the Convenor
1718.76 Minutes from Committees
Academic Council noted the minutes from the following committees:
• Minutes from the Research and Enterprise Committee meeting of 7 February 2018 [Paper 9] • Minutes from the Undergraduate and Postgraduate Committee meeting of 14 February 2018 [Paper 10] • Minutes from MLitt Curatorial Practice (Contemporary Art) Joint Management Board [Paper 12] • Minutes from MSc International Management and Design Innovation Joint Management Board [Paper 13]
1718.77 Items for Noting
Academic Council considered and noted the following items:
• Actions from the Learning and Teaching Committee [Paper 14] • Mackintosh School of Architecture: Programme Approval 2015/16 – Update on the Recommendations for the MSc in Environmental Architecture [Paper 15]
1718.78 Any Other Business
i. Reid Building Environment
Issues with the Reid Building environment were raised, including acoustics. It was confirmed that this is an Estates priority, alongside ongoing Estates activities including the Mack Restoration and Stow building project.
ii. Electives Timings
It was confirmed that the issue with the timing of electives is being monitored by the Learning and Teaching Committee, as requested by UPC.
1718.79 Date of Next Meeting
3pm Wednesday 2 May 2018, Principal Seminar Room 1, Reid Building.
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Paper 14.1 Academic Council Minutes 7 March 2018 - Confirmed by the Convenor.pdf Overall Page 192 of 270 Confirmed by the Convenor
THE GLASGOW SCHOOL OF ART
ACADEMIC COUNCIL
MINUTES: 2 MAY 2018
Present: Professor Tom Inns (Convenor), Ms Janet Allison, Professor Vicky Gunn, Dr Gordon Hush, Mr Colin Kirkpatrick, Professor Elizabeth Moignard, Professor Ken Neil, Ms Shona Paul, Professor Alistair Payne, Ms Barbara Ridley, Professor Johnny Rodger, Ms Alison Stevenson, Dr Craig Williamson
Attending: Dr Daniel Livingstone
Secretary: Ms Jill Brown, Academic Quality Office
Apologies: Mr Justin Carter, Professor Paul Chapman, Ms Laura Glennie, Dr Alison Hay, Mr Alan Hooper, Professor Irene McAra-McWilliam, Dr Helen McCormack, Dr Emma Murphy, Professor Nick Pearce, Ms Sally Stewart
PART A ITEMS FOR DISCUSSION AND DECISION
Upon invitation from the Convenor, Academic Council members confirmed they had sufficient time to scrutinise the papers.
Upon invitation from the Convenor, Academic Council members made no declarations of interest.
1718.80 Minutes of the Meeting held on 7 March 2018 [Paper 1.3]
The minutes of the meeting of Academic Council held on 7 March 2018 were approved.
1718.81 Matters Arising from the Meeting of 7 March 2018 [Paper 1.4]
Academic Council reviewed the action points outstanding from March 2018.
All outstanding actions were covered by items on the agenda.
1718.82 Convenor’s Report
The Convenor provided the following update:
i. Student President
The Convenor extended thanks to Laura Glennie, Student President, for being an actively engaged and valued member of Academic Council during sessions 2016/17 and 2017/18. Harriet Gould was announced as the new Student President for session 2018/19.
ii. Sector Developments
Sector developments remained as reported at the March 2018 Academic Council meeting.
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iii. Research Successes
Four GSA PhD students have been offered studentships by the Scottish Graduate School for Arts and Humanities, which is the biggest success for GSA from that fund.
iv. Estate Developments
The Mackintosh Restoration project was reported as, in the main, running to schedule. The Stow Project is more complex, and the position on timing and transition for staff and students is in discussion. A full announcement regarding the project will be made towards the end of May 2018.
v. GSA Strategic Plan 2018-21
The final draft of the GSA 2018-21 Strategic Plan will be submitted to the Board of Governors for approval in June 2018. The new plan will be framed around four headings:
• Supporting the individual and collective educational experience of our students • Supporting the creativity and potential of our staff • Connecting to the contemporary • Ensuring we continue to thrive
vi. Staff Changes
Mr Tom McDonnell has been appointed as Data Protection Officer at GSA.
vii. Creative Economy and Mechanisms of Support
The Convenor encouraged staff to attend the Creative Economy and Mechanisms of Support symposium taking place on 3 May 2018 at GSA. It will focus on funding mechanisms and support mechanisms in place in Scotland, and the trajectory of Scottish talent.
1718.83 Report from the Deputy Director (Academic) [Paper 3.1]
Academic Council noted paper 3.1 and the following items in the report were highlighted by the Deputy Director (Academic):
i. GSA’s places: China
GSA connections to academic institutions in China have been strengthened through recent visits and by work undertaken by academic and support staff, supported by in GSA’s Beijing Office.
ii. Integrated Academic Planning.
The Director, Deputy Director (Academic), Director of Finance and Resources and Head of Human Resources met with all five Schools to discuss academic planning and budget setting. Using information from these meetings, an increased range of planning data has been produced.
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iii. GSA 2018-21
School specific plans are in development to support the GSA 2018-21 Strategic Plan. Final school plans will be submitted to June 2018 Board of Studies meetings for approval. This has been a significant undertaking, but the template will be used annually to support the overall GSA Strategic Plan.
iv. Semesterisation
UPC has requested that the Learning and Teaching Committee explore options to reduce pressures felt by Semesterisation and the removal of the reading week. UPC were in agreement that it would not be feasible to consider the reintroduction of a reading week for session 2018/19, however, approaches to build respite into the academic year would be explored. Members of UPC were clear that the academic year ‘book-ends’ should not be altered or shortened. With support from the Student President, innovative solutions would be considered.
1718.84 School of Fine Art – Periodic Review Report [Paper 3.2]
The School of Fine Art Periodic Review Report, provided in Paper 3.2, was considered and discussed by members of Academic Council.
The Deputy Director (Academic) commended the School of Fine Art for a comprehensive Self- Evaluation Report and for the significant amount of interaction with staff and students undertaken during the Periodic Review process and event. The Deputy Director (Academic) further noted that the conditions which arose from the Periodic Review are all connected, and are realistically achievable by the start of session 2018/19.
The Head of the School of Fine Art commented that the conditions allowed a succinct revision of the self-evaluation report, and had been well received by the School. The Head of School of Fine Art further expressed that the inclusive nature of the development of the self-evaluation report is reflected in the positive feedback from the review panel on the engagement and input of staff and students throughout the process. The Head of the School of Fine Art thanked Policy and Governance for their support and guidance throughout the process. The Deputy Director (Academic) thanked the Periodic Review Secretary for compiling a succinct and comprehensive report.
Academic Council approved the report, which would be submitted to the University of Glasgow’s Academic Standards Committee for approval and revalidation.
1718.85 Update on First Year Experience Project [Paper 3.3]
Academic Council noted the update on the First Year Experience Project provided in Paper 3.3.
The Head of Learning and Teaching reported that objectives set for the approval stages of the First Year Experience had been met and that a coordinator would be appointed to assist with the First Year Experience curriculum development. The requirement to undertake a full Equality Impact Assessment would be built into the project timeline.
The Deputy Director (Academic) confirmed that he would convene the Curriculum Development Group, and that representatives would be nominated by the Heads of Schools.
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1718.86 Update on Consideration of NSS and PTES 2017 [Paper 3.4]
Academic Council noted the update on the Consideration of NSS and PTES 2017 provided in Paper 3.4.
Fashion and Textiles was commended for having a 100% response rate, and it was noted that the Mackintosh School of Architecture engagement had increased. The Head of Learning and Teaching advised that the addition of ‘what we’re good at’ was useful information to receive for analysis and action.
1718.87 ELIR 4 – Planning update [Paper 3.5]
Academic Council noted the update on the ELIR 4 planning provided in Paper 3.5.
The Head of Learning and Teaching reported that a series of one to one meetings with stakeholders was underway. The template of requirements would be explored and the documentation would be completed during the summer. An initial draft of the reflective analysis would be submitted to the Leaning and Teaching Committee in June 2018. Two externals had been appointed for the panel and the overall panel had been confirmed. Members of Academic Council were advised that the ELIR panel may request a meeting with individual members on 6 March 2019, during the planning visit, or between 29 March – 3 April 2019 as part of the ELIR event and should, therefore, hold these dates in diaries.
1718.88 Update on GSA and the Teaching Excellence Framework [Paper 3.6]
Academic Council noted the update on GSA and the Teaching Excellence Framework (TEF) provided in Paper 3.6.
The Head of Learning and Teaching advised that GSA seeks to improve the use of evidenced based measures in decision making, and demonstrating the impact of actions. The Head of Learning and Teaching further advised that a stronger discipline focus on quality system works well with TEF headings, and that statements about rigour and stretch of programmes could be improved within the documentation. The results of the TEF pilot are due on 14 June 2018.
1718.89 Report from Research and Enterprise [Paper 3.7]
Academic Council noted the update provided in Paper 3.7. The following items were highlighted:
i. Annual Research Plans
Annual Research Plans have been submitted and the majority of the one hundred and twenty submissions expected had been received. The next stage in the process would be peer review. Heads of Schools and line managers should receive notification of outcomes by 8 June 2018.
ii. Careers, Employability and Enterprise
A pilot Summer School, to enhance the employability and enterprise programme, would run in July and August 2018 focusing on new graduates, entrepreneurial students and preparation for professional lives.
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1718.90 PGR Periodic Review – Plan and Timetable [Paper 3.8]
Academic Council noted the update on the PGR Periodic Review plan and timetable provided in Paper 3.8.
The Head of Research advised that the PGR Periodic Review event will take place on 4 September 2018. The panel had been confirmed, and the draft SER would go through RDSC in July 2018.
1718.91 Report from the Registrar and Secretary [Paper 4.1]
Academic Council noted the update provided in Paper 4.1. The following items were highlighted:
i. University of Glasgow Memorandum of Agreement
The Registrar and Secretary advised that the Deputy Head of the Academic Collaborations Office (UoG) would offer comments to GSA’s Head of Research and Enterprise and his Glasgow counterpart, and would seek these to be addressed by return. Documentation would be sent to the University’s solicitors with the deadline for return by 25 May 2018. Subsequently, there will be a meeting in late May/early June 2018 for a final read through and approval of the entire suite of documentation. This meeting will not be for solving previously raised questions or raising new issues. It will be to finalise agreement prior to GSA sending the suite of documentation to its solicitors by the end of June 2018. The data sharing agreement was revised by UoG, but further changes are required before its fully GDPR compliant. UoG would submit a revised draft.
With the above in place, the expectation was that Academic Council would be asked for approval at the September 2018 meeting. Should the above not run to schedule it is unlikely that approval would be requested in September.
ii. Programme Approval
Subsequently to the publication of Academic Council papers, the School of Design changed the name of the proposed programme from MFA Silversmithing and Jewellery to MDes Silversmithing and Jewellery. This was approved at the Executive Group meeting on 1 May 2018.
1718.92 External Review and Reflective Analysis of Academic Council Effectiveness – Recommendations and Responses [Paper 4.2]
The GSA response to the recommendations in the External Review and the proposals in the Reflective Analysis were considered by members of Academic Council.
The Registrar and Secretary highlighted the key changes. To comply with the Higher Education Governance (Scotland) Act 2016, and to encourage participation from the academic community, the percentage of elected members would increase to fourteen, limited to three per School. Elections will take place during the summer. Each Academic Council meeting will be open to a member of GSA staff to attend and observe. If this proves popular, and more people request to attend as observers, there is potential to change one meeting per session to an open meeting. This change will take effect from 2018/19 session.
Academic Council approved the GSA response to the recommendations and proposals, which will be monitored over the next 12 months. 5 of 8
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1718.93 Major Programme Amendments Approvals [Paper 4.3]
Academic Council noted that a UPC Programme Approval meeting had been held on 14 February 2018.
[Secretary’s note: Paper 4.3 states that the major programme amendments for BA (Hons) Fine Art, MSc Visualisation and MDes Sound for the Moving Image would progress to University of Glasgow’s Academic Standards Committee (ASC) for approval on recommendation of Academic Council. To align with the new Programme Approval process, only the MSc Visualisation would progress to ASC, as it is a joint collaboration with the University of Glasgow. Academic Council would assume responsibility for the Major Programme Amendment of BA (Hons) Fine Art and MSc Visualisation.]
i. Major Programme Amendment of International Foundation Programme [Paper 4.3.1]
The Approval Panel approved, and recommended to Academic Council, the validation of the International Foundation Programme. The approval of the International Foundation Programme was subject to a number of conditions. The Convenor of the Programme Approval meeting had confirmed that these had been addressed.
Academic Council approved the International Foundation Programme major programme amendment. The EIA would be completed over the summer months and submitted to UPC in September 2018.
ii. Major Programme Amendment of BA (Hons) Fine Art. [Paper 4.3.2]
The Approval Panel approved, and recommended to Academic Council, the validation of the BA (Hons) Fine Art. The approval of the BA (Hons) Fine Art programme was subject to a number of conditions. The Convenor of the Programme Approval meeting had confirmed that these had been addressed.
Academic Council approved the BA (Hons) Fine Art major programme amendment.
iii. Major Programme Amendment of MSc Visualisation [Paper 4.3.3]
The Approval Panel approved, and recommended to Academic Council, the validation of the MSc Visualisation. The approval of the MSc Visualisation was subject to a number of conditions. The Convenor of the Programme Approval meeting had confirmed that these had been addressed.
The Deputy Director (Academic) confirmed that the Executive Group looked at the impact of pausing the part-time provision which was subsequently approved.
Academic Council approved the MSc Visualisation major programme amendment and, as the programme is a joint collaboration with the University of Glasgow, recommended the MSc Visualisation major programme amendment to the University of Glasgow’s Academic Standards Committee for consideration and validation.
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The Approval Panel approved, and recommended to Academic Council, the validation of the MDes Sound for the Moving Image. The approval of the MDes Sound for the Moving Image was subject to a number of conditions. The Convenor of the Programme Approval meeting had confirmed that these had been addressed.
The Deputy Director (Academic) confirmed that the Executive Group looked at the impact of pausing the part-time provision which was subsequently approved.
Academic Council approved the MDes Sound for the Moving Image major programme amendment.
PART B ITEMS REFERRED FROM UNDERGRADUATE AND POSTGRADUATE COMMITTEE FOR APPROVAL
1718.94 External Examiner Nominations [Paper 6]
Academic Council approved the following External Examiner nominations:
• BDes (Hons) Sound for the Moving Image – [Paper 6.1]
1718.95 Items for Approval
Academic Council considered and approved the following items:
• Partner Approval - Iceland Academic of the Arts [Paper 7] • Partner Approval - Royal Danish Academy of Fine Arts [Paper 8] • Draft PACAAG Report of 14 March 2018 on Minor Programme and Course Amendment and endorsed approval of amendments and additions to programme and course specifications [Paper 12]
ITEMS REFERRED FROM UNDERGRADUATE AND POSTGRADUATE COMMITTEE FOR NOTE
1718.96 Minutes from Committees
Academic Council noted the minutes from the following committees:
• Minutes from the Research and Enterprise Committee meeting of 18 April 2018 [Paper 10] • Minutes from the Undergraduate and Postgraduate Committee meeting of 18 April 2018 [Paper 11] • Minutes from Medical Visualisation and Human Anatomy Joint Management Board [Paper 13] • Minutes from Product Design Engineering Joint Management Board [Paper 14] • Minutes from BEng/MEng Civil Engineering with Architecture Joint Management Board [Paper 15]
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1718.97 Items for Noting
Academic Council considered and noted the following items:
• Update to Degree Programme Regulations for Entry in 2018/19 University of Glasgow Academic Calendar [Paper 9] • Programme Approval 2016/17 – Update on the recommendations for the Med in Learning, Teaching and Supervisory practices in the Creative Disciplines [Paper 16]. • Actions from the Learning and Teaching Committee [Paper 17] • Update on the PMAR Quality Enhancement Action Plans 2017/18 [Paper 18] • GSA Learning and Teaching Enhancement Strategy [Paper 19] • GSA Internationalisation Strategy [Paper 20] • Reflections on Semesterisation [Paper 21] • UG Ethics Policy – Update on trial of New Process and Documentation [Paper 22]
1718.98 Any Other Business
The Registrar and Secretary reported that the Policy and Governance Department had been replaced by an Academic Quality Office and a Corporate Governance Office. Further, the Deputy Registrar’s title had changed to that of Academic Registrar.
The Academic Registrar advised that the External Examiner process would be updated to comply with GDPR. Going forward, Academic Council would not receive CVs with External Examiner nominations. Detailed scrutiny of the CV would take place at Schools Board of Studies meetings, and recommendations would be made to Academic Council using the External Examiner nomination form only. Academic Council were in support of this updated process.
The Convenor thanked all members of Academic Council for their input during the 2017/18 Session.
1718.99 Date of Next Meeting
3 pm Wednesday 26 September 2018, Principal Seminar Room 1
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THE GLASGOW SCHOOL OF ART
AUDIT COMMITTEE
Minutes: 23 April 2018
Present: Mr Charles Beattie Lay Governor (Chair) Dr Susie Mitchell Lay Governor (items 11 - 15)
Attending: Ms Sandi Galbraith Deputy Director of Finance and Resources Ms Muriel Gray Lay Governor and Chair, Board of Governors Ms Sarah Leitch Head of Procurement (item 15 only) Scott Moncrieff (External Auditor) (items 1 – 14) Mr Alastair Milloy Director of Finance and Resources Professor Ken Neil Deputy Director (Academic) BDO (Internal Auditor) (items 1 – 14) Mr Scott Parsons Director of Strategy and Marketing BDO (Internal Auditor) (items 1 – 14) Mr Alistair Storey Finance Manager Dr Craig Williamson Registrar and Secretary Ms Lisa Davidson Assistant Secretary to the Board
1. Welcome and Apologies for Absence
Apologies for absence were received from Professor Tom Inns and Sir Muir Russell.
2. Declarations of Interest
None.
3. Minutes of Previous Meeting
The minutes of the meeting held on 19 February 2018 were approved.
4. Matters Arising
None.
5. Action Points
The Committee noted its list of Action Points (Paper 5) and received the following update:
5.1 Banking Covenant
The Deputy Director of Finance and Resources reported that the necessary amendment to the covenant relating to the debt servicing costs had not been addressed by Barclays, though this was considered a straightforward matter by GSA and the External Auditor.
Following discussion, the Committee agreed that the best approach would be for the Deputy Director of Finance and Resources to arrange a meeting with relevant London- based colleagues at Barclays, with a view to clearly explaining the specific circumstances and providing evidence of the financial data from previous years. [Action: Deputy Director of Finance and Resources]
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The Committee also confirmed its agreement that the Chair of Audit Committee could take Chair’s action to approve the final version of the Financial Covenant, once the required amendment had been made and communicated by the Deputy Director of Finance and Resources. [Action: Deputy Director of Finance and Resources]
6. Internal Audit Reviews
The Committee considered the following update from the Internal Auditors:
6.1 Project Management – Mackintosh and Stow – Final Report
The report (Paper 6.1) on the Project Management of the Mackintosh and Stow projects indicated a ‘moderate’ level of assurance for both the design and operational effectiveness of procedures, and had identified some areas of good practice. There were two recommended actions (one relating to the Mackintosh project, the other to the Stow project) which would be taken forward by the relevant Project Manager, with oversight from the Director of Finance and Resources.
The Internal Auditor confirmed that the review work had taken place in September and October 2017, and the report drafted in January 2018. The Chair of the Board highlighted that recent reports to the April 2018 Estates Committee relating to the Stow Building had raised concerns regarding whether the project would complete in time for staff and student occupation of the building in time for the beginning of session 2018/19.
The Chair of the Board, Chair of the Committee and members of the Committee were mindful of the considerable risk, particularly to GSA’s reputation and the student experience, of a further delay to the completion date. It was recognised that, in the event that there was significant delay to the Stow project, a decision regarding staff and student occupation should be made timeously and carefully communicated to stakeholders.
6.2 General Data Protection Regulation (GDPR) Preparations – Final Report
The report (Paper 6.2) on GSA’s preparations for the implementation of the General Data Protection Regulation indicated a ‘substantial’ level of assurance for the design and ‘moderate’ level of assurance for the operational effectiveness of the procedures. The latter was owed to it not being possible to be certain prior to 25 May 2018 whether GSA would be compliant across the institution by 25 May 2018. There was one recommended action relating to the GSA-wide completion of the gap analyses and monitoring of actions on a regular basis. The Registrar and Secretary confirmed that this recommendation had been highlighted to relevant senior officers. The Registrar and Secretary would continue to provide updates, as appropriate, to the Board of Governors within his regular report. In addition, and as agreed by the Board, the newly appointed Data Protection Officer would report directly to the Board regarding GSA’s compliance with the new legislation.
The report also noted that GSA would consider forming a GDPR working group to aid monitoring ongoing compliance after implementation on 25 May 2018. The Registrar and Secretary confirmed that arrangements regarding this matter would be formalised in the emerging Data Protection policy. This was welcomed by the Committee.
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6.3 Business Continuity Planning – Final Report
The report (Paper 6.3) on GSA’s business continuity planning indicated a ‘moderate’ level of assurance for the design and operational effectiveness of GSA’s business continuity planning controls. There were three recommended actions relating to improving the Emergency Management Plan, the development of a formal testing plan, and the provision of training to key staff across GSA. The Director of Finance and Resources was responsible for taking these actions forward, and would engage with relevant staff to this end.
6.4 UKVI: Tier 2 and Tier 5 staff, and Employment of Tier 4 Students – Final Report
The report (Paper 6.4) on GSA’s approach to compliance with Home Office UKVI requirements regarding Tier 2 and Tier 5 staff, and the employment of Tier 4 students indicated a ‘substantial’ level of assurance for the design of the procedures, but only ‘limited’ operational effectiveness. It was clear that further work, particularly within academic Schools, was required to ensure GSA’s full compliance with the Immigration, Asylum and Nationality Act 2006.
The Deputy Director (Academic) reiterated that Heads of Schools understood the consequences of breaching the regulations and were working to ensure compliance in their cognate areas. Whilst it had been disappointing that the figures in the 2017 period had been worse that in 2016, in 2018 there had been a significant improvement to date.
The Committee agreed that the Human Resources department would provide a report to the September 2018 meeting on retrospective instances of right-to-work checks being undertaken locally. [Action: Registrar and Secretary]
6.5 Student Recruitment - Update
The Internal Auditor would meet with the Director of Strategy and Marketing shortly to discuss the draft audit report. It was confirmed that this report would be presented to the Committee for consideration in September 2018.
The Committee noted that there were still five audits to be completed before the end of the session. Given that the early circulation of reports had worked well for the April 2018 meeting, it was agreed that the reports would be sent out in in advance of the September 2018 meeting and appropriately batched. [Action: Assistant Secretary to the Board]
7. Audit Tracker
The latest update of the Registrar and Secretary’s progress report on the implementation of Internal Audit recommendations had been circulated (Paper 7). This report included the recommendations from reports considered in the present academic year.
Updates were sought from the Director of GSA’s direct reports and were included where provided. The responsible officers in attendance also provided updates to the meeting and these would be captured in the Internal Audit Follow-up report which would be prepared for the September 2018 meeting of the Committee. [Action: Responsible Officers as referenced in Paper 7]
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Given that the Follow-up report is submitted to the Committee for consideration in September 2018, there would be no Audit Tracker at that meeting. Completed actions would be removed subsequent to the Follow-Up Report from the Internal Auditors. Further, and as agreed in the recent tendering process, from 2018/19 onwards the reporting of progress against actions would take the form of a paper from the Internal Auditors which would be made available for each meeting of the Committee.
8. Internal Audit Protocol
The Registrar and Secretary reported that he was engaging with the Director of GSA regarding where Internal Audit responsibility should best sit in GSA. Once this had been confirmed, the responsible officer would, in due course, submit the Internal Audit Protocol to the Committee for consideration. [Action: Responsible Officer for Internal Audit]
9. Risk Management
The Director of Strategy and Marketing provided an overview of the new Strategy and Risk Management Framework (Paper 9.1), which was designed to incorporate GSA’s revised approach to managing strategic risk; the institution’s risk appetite delivery of its strategic objectives; and the monitoring of key performance indicators. It would be further adjusted once agreement had been reached regarding GSA’s Key Performance Indicators, the Strategic Plan 2018-2021 had been finalised.
The Director of Strategy and Marketing confirmed that the review of the Risk Register had also been completed, and would be presented for approval, together with the Strategy and Risk Management Framework to the Board of Governors in June 2018. Subsequently, the Director of GSA and relevant senior staff, with input from the Internal Auditors, would review the Risk Register on a quarterly basis, which would better enable the institution to align the audit timetable, and report to the Audit Committee timeously.
10. GSA/GSA Enterprises Ltd Relationship: Phase 1
The Director of Strategy and Marketing reported that discussions regarding the review of the relationship had been held with the Director of GSA and Ms Lesley Thomson (GSA Lay Governor and one of the Directors of GSA Enterprises). It was anticipated that the review would report in spring 2019.
At the February 2018 meeting of Audit Committee meeting, the Director of Finance and Resources reported that professional advice had confirmed that the existing taxation structure of GSA Enterprises’ was adequate. It was recognised that there were other options available, and these would be explored in the course of the aforementioned review.
It was agreed that an oral update on the progress of Phase 1 of the review should be offered by the Director of GSA to the Audit Committee in September 2018. [Action: Director of GSA]
11. Management Accounts to 28 February 2018
The Committee noted the Management Accounts to 28 February 2018 (Paper 11).
The forecast operational deficit of £95K was higher than reported to the March 2018 meeting of the Board (£56k). This was mainly owing to a reduction in the forecast amount of Value Added Tax income anticipated, which was a result of the lower level of spend on Paper 14.3 Audit Committee Minutes 23 April 2018 - ConfirmedPage 4 by of the6 Chair.pdf Overall Page 204 of 270 Confirmed by the Chair
the Mackintosh and Stow projects. The Director of Finance and Resources confirmed that the impact of under-recruitment of student numbers in some academic areas had been partly mitigated by cost savings in the centre. The Director of Finance and Resources would continue to work with the relevant Schools and budget holders to identify areas where additional savings could be made to improve the forecast deficit for 2017/18.
Development of the 2018/19 budget, which would closely link to the 2018-2021 Strategic Plan, was advanced and would be considered by the Business Committee at its May 2018 meeting.
12. Sectoral Developments
The Internal and External Auditors confirmed that they had no specific sectoral update to provide.
13. Standing Agenda Items
The Committee confirmed that the standing items on the agenda were appropriate and continued to have a clear purpose and justification.
14. Any Other Business
There was no other business.
15. Approval of Award of External and Internal Audit Services
[The Internal and External Auditors left the meeting for discussion of this item.]
15.1 External Audit Services
The Head of Procurement provided an overview of the process and criteria by which the Tender Evaluation Panel had considered the three tenders received for the External Audit Services contract (set out in detail in Paper 15.1). The Tender Evaluation Panel had recommended the award to Scott Moncrieff, GSA’s current External Auditor.
The Committee approved the appointment of Scott Moncrieff as GSA’s External Auditor and would submit this recommendation to the June 2018 meeting of the Board of Governors.
The Committee noted that, potentially, the value of the contract may be worth over £100k over a five-year period, and therefore, approval would also be sought from GSA’s Business Committee in May 2018.
15.2 Internal Audit Services
The Head of Procurement provided an overview of the process and criteria by which the Tender Evaluation Panel had considered the three tenders received for the Internal Audit Services contract (set out in detail in Paper 15.2). The Tender Evaluation Panel had recommended the award to Henderson Loggie.
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The Committee approved the appointment of Henderson Loggie as GSA’s Internal Auditor. It was noted that owing to the timing of the award of the new contract (1st May 2018) it would not be possible to submit this recommendation to the 4 June 2018 meeting of the Board of Governors, and as such it was agreed that the Assistant Secretary of the Board could seek approval from members by correspondence. [Action: Assistant Secretary to the Board]
Should approval be forthcoming from the Board, the contract would commence on 1st May 2018 and Henderson Loggie would take forward any newly instructed audits. BDO would be responsible for delivery of the five contracted to deliver five outstanding audits from 2017/18 and would present the final reports, together with the Follow-up Report to the next Audit Committee in September 2018. The Head of Procurement would, in due course, write to both BDO and Henderson Loggie setting out the transitional arrangements in detail.
The Committee noted the significant work undertaken by BDO, the outgoing Internal Auditors, particularly the valuable input from . The Chair of the Board undertook to write to Ms Robertson to express thanks for the work undertaken on GSA’s behalf. [Action: Chair of the Board]
The Chair of the Committee thanked the Head of Procurement for the considerable work and guidance provided throughout the appointment process.
16. Dates of Next Meetings
Monday 10 September 2018 at 2.00 pm Monday 26 November 2018 at 2.00 pm Monday 28 January 2019 at 2.00 pm Monday 29 April 2019 at 2.00 pm
Lisa Davidson Assistant Secretary to the Board
3 May 2018
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THE GLASGOW SCHOOL OF ART
BUSINESS COMMITTEE
Minutes: 21 May 2018
Present: Sir Muir Russell Vice-Chair, Board of Governors (Chair) Mr Douglas Brown Lay Governor, Chair of Estates Committee Ms Laura Glennie President, Students’ Association Professor Tom Inns Director, GSA Ms Christa Reekie Lay Governor Mr Alastair Milloy Director of Finance and Resources Mr Andrew Sutherland Lay Governor
Attending: General Manager, Students’ Association (Item 9 only) Ms Sandi Galbraith Deputy Director of Finance and Resources Mr Alistair Storey Head of Finance Dr Craig Williamson Registrar and Secretary Ms Lisa Davidson Assistant Secretary to the Board
1. Welcome and Apologies for Absence
Apologies for absence were received from Ms Muriel Gray and Mr Ken Ross. In Ms Gray’s absence, Sir Muir Russell agreed to chair the meeting.
2. Declarations of Interest
Andrew Sutherland declared professional relationships with Page\Park, the architects leading the restoration of the Mackintosh Building, and with Graven Images, also involved in the Mackintosh project.
3. Stow Project Business
The Committee noted Paper 3, which provided clarification regarding the absence of a Stow Project agenda item on the meeting’s agenda.
4. Minutes of Previous Meetings
The minutes of the meeting held on 19 February 2018 were approved.
5. Action Points
The Committee noted its list of Action Points (Paper 6).
6. Budget 2018/19 and Financial Forecasts to 2020/21
The Director of Finance and Resources introduced his budget paper (Paper 7), which included (as required by the Scottish Funding Council) a forecast outcome for the present year and budgets for the three years to 2020/21, together with balance sheet and cash flow details.
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Paper 14.4 Business Committee Minutes 21 May 2018 - Confirmed by the Chair.pdf Overall Page 207 of 270 Confirmed by the Chair The Director of Finance and Resources confirmed that the budget income for 2018/19 incorporated the allocations received from the Scottish Funding Council and that income projections and costs had been based on projected student recruitment activity. This three-year period would see the UK leave the European Union, and while the Scottish Government had agreed that EU fees would be paid for 2019/20, there had been no clarification regarding the funding position beyond this point. Further, assuming that EU domiciled students would not be eligible for free tuition beyond 2019/20, it was not yet known whether the quantum of support they generate for the sector would continue to be given in part, or in full by the Scottish Funding Council. While it was hoped that these funded places would be retained for eligible Scotland-domiciled students, there had been no confirmation that this would be the case and there was no consensus within the sector as to the likely outcome. In light of the above, the Director of Finance and Resources clarified that the current budget included the assumption that EU fees would continue to be funded to GSA.
The Director of Finance and Resources highlighted that, in order to remain financially robust, it was imperative that GSA generated enough cash income to make the needed investment in current and future facilities for students and staff. Major elements for consideration would be staff costs (62% of total expenditure) and such estates costs as leased accommodation (for example at Rose Street, and the Tontine Building).
The Committee discussed the GSA Students’ Association revenue budget for 2018/19, which had been increased by 2%, in line with the Scottish Funding Council’s 1.8% funding increase to GSA. The Registrar and Secretary confirmed that the Relationship Agreement between GSA and GSA Students’ Association provided a mechanism for the Director of Finance and Resources, the Deputy Director (Academic) and the Students’ Association to discuss the annual block grant, which enabled GSASA to provide a range of services and functions to support the student experience of all students at GSA. The President of the Students’ Association was of the view that aspects of the Students’ Association position should be considered further and the Committee agreed that, as a matter of urgency, the Director of Finance and Resources and the Deputy Director (Academic) would meet with the General Manager and the Student President to re-consider the revenue budget, and any adjustments to the 2018/19 Budget incorporated as appropriate. [Action: Director of Finance and Resources]
The Committee considered the Budget and Forecast Surpluses/Deficits that GSA intended to submit to the Scottish Funding Council in their annual Strategic Plan Forecast return, querying in particular that GSA would be utilising Earnings before Interest, Tax, Depreciation and Amortisation (EBITDA) to argue that the institution was generating cash from ongoing activities, notwithstanding that the conventionally calculated surplus would be much smaller. The Director of Finance and Resources assured the Committee that at least some other Higher Education Institutions would be proceeding on a similar basis.
The Director of Finance and Resources also clarified matters with regard to income from Singapore and research income in response to questions raised by the Committee.
Subject to any minor adjustments in line with the above discussion, the Committee recommended to the Board of Governors that GSA’s revised outcome for 2017/18 and financial forecasts to 2020/21 be approved and that this information be subsequently forwarded to the Scottish Funding Council, as required.
On a related matter, the Committee noted that, in line with requirements set out in the Scottish Code of Good HE Governance, from 2018/19, GSA would invite the Board, via the Business Committee, to approve an annual plan that identifies those aspects of the strategic plan being implemented in the year in question, and how these would be resourced. Given that GSA’s 2018- 2021 Strategic Plan would not be approved until June 2018, the operational plan would not be provided to the Committee until September 2018 and to the Board in October 2018. In subsequent Page 2 of 5
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8. Mackintosh Building Restoration Project: Update
The Committee had received an update on the Mackintosh Building restoration project (Paper 8) which had included a cost report summary.
It was noted that the cost report now included a ‘projected cost to completion’ column, as had requested at the February 2018 Business Committee meeting, and that the current indication was £1.4 million below budget.
9. Students’ Association
9.1 President’s Report
The Committee welcomed , General Manager of the Students’ Association. The President introduced the Association’s report (Paper 9.1), drawing attention to a wide range of activities including those undertaken by GSASA’s societies, the GSA Undergraduate Fashion Show, and the developing links with other Small Specialist Institutions.
The General Manager highlighted the anticipated negative financial impact on the commercial side as a consequence of the semesterisation and the resultant longer summer period. In addition, a significant element of the GSASA’s financial planning for 2018/19 was based on the proposition that the Stow Building would be open and GSA would be operating a consolidated campus, and this did not now appear to be the case. The Committee explored the current financial position of GSASA’s commercial activity with the General Manager, with input from the Director of Finance and Resources.
The Director of Finance and Resources confirmed that arrangements, sought by the General Manager, could be put in place to allow early release of the block grant to assist with cash flow.
9.2 GSASA/GSA Governance: Update
The Committee noted a further update from the Registrar and Secretary on the GSA-GSASA Relationship Agreement and Code of Practice (Paper 9.2).
The Committee agreed that the Director of Finance and Resources would meet with the General Manager and the President of the Students’ Association as a matter of urgency to establish a plan and agree timescales for the completion of the actions set out in Paper 9.2. [Action: Director of Finance and Resources]
10. Proposed Review of Glasgow School of Art Enterprises Ltd
The Director of GSA provided an overview of the proposed approach to the review of GSA Enterprise Ltd which was set out in detail in Paper 10.
The Director of GSA reported that the review was considered timely, given that GSA was in the midst of finalising its 2018-2021 Strategic Plan, and would provide GSA Enterprises Ltd with a valuable opportunity to reflect and make recommendations regarding its future relationship with the institution. The review would also offer GSA Enterprises Ltd the opportunity to benchmark against other similar university-based museum and gallery enterprises.
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Paper 14.4 Business Committee Minutes 21 May 2018 - Confirmed by the Chair.pdf Overall Page 209 of 270 Confirmed by the Chair It was anticipated that the review would report in spring 2019, and members highlighted, given the imminent opening of the Mackintosh Building, that it would be important for the review to keep to time so that any required adjustments could be made prior to the opening of the Mackintosh Building. It was agreed that an oral update on the progress of Phase 1 of the review should be offered by the Director of GSA to the Business Committee in September 2018. [Action: Director of GSA] 11. School of Simulation and Visualisation: Review 2012/13 to 2019/20
The Committee welcomed the report from the Head of the School of Simulation and Visualisation (Paper 11) which set out the considerable progress made in recent years in moving the School onto a more academic footing, increasing stability and improving the financial position.
12. Management Accounts
The Committee noted the Management Accounts to 31 March 2018 (Paper 12.1).
13. Tender Appointments
13.1 External Audit Services Appointment
The Committee considered Paper 13.1 which provided an overview of the process and criteria by which the Tender Evaluation Panel had considered the three tenders received for the External Audit Services contract. The Tender Evaluation Panel had recommended the award to Scott Moncrieff, GSA’s current External Auditor.
The Committee approved the appointment of Scott Moncrieff as GSA’s External Auditor and would submit this recommendation to the June 2018 meeting of the Board of Governors.
13.2 Approval of Single Source Award of Rail Bookings
The Committee considered and approved the recommendation, set out in detail in Paper 13.2, to make a single sources award which would enable GSA staff to book train tickets directly with Scotrail rather than through GSA’s travel management provider.
14. GSA Insurance Renewal
The Deputy Director of Finance and Resources provided an overview of the proposal set out in Paper 14, and confirmed that she had taken professional advice from an insurance specialist and consulted with colleagues in the sector who were currently members of the .
The Deputy Director of Finance and Resources provided confirmation that
. This enabled GSA Enterprises to repay the loan that GSA had advanced them and refrain from any further borrowing during the course of the last eighteen months. The Deputy Director of Finance and Resources was of the view that it was likely that there would be further borrowing requested from GSA Enterprises before the Mackintosh Building reopened.
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15. GSA Loans, Collections and Disposals
The Committee noted Paper 15, drafted by the Head of Learning Resources at the request of the Committee in February 2018, which provided information pertaining to GSA’s existing collection and set out the protocols for the loan and sale of these items.
16. Vote of Thanks
The Committee thanked Mr Douglas Brown for the valuable and significant contribution he had made to the Business Committee over the course of the last nine years.
The Committee also thanked Laura Glennie, outgoing GSA Students’ Association Student President for her major contribution to the work of the Association and GSA.
17. Date of Future Meetings
Monday 17 September 2018 at 11.00 am Monday 19 November 2018 at 11.00 am Monday 18 February 2019 at 11.00 am Monday 13 May 2019 at 11.00 am
Lisa Davidson Assistant Secretary to the Board
23 May 2018
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ESTATES COMMITTEE
Minutes: 9 April 2018
Present: Mr Douglas Brown Lay Governor (Chair) Ms Laura Glennie President, Students’ Association Ms Muriel Gray Chair, Board of Governors Mr Michael McAuley Lay Governor Ms Christa Reekie Lay Governor Mr James Sanderson Lay Governor
Attending: Ms Liz Davidson Senior Project Manager (items 4-9) Mr Eliot Leviten Special Project Manager, GSA (items 4-9) Gardiner and Theobald (items 1-3) Mr David Miller Estates Development Project Manager, GSA (items 1-3) Mr Scott Parsons Director of Strategy and Marketing Mr Mike Quigley Head of Estates, GSA (items 1-3) Gardiner and Theobald (item 1-3) Ms Sally Stewart Head, Mackintosh School of Architecture (items 4-9) Ms Lisa Davidson Assistant Secretary to the Board
1. Welcome/Apologies for Absence
Apologies for absence were received from Professor Tom Inns, Mr Ranald MacInnes, and Mr Alastair Milloy.
The Chair welcomed Mr Michael McAuley and Mr James Sanderson, new Lay Governors, to their first meeting of Estates Committee.
2. Declarations of Interest
Mr Michael McAuley declared a professional connection with CMS.
3. Stow Building
[The Director of Finance and Resources dialed in for discussion of this item.]
3.1 Stow Project Update
A summary update, provided by the Estates Development Project Manager, on the Stow Building project had been circulated (Paper 7.1). The Committee welcomed from Gardiner and Theobald. The representatives from Gardiner and Theobald provided an update on recent communications with CBC, the main contractor, focusing in particular on the awarding of the sprinkler system and replacement heating system tenders to alternative sub-contractors than previously agreed.
reported that he had subsequently met the Managing Director of CBC, who had offered his assurance that the previously established cost, programme and design
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compliance for the sprinkler and heating systems would be protected. also confirmed that relations between CBC and Mechanical and Electrical sub-contractor remained amicable. Further, reported that CBC’s Managing Director had also offered his assurance that the programme of work would be fully coordinated and that the overall completion date would be protected. Gardiner and Theobald would receive weekly progress reports from CBC and would meet on a four-weekly basis to ensure that progress on the project was monitored closely.
The Estates Development Project Manager reported that, to mitigate delay to the windows procurement and planning process, tender costs were obtained for Kawneer aluminium windows. The tenders for the new and refurbished windows came in under budget, however the reported programme would take completion to the end of September 2018 at the earliest. GSA had instructed Gardiner and Theobald to negotiate a shorter timescale and if necessary accelerate the works through increased resourcing. Planning permission was a further risk. An application based on Kawneer windows was being prepared and pre-application dialogue had been held with the Planning Officer. While GSA had recognised the planning and programme risks identified above, on the basis of proposed mitigation measures being adopted, it had confirmed its approval for Gardiner and Theobald to instruct the window works as recommended.
remained confident that the Stow project would complete on time, and this was reflected in the papers submitted by Gardiner and Theobald. Members of the Committee expressed concern that, given the scale of works, the feedback provided in advance of the meeting by the Director of GSA, and reports from senior members of GSA staff, it appeared less likely that the works would be completed, and that the necessary fixtures, fittings and equipment would be in place in time for staff and student occupation at the beginning of session 2018/19. The Committee agreed that, under no circumstances, would occupancy of the Stow Building be permitted until the installation and commissioning of the sprinkler system had been completed.
Members were mindful of the considerable risk, particularly to GSA’s reputation and the student experience, of a further delay to the completion date. There was, however, little appetite for a phased occupation, on the basis that a move mid-session would adversely impact the student experience and put staff under undue pressure. The Director of Finance and Resources confirmed that contingency plans were in development, and that if required, the lease on the Tontine Building could be extended for a further year. There was consensus that a decision regarding staff and student occupation of the Stow Building should be made timeously and carefully communicated to stakeholders, but that more information was required from both GSA’s Estates department and Gardiner and Theobald before this could take place. Members also agreed that any decision to delay occupation of the building until 2019/20 should not be permitted to impact on the programme timetable in terms of keeping Gardiner and Theobald and CBC to time.
The Committee agreed that a special meeting of the Estates Committee, focusing on the Stow Project, would be held in advance of the next Board of Governors meeting, at which the options for the project would be considered. [Action: Assistant Secretary to the Board]
Representatives from Gardiner and Theobald would be invited to provide an update to this meeting. [Action: Director of Finance and Resources]
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At its meeting on 19 March 2018, the Board had agreed that a detailed contingency plan would be submitted to the June 2018 meeting, via the Estates Committee. This plan would clearly set out what measures would be in place, should the completion of the Stow Building and subsequent re-location of the School of Fine Art be delayed beyond the commencement of session 2018/19. Members agreed that this report should be submitted to the special meeting of Estates Committee in May 2018. [Action: Director of Finance and Resources]
3.2 Project Management Dashboard (Appendix A)
The Committee noted the Project Management Dashboard (Paper 7.2).
3.3 Project Risk Register (Appendix B)
The Committee noted the Risk Register (Paper 7.3) dated 18 January 2018.
3.4 Summary Programme of Works (Appendix C)
The Committee noted the Summary Programme of Works (Paper 7.4), but as this was dated 23 January 2018, and given the earlier discussion, considered that an updated Summary Programme of Works should be submitted to the special meeting of the Committee in May 2018. [Action: Director of Finance and Resources]
3.5 Projected Final Account Summary (Appendix D)
The Committee noted the Projected Final Account Summary dated 28 March 2018 (Paper 7.5).
3.6 Stow Project Management Group Minutes (Appendix E)
The Committee noted the minutes of the meeting of the Stow Project Management Group held on 5 March 2018 (Paper 7.6).
4. Minutes of the Previous Meeting
The minutes of the meeting of the Estates Committee held on 22 January 2018 were approved.
5. Action Points
The Committee noted the action points (Paper 5) from the previous meeting.
The following update was provided:
5.1 Clarification of Responsibilities: Page/Park and Graven Images
The Senior Project Manager confirmed that Graven Images were appointed by Page/Park and were continuing to engage positively with all parties regarding the fit out of those public spaces under their remit.
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6. Mackintosh Restoration Project
6.1 Mackintosh Restoration Progress Report
The latest Progress Report on the Mackintosh Restoration Project had been circulated (Paper 6.1) and the Senior Project Manager confirmed that work continued to progress well, for example, the Library was ahead of schedule, the external envelope of the building was almost complete and the scaffolding at the front of the building would be removed shortly.
The Senior Project Manager also confirmed that the six-week Extension of Time application, made by Kier, had been granted which would result in a later completion date of 11 March 2019. More recently, Gardiner and Theobald had received intimation that a further, section- specific, Extension of Time application might also be submitted, though it was understood that this would not impact on the overall completion date.
6.2 Mackintosh Project Total Cost Summary
The Committee noted the overall Project Cost Summary (Paper 6.2) and the accompanying Cost Report (number 11) from Gardiner and Theobald (Paper 6.3).
The Committee noted the recent spending against contingency budgets. The Special Project Manager confirmed that it was still anticipated that the project would come in on budget though access to some of the Client Contingency and all the Construction Contingency would be required by the time the project was completed.
GSA would meet representatives from Kier regarding the financial impact of granting the six- week Extension of Time application, and the Special Project Manager was of the view that there was significant scope for negotiation in terms of the initial costs submitted by Keir. These costs were not included in either the Project Cost Summary or the Cost Report. While the cost of the extension could be accommodated in the existing budget, it was highlighted that any additional delay to the overall completion date, might not be affordable. The Project Management team would continue their approach of assessing which areas of the contracted works could potentially be removed from the main contract to client-commissioned status in order to limit overrun and contractor prelims.
Members noted that the rate of monthly expenditure had not increased as significantly as anticipated, although it was also noted that the Cost Report (number 11) from Gardiner and Theobald was dated early February 2018, and a current report showing more recent expenditure would have been advantageous.
6.3 Mackintosh Restoration: Dashboard Report
The Committee noted the latest Dashboard Report (number 27) from Gardiner and Theobald (Paper 6.4).
The Senior Project Manager reported that GSA would shortly make a decision regarding whether to progress additional works to the sub-basement area, which would be required to enable the installation of the rolling racking which would permit GSA’s entire archive and collection to be stored on site.
6.4 Mackintosh Project: Risk Register
The Committee noted the latest Risk Register (Paper 6.5).
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6.5 Supplier Payment Procedures and Safeguards
The Committee noted the paper regarding Supplier Payment Procedures and Safeguards (Paper 6.6), which set out, in detail, the process followed in paying suppliers for the supply of materials for the manufacture of the steel windows to the west tower of the Mackintosh Building. This was a particular set of circumstances, however the consequence of which was a significant delay to the programme of works which had formed the basis of Kier’s Extension of Time claim.
The Committee discussed the possible learning points identified from GSA’s analysis of the process, and these were noted by the Project Team. The Special Project Manager assured the Committee that GSA’s existing financial procedures had been followed appropriately and the specific circumstances were such that they could not have been mitigated within a standard set of procedures.
The Committee did note, however, that the extract from the Financial Procedures Manual, included in Paper 6.6, was dated December 2005, and it was recommended that GSA should seek to review this document at the earliest opportunity. [Action: Director of Finance and Resources]
6.6 Campus Appeal Programme Funding Shortfall
The Committee noted the paper regarding the Campus Appeal Programme Funding Shortfall (Paper 6.7).
6.7 Mackintosh Restoration: Key Dates
The Committee noted the latest Schedule of Key Dates from Gardiner and Theobald (Paper 6.8).
6.8 Mackintosh Project: Decision Register
The Committee noted the Decision Register (Paper 6.9).
6.9 Mackintosh Operational Group Minutes
The Committee noted the minutes of the meetings of the Mackintosh Operational Group (MOG) held on 10 January 2018, 24 January 2018 and 7 March 2017 (Papers 6.10, 6.11 and 6.12 respectively).
The Head of the Mackintosh School of Architecture reported that the issue of the opening hours (Item 9.1 in the minutes from 10 January 2018) would be considered by the Heads of Schools Forum.
7. Standing Items on Agenda for 2018/19
Members agreed that the Director of Finance and Resources, would be invited to provide an update on the progress of the overall GSA Estate Strategy to each meeting of the Committee. [Action: Director of Finance and Resources]
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Members also agreed that the Capital and Maintenance Plan should be submitted to the Committee on an annual basis. The Director of Finance and Resources would confirm which meeting of the Estates Committee this would most likely be submitted to. [Action: Director of Finance and Resources]
8. Any Other Business
Members agreed that, owing to the substantial estates projects scheduled to complete in 2018/19, additional meetings of the Estates Committee should be scheduled for summer 2018 and 2019. [Action: Assistant Secretary to the Board]
9. Dates of Next Meetings:
Extraordinary Meeting on the Stow Project: Monday 21 May 2018, 1.30 pm (Provisional time and date)
Additional Estates Committee Meeting (Summer 2018) To be confirmed
Scheduled Meetings: Monday 3 September 2018, 11 am Monday 29 October 2018, 11 am Monday 21 January 2019, 11 am Monday 15 April 2019, 11 am
Lisa Davidson Assistant Secretary to the Board
30 April 2018
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EXTRAORDINARY JOINT BUSINESS AND ESTATES COMMITTEES MEETING ON STOW
Summary Minutes: 21 May 2018
[Secretary’s Note: Owing to timing, this Summary Minute will be offered to the 4 June 2018 meeting of the Board. A final version of the minute will be submitted to the October 2018 meeting of the Board.]
Present: Mr Douglas Brown Lay Governor (Chair) Ms Laura Glennie President, Students’ Association Ms Muriel Gray Chair, Board of Governors Professor Tom Inns Director of GSA Mr Michael McAuley Lay Governor Mr Alastair Milloy Director of Finance and Resources Ms Christa Reekie Lay Governor Sir Muir Russell Vice Chair, Board of Governors Mr James Sanderson Lay Governor Mr Andrew Sutherland Lay Governor
Attending: Ms Sandi Galbraith Deputy Director of Finance and Resources Mr David Miller Estates Development Project Manager, GSA Mr Mike Quigley Head of Estates, GSA Mr Alistair Storey Head of Finance Dr Craig Williamson Registrar and Secretary Ms Lisa Davidson Assistant Secretary to the Board
1. Welcome/Apologies for Absence
Apologies for absence were received from Mr Ken Ross.
2. Declarations of Interest
Andrew Sutherland declared professional relationships with Page\Park, the architects leading the restoration of the Mackintosh Building, and with Graven Images, also involved in the Mackintosh project.
3. Terms of Reference for the Meeting
The Committee noted the terms of reference for this extraordinary joint meeting of the Business and Estates Committees set out in Paper 3.
4. Minutes of the Previous Meeting
Item 3 relating to the Stow Project within the minutes of the meeting of the Estates Committee held on 9 April 2018 was approved.
5. Action Points
The Committee noted the action points (Paper 6) relating to the Stow Project.
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6. Stow Building Refurbishment Project Update and Options
The Committee was aware that the Stow report received by the Board of Governors at its meeting of 19 March 2018 had stated that the project was proceeding on time and within budget. Concerns regarding the delivery of the programme on time were first raised by GSA’s Estates department at the Estates Committee meeting of 9 April 2018. Subsequently, a joint meeting of the Estates Committee and the Business Committee was called for 21 March 2018.
The meeting of 21 May received a summary update, provided by the Estates Development Project Manager, on the Stow Building project (Paper 7). This update was supported by three appendices which included the Project Management Dashboard (Paper 7.1); the Construction Programme (Paper 7.2); and the Overall Project Budget Summary (Paper 7.3).
The Committee also received Paper 8, provided by GSA’s Estates department. This paper was supported by an Options Appraisal (Paper 8.1), an Options Evaluation (Paper 8.2), an Options Timeline (Paper 8.3) and feedback from the senior management of the School of Fine Art (Paper 8.4)
Fundamentally, it offered three options for the way forward regarding Stow:
1) Continue to aim for maximum occupancy for term start in September 2018, or as soon as possible thereafter (Levels 0-4 initially).
2) Postpone occupation until the construction works are fully completed and thereafter undertaking an intensive, phased entry into Stow across November and into December 2018. In this case, the printmaking and photography workshops, which require a pronged move period, would remain in their current locations until summer 2019 to avoid down- time.
3) Phased and managed access to fully completed studios, offices and (partial) Technical spaces through early 2019, and aligned with academic programme activity, lead to opening Stow for the Degree Show in May/June 2019.
While expressing concern and disappointment at the current position, members were focused on ensuring that a detailed consideration of the options would lead to the best available outcome for GSA and its students.
In terms of Option One, members noted that this was no longer viable on the basis that the recent Project Management Dashboard (dated 10 May 2018) had confirmed that key elements of the programme would not be completed in time to support entry early in session 2018/19. Further, it was considered that Option Two would potentially impact on the fluent delivery of the curriculum. It was resolved that Option Three offered the best overall way forward, provided that GSA remained mindful that two major estates development (Mackintosh Restoration and the Stow Project) would be opening within the same period.
Accordingly, the Committee agreed that the Chair of the Board should seek approval from the Board of Governors – via correspondence, given the timescale – of Option Three from the Board.
The Committee noted that the Director of GSA had prepared a considered communications strategy regarding the final Board decision and this would be implemented in due course.
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9. Any Other Business
9.1 Summer Meeting of Estates Committee
On the basis of the earlier discussion, and given that the next standard Estates Committee would be held in early September 2018, the Committee agreed that a further summer meeting of the Estates Committee would not be required.
10. Dates of Next Meetings:
Monday 3 September 2018, 11 am Monday 29 October 2018, 11 am Monday 21 January 2019, 11 am Monday 15 April 2019, 11 am
Lisa Davidson Assistant Secretary to the Board
22 May 2018
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HUMAN RESOURCES COMMITTEE
Minutes: 17 April 2018
Present: Professor Nora Kearney Lay Governor (Chair) UCU Representative Ms Lesley Coyle Head of HR Mr David Dalziel Head of Organisational Development Ms Laura Glennie President, GSA Students’ Association Mr Terry McCourt Maintenance Staff Representative Ms Katie McKee Academic Staff Representative Mr Alastair Milloy Director of Finance and Resources UNISON Representative Mr Digger Nutter Academic Staff Representative Dr Craig Williamson Registrar and Secretary
Attending: Ms Emma Bullen HR Manager Professor Ken Neil Deputy Director (Academic) Ms Lisa Davidson Assistant Secretary to the Board
1. Welcome and Declarations of Interest
The Committee welcomed Digger Nutter, newly-elected Academic Staff Representative, and Terry
McCourt, Maintenance Staff Representative, to their first meeting.
There were no declarations of interest.
2. Apologies for Absence
Apologies for absence were received from Mr John Ayers, Ms Muriel Gray, Professor Tom Inns, Mr Craig Laurie, Dr Susie Mitchell, Professor Johnny Rodger and Ms Jane Stickley Woods.
3. Minutes of Previous Meeting
The minutes of the meeting held on 14 November 2018 were approved.
4. Matters Arising from the Minutes
4.1 Outsourcing
The Director of Finance and Resources confirmed that GSA would not seek to outsource janitorial or domestic services in either the Mackintosh or Stow buildings. The Director of Finance and Resources reported that, as both the Stow and Mackintosh project neared completion, the Estates department would consider the staff resource required to manage these areas, and sufficient funding would be made available in the budget.
5. Action Points
The list of the Committee’s outstanding action points was noted (Paper 5).
1 Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 223 of 270 Confirmed by the Chair 6. Election of Staff Representatives on HR Committee
The Committee noted the outcome of the recent call for nominations for staff representatives on the Committee, details of which were set out in Paper 6. Members also noted that there remained one unfilled academic staff representative position on the Committee.
7. Institutional Induction Framework
The Head of Organisational Development and the HR Manager provided a comprehensive presentation on the new institutional induction framework, which aimed to provide support for new employees and line managers, and to improve consistency and the standard of approach across GSA. The framework, which would be compulsory for new full-time and part-time staff, had been benchmarked against the sector and developed in consultation with the Trade Union Forum and through feedback from a broad range of stakeholders. It would include the launch of a new Staff E-Handbook, GSA induction events and mandatory e-learning modules which would provide training in areas such as health and safety, and equality and diversity. With regard to the latter, it was confirmed that current staff would, in due course, also be required to undertake these e- learning modules.
The framework would not apply to visiting staff, though there would possibly be scope to develop a distilled version once the process had been embedded. Similarly, the framework, and specifically the e-learning modules, would not be automatically available to GSASA staff, however there was the opportunity to share good practice.
Members queried whether the e-learning modules would be regularly reviewed to ensure that they remained aligned with current legislation and it was confirmed that this would be undertaken by the provider on an annual basis.
Following implementation of the framework, HR would seek further feedback from relevant staff with a view to making adjustments as necessary. The Head of Organisational Development confirmed that the Committee would receive regular updates regarding Induction Review, and e- learning course completion rates and it was anticipated that reporting would commence in November 2018. [Action: Head of Organisational Development]
The Committee warmly welcomed this development and recognised the considerable work undertaken, in particular by the HR Manager, in this regard. The HR Manager agreed to circulate a copy of the presentation to members after the meeting. [Action: HR Manager]
8. Staff Development
8.1 Staff Development Strategy
The Head of Organisational Development provided a progress report regarding the establishment of a cohesive Staff Development Strategy, which would link appropriately to GSA’s induction framework and enhanced approach to career review and development, and activity planning.
Work had been recently undertaken on iTrent to enable the system to record training activities, and this was currently being tested, with a view to rolling out early in the forthcoming session. Further, in March 2018, a series of two-hour training workshops had been delivered by Human Resources, and these would be repeated in late April and May 2018.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 224 of 270 Confirmed by the Chair The Head of Organisational Development confirmed that a more detailed update, in the form of a formal report, would be offered to the Committee in June 2018. [Action: Head of Organisational Development]
8.2 Proposal to Implement Staff Development Days
The Head of HR provided an overview of the original proposal by the Director of GSA in relation to implementing GSA-wide staff development days for 2018/2019, which was made in response to feedback provided in the 2016 staff survey. This, together with an update on the current position, was set out in Paper 8.2.
The Trade Union representatives had sought feedback from their members regarding using mid- semester closure days for dedicated staff development activity. While there was agreement on the general principle of staff development days, there was not support for the days originally identified.
It had been agreed at the April 2018 Executive Group meeting that GSA would progress the development of two one-day programmes of staff development, which would be held during normal working hours. The Committee recognised the difficulty in identifying a time in the session which would enable all staff the best opportunity of accessing this development. It was agreed that the Trade Union representatives would, in consultation with their members, consider the timing further and provide this feedback to the Head of Organisational Development. [Action: Trade Union Representatives]
In the interim, the Head of Organisational Development would continue to consider and develop the content relevant to the Academic and Professional Support occupational groups. It was agreed that a report on progress would be made to the September 2018 meeting of the Committee. [Action: Head of Organisational Development]
9. Career Review and Development
A progress report on the current round of Career Review and Development meetings with staff had been circulated (Paper 9.1) and the Head of Organisational Development provided an oral update, as of 17 April 2018, on the current position.
It was noted that areas reporting to the Registrar and Secretary and the Director of Finance and Resources were respectively 62% and 94% complete.
The Chair of the Committee expressed concern that the completion rate for those staff from areas reporting to the Deputy Director (Academic), was currently 17%. Further, the completion rates for this area had consistently been below 20%. The Deputy Director (Academic) concurred that this was a challenge and, given that this should link closely with activity planning, would continue to focus on encouraging Heads of Schools and other relevant senior staff to ensure that this important exercise was undertaken in a timely manner. [Action: Deputy Director (Academic)]
There was consensus that raising awareness, particularly regarding the value of the activity, and better enabling the exercise to be recorded electronically would positively impact on completion rates.
A further update would be provided at the June 2018 meeting of the Committee, at which, it was expected, there would be considerable progress in this regard.
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10.1 Redundancy Policy and Procedure
An earlier version of the Redundancy Policy and Procedure (Paper 10.1) was previously considered by the Committee at its September 2017 meeting. A further round of consultation with the Trade Union Forum and additional benchmarking in respect of the commencement of individual and collective consultation periods had been undertaken. Subsequently, the policy had been amended to state that GSA would undertake to normally commence consultation two months prior to any effective date.
The Committee approved the Redundancy Policy and Procedure and recommended it to the Board of Governors for final approval. [Action: Assistant Secretary to the Board]
The Committee noted the information provided regarding GSA’s current compulsory redundancy package. This confirmed that any proposal to change the existing provision would be considered by the Trade Union Forum in the first instance, prior to consideration by GSA’s Executive Group and HR Committee.
10.2 Redeployment Policy and Procedure
An earlier version of the Redundancy Policy and Procedure (Paper 10.2) was previously considered by the Committee at its September 2017 meeting. A further round of consultation with the Trade Union Forum and additional benchmarking in respect of pay protection periods had been undertaken. Subsequently, the policy had been amended to state that GSA would undertake to offer a pay protection period of twelve months (rather than the previously specified six month).
The Committee approved the Redeployment Policy and Procedure and recommended it to the Board of Governors for final approval. [Action: Assistant Secretary to the Board]
The Head of HR confirmed that GSA’s HR policies applied to staff employed by and based at GSA Singapore, though this would always be checked against relevant Singaporean legislation where appropriate.
11. Temporary Car Parking Policy
The Director of Finance and Resources reported that discussions regarding GSA’s existing and potential future car parking resource had not concluded, and that a decision was yet to be made about GSA’s approach, particularly with regard to blue badge holders.
The Committee noted that this item had been on the Committee’s action list for a considerable period of time. Therefore, it was agreed that the Director of Finance and Resources would engage with relevant stakeholders, to agree a consistent and fair approach, and the Director of Finance and Resources would subsequently submit a final draft of the policy to the Committee at its September 2018 meeting. [Action: Director of Finance and Resources]
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 226 of 270 Confirmed by the Chair 12. Update on Pay Negotiations
The Committee noted the update (Paper 12) which set out the current position of the National Pay Negotiations for 2018/19 and the Employer’s Statement which provided helpful insight and context regarding the circumstances in which the sector operated.
A further update would be provided to the June 2018 meeting of the Committee. [Action: Head of HR]
13. Any Other Business.
There was no other business.
14. Dates of Remaining Meetings 2017/18
Tuesday 12 June 2018, at noon Tuesday 25 September 2018, at noon Tuesday 13 November 2018, at noon Tuesday 5 February 2019, at noon Tuesday 16 April 2019, at noon
Lisa Davidson Assistant Secretary to the Board
30 April 2018
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 227 of 270
BOARD OF GOVERNORS: COVERSHEET To: Board of Governors
Paper Author Emma Bullen (and designation): HR Manager Title of Paper: Redundancy Policy and Procedure
Summary of Paper: Re-submission of policy following further round of consultation with TU Forum and undertaking further benchmarking in respect of the commencement of individual and collective consultation periods.
Summary of amendments:
GSA will now undertake to normally commence consultation 2 months prior to any effective date (previously unspecified)
The Human Resources Committee approved the Redundancy Policy and Procedure at its meeting of 17 April 2018, and has recommended it to the Board of Governors for final approval.
Resource Implications: N/A
Equality Impact Equality Impact Assessment completed and awaiting sign off. Assessment Implications:
Recommendation for For approval action (approval, discussion, noting)
0
Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 228 of 270
Redundancy Policy & Procedure
March 2018
Policy Control
Reference Redundancy Policy and Procedure Date approved TBC Approving Bodies HR Committee, Board of Governors Implementation Date TBC Redundancy Policy and Procedure Supersedes November 2012 Related policy Redeployment Policy and Procedure Review date March 2021 Author Emma Bullen Date of Impact assessment March 2018 University of Strathclyde, Royal Conservatoire of Scotland, University of Benchmarking Dundee, University of Glasgow, University of Edinburgh,
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 229 of 270 1. PURPOSE AND SCOPE
It is the aim of the Glasgow School of Art (GSA) to ensure, as far as possible, security of employment for its staff. However, it is recognised that from time to time circumstances may make redundancies unavoidable, such as the need to consider reductions in staffing levels, and restructuring to enhance effectiveness that involves a reduction or cessation of work of a particular kind. In these circumstances, the provisions of this policy shall be applied.
This procedure will apply to individual redundancies and in the event of collective redundancies1.
GSA in consultation with the recognised trade unions will consider all reasonable measures to avoid redundancy, or minimise the need for compulsory redundancies, and to mitigate their impact should redundancy become unavoidable (see section 3).
Where an individual is placed at risk of redundancy GSA will handle the redundancy in a fair and non-discriminatory manner ensuring that consideration is given throughout the application of this policy to the Public Sector Equality Duty (PSED) and GSA’s on-going commitment to mainstreaming equality.
2. DEFINITION OF REDUNDANCY
According to the statutory definition, as set out in the Employment Rights Act 1996, a redundancy occurs where a dismissal is wholly or mainly because:
• the employer has ceased, or intends to cease, to carry out their business for the purposes for which the employee is employed
• the employer has ceased, or intends to cease, to carry on that business in the place where the employee was so employed
• the requirements of that business for employees to carry out work of a particular kind have ceased or diminished or expected to do so
• the requirements of the business for employees to carry out work of a particular kind in the place where they were so employed have ceased or diminished or are expected to do so
3. MEASURES TO AVOID OR MINIMISE REDUNDANCY
GSA is committed to retaining employees and seeking to avoid, or minimise compulsory redundancies when possible. Every reasonable effort will be made to avoid and minimize compulsory redundancies. GSA is committed to considering proactive measures to avoid or minimise the need for compulsory redundancies. Through consultation with the recognized trade unions, areas for consideration will include:
• Natural staff turnover
1 Employers who propose to make 20 or more employees redundant ‘at one establishment’ over a period of 90 days or less must consult with the recognised independent trade unions. S.188 (1A) Trade Union and Labour Relations Act (TULRCA) 1992. 2
Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 230 of 270
• Restricting recruitment
• Redeployment
• Retraining
• Reductions in hours
• Seeking volunteers from the affected staff
• Voluntary severance
• Making savings in non-staff budgets
• Reduction or elimination of overtime working
• Ending the employment of external contractors
• Reviewing the use of temporary, short term or contract staff or consultants
• Volunteers for part-time working and job sharing
• Sabbaticals and secondments
• Seeking alternative funding, e.g. where funding for a particular project has expired
4. CONSULTATION WITH TRADE UNION REPRESENTATIVES
Where there is a possibility of compulsory redundancy (whether individual or collective) GSA will engage in meaningful consultation with the appropriate trade union representatives, including the provision of clear and accurate information at an early stage on the following points:
• the reason(s) for the proposed redundancies
• the number and description of posts likely to be affected
• the proposed method of selecting employees for redundancy
• the proposed selection criteria to be applied
• the proposed timescales
• the proposed method of carrying out any dismissals, including the period over which dismissals are to take effect
• the proposed method of calculating the amount of redundancy payment to be made in the event of a dismissal by reason of redundancy
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 231 of 270 • the provisional scoring of potentially affected individuals against any proposed criteria
Consultation should include consideration about ways of:
• avoiding the dismissals
• reducing the number of employees to be dismissed, and
• mitigating the consequences of the dismissal (s)
5. CONSULTATION WITH INDIVIDUALS
Whilst no set time period for consultation is stipulated in legislation for individual redundancies, consultation will begin as early as possible, normally two months in advance of any potential redundancy.
In circumstances where any individual may be facing redundancy, the following process outlined will be followed. Individual consultation will take place between the employee and usually their line manager. If required an alternative appointed manager at an equivalent level may be appointed. In addition, this process will be supported by a member of the HR Team.
Employees have the right to be accompanied by a Trade Union representative or workplace colleague during all consultation meetings.
The Head of Department/appropriate manager will write to each member of staff who is at risk of redundancy, setting out the circumstances that have led GSA to contemplate dismissing them by reason of redundancy (see section 2), and inviting them to attend an individual consultation meeting to discuss the matter. The purpose of this meeting will be to discuss the reasons for the potential redundancies, ensure that suggestions to avoid redundancy are considered (see section 3), their selection for redundancy, the selection criteria to be applied, potential re-deployment opportunities and any other relevant information.
At the meeting the staff member will be advised:
• that they are at risk of redundancy and reasons
• how their position may be affected
• of the way in which they may be selected for redundancy
• of the selection criteria (if applicable)
• how the redundancies are to be carried out including the period of time over which it is proposed the redundancies are to be implemented
• what consideration has been given to the possibility of alternative employment opportunities and confirmation that alternative employment opportunities will continue to be sought throughout the consultation process and, if appropriate, throughout the notice period of any reasonable options that could be considered to avoid redundancy
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 232 of 270 • if no suitable redeployment opportunities are available, that the member of staff will be dismissed on grounds of redundancy
The line manager or alternative appointed manager holding the meeting will ensure that the member of staff has full opportunity to make suggestions as to how their redundancy may be avoided or the effects of the potential redundancy minimised. The line manager or alternative appointed manager will take due note of these suggestions and will fully consider them before any final decision(s) are made.
Where it is deemed necessary, or where it is considered that the discussions outlined above have not been concluded, there may be an opportunity to re-convene the meeting. The number of individual consultation meetings may vary case to case however a minimum of 2 individual consultations should be held.
No final decisions will be made at the initial meeting.
Following the individual consultation meeting(s), the line manager will write to the individual to invite them to a final consultation meeting and advise them of the outcome of the deliberations regarding the suggestions and representations made at the previous meeting(s).
If neither party has identified a viable alternative to redundancy then either:
a) in the case of unique roles - subject to any representations made by the individual, their dismissal by reason of redundancy will be confirmed.
Or,
b) the scores against the selection criteria will be confirmed. If this results in the individual being selected for redundancy, their dismissal by reason of redundancy will be confirmed.
Again, the member of staff will be entitled to be accompanied by a trade union representative or a GSA colleague at this final consultation meeting.
6. NOTIFICATION COLLECTIVE REDUNDANCIES
In the event of GSA proposing to dismiss as redundant 20-99 staff members at one establishment within a period of 90 days or less (known as collective redundancy), there is a requirement to notify the Department for Business Innovation and Skills (BIS) via the HR1 Form. The deadline for notifying the Redundancy Payment Service (RPS) depends on the number of proposed redundancies.
Number of proposed redundancies When notification to RPS must be given 20 to 99 30 days before the first redundancy 100 or more 45 days before the first redundancy
At the same time as formal notification is given to the BIS, formal notification of such redundancies will be given to the local representatives of the relevant trade unions.
There is no requirement to notify the BIS in the event of individual redundancies.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 233 of 270 7. CONSULTATION TIMESCALES
GSA will consult with the relevant trade unions in confidence, as early as possible and before consulting with affected individuals. The timescale for consultation will be affected by the particular circumstances of each case but will normally be two months in advance of any potential redundancy.
In cases of collective redundancy there is no set time limit on how long consultations last. However, there is a minimum period before the first dismissal should take place.
Number of proposed redundancies Minimum consultation period before dismissal 20 to 99 30 days 100 or more 45 days
Where it is proposed that more than 20 staff are to be made redundant within 90 days or less, consultation will begin with the trade unions at least 30 days before the first of those redundancies take effect. “Take effect” is the point at which the decision to make someone redundant is finally communicated, i.e. when notice is served, not the date of actual termination of employment.
Whilst the consultation periods are in line with the statutory minimum, typically consultation timescales will extend beyond the minimum statutory periods through early dialogue with the trade unions.
8. SELECTION AND PROCESS
GSA recognises that it may be necessary for a redundancy selection pool to be identified and selection criteria to be applied to determine which individual(s) should be selected for redundancy.
There may also be situations where the post that is to be made redundant is unique and only has a single job holder. In such situations there will not usually be any need for selection criteria.
Consideration should always be given to ensuring that selection criteria have been objectively justified.
8.1 Identifying the pool
Careful consideration will be given to identifying the relevant ‘pool’ of employees from which individuals at risk of redundancy will be selected.
Selecting the pool factors to consider usually consists of at least one of the following:
• those who undertake a similar type of work
• those who work in a particular department
• those who work at a relevant location whose work has ceased or been reduced or expected to do so
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 234 of 270 8.2 Selection Criteria
In considering the selection of staff for compulsory redundancy, the criteria which may be taken into account may include the following:-
• Skills, competencies, qualifications, knowledge and work experience to meet the present and future needs of GSA
• Current disciplinary and attendance records
The above list is not exhaustive. The chosen criteria for selection must be consistently applied and be as fair and as objective as possible. GSA will base any selection criteria on skills or qualifications that will help to keep a balanced workforce appropriate to GSA’s current and future needs.
It is advisable to follow a points-based scoring system in these circumstances which scores each employee against the relevant criteria and this should, if possible be carried out by at least 2 line managers. HR can advise and assist in these circumstances.
Selection criteria will be developed through meaningful consultation with the recognised trade unions and employees should be informed of the criteria being used in the specific case, how it will be applied and by whom.
Senior management along with HR will examine carefully the implications of any selection procedure to ensure that any selection criteria used are fair, objective and non-discriminatory via an equality impact assessment.
9. SUITABLE ALTERNATIVE EMPLOYMENT AND OTHER REDEPLOYMENT
In order to minimise any job losses GSA will seek to redeploy and retain staff whose posts are at risk of redundancy and will explore alternative employment through redeployment opportunities with the affected member of staff through the redundancy consultation process and with reference to GSA’s Redeployment Policy and Procedure.
9.1 Suitable Alternative Employment
In some cases GSA will deem alternative employment to be ‘suitable alternative employment’. Suitable alternative employment is generally defined as the offer of a post, which is the same or broadly similar to that currently held by the individual in terms of key tasks; the skills and competencies required; the grade; and with equivalent terms and conditions, thus making it a suitable alternative role.
Redeployment to a lower grade would not be deemed ‘suitable alternative employment’.
There are two key considerations when assessing ‘suitable alternative employment’:
• Is the job offer a suitable alternative?
• Is this employee unreasonable to refuse the offer?
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 235 of 270 The first question is largely objective, albeit that the position must be suitable bearing in mind the tasks, skills, competencies and experience required as well as the related terms and conditions. The second point is based on whether the employee has sound reasons for refusing the offer. Whether it is reasonable for the employee to reject the offer should be assessed subjectively and considering the individual's personal circumstances. Factors to be taken into consideration may include for example pay, loss of status, loss of fringe benefits, place of work, general terms and conditions, job prospects, wages, hours, location and job content along with an individual’s personal circumstances.
Where a job is offered as ‘suitable alternative employment’, if an employee unreasonably refuses the offer they may forfeit their right to a redundancy payment.
Even if an offer of alternative employment is objectively reasonable, the employee can still be reasonable for refusing it provided they do so for sound and justifiable reasons. It does not matter if another employee may have accepted the offer. GSA will therefore consider the circumstances and not unreasonably refuse entitlement to redundancy pay in these cases.
9.2 Alternative Employment
Alternative employment is defined as a role which differs significantly to the role that the member of staff is currently employed within. It may be at a different grade with different terms and conditions e.g. pay, hours, location of the role. Staff may require some support in the form of training and development to enable them to successfully move into such a role. If a member of staff refuses an offer of alternative employment they would not lose any entitlement to statutory redundancy pay.
If ‘alternative employment’, not deemed ‘suitable’ is offered, it will be open for the employee to decline the offer without forfeiting their entitlement to redundancy pay.
Where GSA offers ‘suitable alternative employment’ or ‘alternative employment’ then the offer will be made in writing and specify the terms and conditions relevant to the role.
9.3 Trial Period
Whether ‘suitable alternative employment’ or ‘alternative employment’ is offered the job will have a statutory trial period of four weeks to enable the employee and GSA to determine whether the alternative job is indeed suitable. A longer trial period may be agreed if for example training is required.
Either party may choose not to continue following the trial period, in which case the employee will be redundant at the end of the original notice period or the end of the trial period, whichever date is later, unless further alternative employment can be found.
9.4 Maternity, adoption and shared parental leave
There are specific legal provisions relating to the potential redundancy of employees on maternity, adoption, paternity or parental leave2. The effect of this legislation is that if there is suitable alternative employment, GSA must offer it to these employees in preference to any other employee who is similarly affected by the redundancy situation. This means that an employee has priority over
2 Regulation 10 of the Maternity and Parental Leave Regulations 1999 and regulation 23 of the Paternity and Adoption Leave Regulations 2002, Shared Parental Leave Regulations 2015.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 236 of 270 other at risk staff, except any other at risk employee also on maternity, adoption, paternity or parental leave.
10. NOTICE OF TERMINATION
Where redundancy has been confirmed, those selected for redundancy will be given notice of termination in accordance with contractual and legal entitlements.
GSA may ask the member of staff to work their notice period, or permit them paid leave, i.e. allow them to remain at home to allow them to seek alternative employment, or pay them in lieu of notice, depending on the circumstances of the redundancy.
11. APPEALS
A member of staff who is being dismissed by reason of redundancy has the right to appeal against the decision.
The appeal must be lodged in writing to the Human Resources Department with full reasons within 10 working days from the date the member of staff received written notice of the redundancy.
The appeal will be considered by an independent manager with no prior involvement in the case at a level above the line manager who made the original decision regarding the redundancy.
On receipt of the notice of appeal, the manager dealing with the appeal will request from the line manager who took the original decision, to provide information for consideration at the appeal such as: -
• Reasons for dismissal
• Any factors taken into account in reaching the decision
• The process that was followed prior to reaching the decision
The manager dealing with the appeal will write to the affected member of staff inviting them to attend an appeal meeting to be held within 20 days of receiving notice of the appeal and informing them of their right to be accompanied by a trade union representative or a GSA colleague.
The manager hearing the appeal may decide to:-
• Uphold the decision
• Recommend other appropriate action
• Uphold the appeal.
Following the appeal meeting, the individual will be advised in writing of the outcome and the reason for the decision within 5 working days. This is the final stage of the appeal process and the decision is final.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 237 of 270 It is possible that a member of staff can be serving their notice whilst waiting to have their appeal considered. In the event that the appeal is successful, then the notice will be withdrawn.
12. TIME OFF TO LOOK FOR WORK
Staff under notice of redundancy are entitled, during their notice period, to reasonable paid time off during working hours to look for new employment or to attend training in respect of future employment.
Subject to the relevant department’s operational needs, staff should give their line manager as much notice as possible of their intended absence. Subject to this condition, requests for time off will not normally be refused.
13. REDUNDANCY PAYMENT
A member of staff who has at least 2 years’ continuous service who is dismissed by reason of redundancy is entitled to a statutory redundancy payment. The actual redundancy payment will be determined by GSA’s Enhanced Redundancy Package in place (if any) at that time. Any changes to the Enhanced Redundancy Packages will be discussed with the representatives of the recognised Trade Unions.
Redundancy payments will be processed on the member of staff’s termination date if they have advised GSA in writing that they do not intend to appeal the decision. Alternatively, the redundancy payment will be processed once the appeal process has been concluded and if the original decision has been upheld.
14. MONITORING
This policy will be monitored and reviewed regularly to ensure that it meets the needs of the School and its staff and to ensure compliance with relevant legislation.
15. STAFF SUPPORT
Any staff members who are subject to the provision of this policy may seek advice from their line manager and the HR team. Details of available support are outlined in appendix 2.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 238 of 270 Appendix 1 Collective and individual consultation – the basic principles
Proposed Changes due to: e.g Restructuring to enhance effectiveness Need to consider reduction in staffing levels Employees with two years' Cost savings continuous service are Adapting to technology entitled to a redundany payment Possible job losses?
Early and meaningful consultation with TU
Collective consultation: 20 or more in a 90 day period notify BIS formal notification TU
Individual consultation: Fewer than 20 (In some situations there may be an overlap between collective and individual consultation)
Same Principles apply: Consult with individuals and trade unions to look at alternatives to redundancy Consult in good time and have meaningful discussions - look at alternatives, ways to mitigate impact Give individuals and trade unions the information they need Use fair and objective selection criteria Be clear about redundancy pay (where applicable) Offer help and support to employees in finding other work internally (re- deployment) and external (advice cv writing, interview skills)
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 239 of 270 Appendix 2
HR Support Measures
Below are some examples of the support measures available to individuals.
• Best practice advice on writing a cv • Best practice advice on interview preparation • Redeployment Policy and Procedure – redeployment register • Signposting to other useful sources on information
e.g.
PACE (Partnership Action for Continuing Employment) is a free Scottish Government scheme dedicated to providing information, advice and guidance to individuals who are potentially at risk of redundancy. Direct Gov Citizens Advice Online job boards
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 240 of 270
BOARD OF GOVERNORS: COVERSHEET To: Board of Governors
Paper Author Emma Bullen (and designation): HR Manager Title of Paper: Redeployment Policy and Procedure
Summary of Paper: Re-submission of policy following further round of consultation with TU Forum and undertaking further benchmarking.
Summary of amendments:
Pay protection period of twelve months proposed (previously six months specified)
The Human Resources Committee approved the Redeployment Policy and Procedure at its meeting of 17 April 2018 and recommended it to the Board of Governors for final approval.
Resource Implications: N/A
Equality Impact Equality Impact Assessment completed and awaiting sign off. Assessment Implications:
Recommendation for For approval action (approval, discussion, noting)
Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 241 of 270
Redeployment Policy and Procedure
March 2018
Policy Control
Date approved TBC Approving Bodies HR Committee, Board of Governors Implementation Date TBC Supersedes September 2012 Supporting policies Redundancy Policy & Procedure Review date March 2021 Author Emma Bullen Date of Impact assessment March 2018 University of Aberdeen, Abertay University, University of Dundee, Benchmarking University of Edinburgh, University of Glasgow, University of St Andrews
1
Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 242 of 270 1. PURPOSE AND SCOPE
It is the aim of the Glasgow School of Art (GSA) to ensure, as far as possible, security of employment for its staff. GSA will therefore make all reasonable efforts to seek redeployment opportunities for members of staff at risk of redundancy or those who are required to move role for other reasons outlined under section 2 below.
This policy will not apply to those who are seeking a new job, change of career, or their employment is not at risk of coming to an end.
This policy is designed to ensure a consistent and fair approach is adopted in working towards a successful redeployment outcome where possible.
2. REASONS FOR REDEPLOYMENT
There may be a number of reasons where staff may seek to be redeployed. Circumstances will include the following:
2.1 For the purposes of avoiding redundancy
Members of staff will be considered for redeployment during the redundancy consultation process, i.e. after they have been formally notified that they are at risk of redundancy.
• According to the statutory definition, as set out in the Employment Rights Act 1996, a redundancy occurs where a dismissal is wholly or mainly because:
• The employer has ceased, or intends to cease, to carry out their business for the purposes for which the employee is employed
• The employer has ceased, or intends to cease, to carry on that business in the place where the employee was so employed
• The requirements of that business for employees to carry out work of a particular kind have ceased or diminished or expected to do so
• The requirements of the business for employees to carry out work of a particular kind in the place where they were so employed have ceased or diminished or are expected to do so
Practical examples of when redundancy can occur include:
• The closure of a Department
• The discontinuance of a course, pathway or programme
• Becoming displaced, following the outcome of a restructuring exercise and having been unsuccessful in obtaining a post in the new structure
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 243 of 270 2.2 End of fixed term contracts
When an employee’s fixed term contract is coming to an end there is no suitable alternative employment, the employee will be considered under the Redeployment Policy.
2.3 Medical Circumstances
Where GSA has received medical evidence which states that an individual is unable to perform their current duties, but may be able to carry out other duties in an alternative post.
2.4 Other
There may be exceptional circumstances when it is appropriate to consider an individual for redeployment which do not fall within any of the circumstances described. These could include possible and/or partial outcome of Grievance, Employee Support, Disciplinary, Capability and Dignity and Respect at Work Procedures. HR will determine whether redeployment consideration may be appropriate in any such exceptional cases ensuring that due consideration is given to the individual’s case, through appropriate dialogue with the individual and line management.
3. TYPES OF REDEPLOYMENT
For the purposes of redeployment, GSA has identified two possible redeployment scenarios that may arise as follows:
3.1 Suitable Alternative Employment
GSA will seek to identify and offer individuals at risk of redundancy suitable alternative employment if available.
Suitable alternative employment is generally defined as the offer of a post, which is the same or broadly similar to that currently held by the individual in terms of key tasks; the skills and competencies required; the grade; and with equivalent terms and conditions, thus making it a suitable alternative role. If a member of staff unreasonably refuses an offer of suitable alternative employment they could be at risk of losing any entitlement to statutory redundancy pay1.
Redeployment to a lower grade would not be deemed ‘suitable alternative employment’.
There are two key considerations when assessing ‘suitable alternative employment’:
• Is the job offer a suitable alternative?
• Is the employee unreasonable to refuse the offer?
The first point is largely objective, albeit that the position must be suitable bearing in mind the tasks, skills, competencies and experience required as well as the related terms and conditions. The second
1 s.141 of the Employment Rights Act 1996
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 244 of 270 point is based on whether the employee has sound reasons for refusing the offer. Whether it is reasonable for the employee to reject the offer should be assessed subjectively and considering the individual's personal circumstances. Factors to be taken into consideration may include for example pay, loss of status, loss of fringe benefits, place of work, general terms and conditions, job prospects, wages, hours, location, and job content along with an individual’s personal circumstances.
Even if an offer of alternative employment is objectively reasonable, the employee can still be reasonable for refusing it provided they do so for sound and justifiable reasons. It does not matter if another employee may have accepted the offer. GSA will therefore consider the circumstances and not unreasonably refuse entitlement to redundancy pay in these cases.
3.2 Alternative Employment
Alternative employment is defined as a role which differs significantly to the role that the member of staff is currently employed within. It may be at a different grade with different terms and conditions e.g. pay, hours, location of the role.
Staff may require some support in the form of training and development to enable them to successfully move into such a role.
‘If ‘alternative employment’, not deemed ‘suitable’ is offered, it will be open to the employee to decline the offer without forfeiting their entitlement to redundancy pay.’
4. REDEPLOYMENT OPPORTUNITIES
GSA is committed to making every reasonable effort possible to enable staff in a redeployment situation to continue their career with GSA. Posts that are in the process of being advertised or are advertised can be considered for redeployment opportunities.
Where a post has already been advertised but no appointment has yet been made, affected individuals who have expressed an interest will be considered before any other candidates.
Where HR has been notified of an impending vacancy which has yet to be advertised, the relevant recruiting manager will be advised if there are any staff being considered for redeployment and these individuals should have priority consideration before any other candidates.
5. PROCESS OF REDEPLOYMENT
Where a member of staff is eligible to be considered for redeployment, the following procedure will be instigated. This is also illustrated in the Redeployment Procedure flowchart (Appendix 1).
• The affected member of staff will be contacted by HR explaining that they are eligible to be considered for redeployment and will be referred to the Redeployment Policy and current and forthcoming vacancies available within GSA. A meeting will be arranged by HR with the affected individual to explain the policy in more detail and to provide an opportunity for the individual to raise any questions. The line manager may also be present at this meeting.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 245 of 270 • The member of staff will be asked if they wish to be considered for any of the vacancies listed. If they do, an initial meeting will be arranged with the member of staff, the relevant recruiting manager and HR. The initial meeting will enable the employee to gain further details of the vacancy and inform if they possess the key requirements to carry out the job, i.e. skills, qualities and experience. If, after the initial meeting, the individual wishes to be considered for the position, they will be required to apply via the normal application procedure, and an interview will be arranged. A staff member being considered for re-deployment should have priority consideration before all other candidates.
• If no vacancy on the list is deemed suitable by the individual, they will be asked to complete a Redeployment Form (Appendix 2). This will provide the individual with the opportunity to indicate the type of roles for which they wish to be considered. A CV may also be included along with the re-deployment form and added to the re-deployment register, where a central record will be held by HR.
• Submitted forms will be held centrally by HR so that affected members of staff can be both alerted to, and if appropriate, considered for all relevant vacancies that arise.
• Upon receipt of a request to advertise a post by an Authority to Appoint Form (ATA), HR will review the Redeployment Forms held centrally to determine if any members of staff have asked to be made aware of the position based on the criteria they provided on the Redeployment Form. If HR determines that there is a potential match between the chosen criteria outlined in the form and an arising vacancy, the post will be drawn to the attention of the relevant member/s of staff. The individual/s will then be given priority consideration for the vacancy.
• Where one or more affected individual indicates an interest in a role and provided they meet the essential criteria established through the initial meeting with the recruiting manager, HR and the individual they will be invited to interview for the role. Where no suitable applications are received, or no appointment can be made then the role will be advertised.
• Where a member of staff is successful in securing an alternative role, they will receive a new contract of employment with relevant continuity of service.
• If an individual is deemed unsuitable at interview, the individual may request feedback on the reasons for this so as to assist the individual in future applications. Specific questions regarding a particular vacancy will normally be re-directed to the relevant recruiting manager for feedback.
• Members of staff can raise questions on the process with their line manager or a member of the HR team.
6. TRAINING AND DEVELOPMENT
Where the recruiting manager considers training is required to up-skill the member of staff to undertake the alternative role, reasonable support for this will be offered where it is likely that, with this training, the member of staff would be fully operational to undertake all aspects of the role within a period of 12 weeks or less. Training may be via a combination of in-house or external providers.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 246 of 270 7. TRIAL PERIODS
The purpose of a trial period is to give both parties the opportunity to assess the individual’s suitability in the role. Where the recruitment process has highlighted a possible skills gap, the role may be offered on the basis of satisfactory completion of the trial period. This will normally be for 4 weeks but can be extended, if appropriate, for training, up to a maximum of 12 weeks at the discretion of the recruiting manager.
In the case of alternative employment offered as an alternative to redundancy there is the right to a 4 week statutory trial period. Whilst the statutory period is 4 weeks this can be extended if appropriate, for training, up to a maximum of 12 weeks at the discretion of the recruiting manager.
At the end of the trial period, a meeting will be arranged with the member of staff, the recruiting manager and Human Resources to review the individual’s suitability in the role. Where the appointment cannot be confirmed alternative arrangements will be discussed with the member of staff. For example where redeployment cannot be confirmed e.g. during the redundancy consultation process dismissal by reason of redundancy may be a possible outcome or re-deployment opportunities will continue to be sought through the re-deployment register.
8. PAY AND CONDITIONS OF SERVICE
While the member of staff is being considered for redeployment, their grade, salary and conditions of employment will remain at the level of their substantive post. Redeployment offers for roles will be made at the grade and conditions of service attached to the new post and will be confirmed in writing. In order to minimise the impact of a reduction in pay when moving to a lesser grade role, a period of pay protection of twelve months will be considered in these circumstances. Where the new role is for short term duration, the terms applicable to the particular appointment will be advised in writing as part of the offer.
9. NOTICE PERIODS
GSA will continue to explore redeployment opportunities for affected staff who are working their period of notice up to their anticipated date of leaving.
10. APPEALS PROCEDURE
Where a member of staff believes that the Redeployment Policy has been unfairly applied in their case, they should raise this immediately with their line manager. If they subsequently wish to formally appeal, this should be detailed in writing to the Head of Human Resources within 10 working days of receiving notification of the final decision. The decision of the appeal will be final.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 247 of 270 11. MONITORING
This policy will be monitored and reviewed regularly to ensure that it meets the needs of the School and its staff and to ensure compliance with relevant legislation.
12. STAFF SUPPORT
Any staff members who are subject to the provision of this policy may seek advice from their line manager and the HR team. Details of available support are outlined in appendix 3.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 248 of 270 REDEPLOYMENT PROCEDURE FLOW CHART Appendix 1
HR Department contact affected employee advising of Redeployment Policy and be provided with list of current/forthcoming vacancies
Meeting arranged with HR and employee to discuss Redeployment Policy and consider the vacancy list.
Is employee interested in being considered for a vacancy listed?
YES NO
Initial meeting arranged with Employee to complete employee, recruiting redeployment form, which is held manager and HR. by the HR Department.
Is vacancy still deemed suitable?
HR will continue to alert YES NO employee of any suitable
redeployment opportunities arising.
Employee applies for the vacancy on line via the normal
recruitment procedure. An interview is then arrang ed.
SUCCESSFUL UNSUCCESSFUL Continue to look for re-deployment A new contract opportunities of employment is issued.
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 249 of 270 REDEPLOYMENT FORM Copy held in HR (Re-Deployment Register) Appendix 2
1. Personal Details
Name: Department: Job Title: Grade: Email address for correspondence:
2. Current Role
Line Manager: Work Pattern: e.g. days/ hours Approx. no of weekly hours: Key Responsibilities: (CV can also be attached to form) 1. 2. 3. 4. 5. Please tick the following box if you wish to submit additional information relevant to your redeployment application not already covered in the sections above
3. Redeployment Role Preferences Please tick as appropriate Do you wish to be considered for posts which would involve an increase or reduction in working hours? Yes No Would you consider a fixed-term post? Yes No Would you consider a post on a lower grade? Yes No Would you wish to be considered for posts within a different job category to your current role (e.g. Academic to Support)? Yes No If yes, please select the Staff Categories you would be willing to consider:
Professional Academic Support Technical Maintenance/Estates
4. Additional Information Relevant to Redeployment (including relevant skills and training etc.)
Signature: Date:
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 250 of 270 HR SUPPORT MEASURES Appendix 3
Below are some examples of the support measures available to individuals.
• Best practice advice on writing a cv • Best practice advice on interview preparation • Redeployment Policy and Procedure – redeployment register • Signposting to other useful sources on information:
o PACE (Partnership Action for Continuing Employment) is a free Scottish Government scheme dedicated to providing information, advice and guidance to individuals who are potentially at risk of redundancy. o Direct Gov o Citizens Advice o Online job boards
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Paper 14.7 Human Resource Committee Minutes 17 April 2018 - Confirmed by the Chair.pdf Overall Page 251 of 270 Overall Page 252 of 270 Draft - to be confirmed by the Chair
THE GLASGOW SCHOOL OF ART
INVESTMENT COMMITTEE
Minutes: 21 May 2018
Present: Sir Muir Russell Vice-Chair, Board of Governors (Chair) Mr Douglas Brown Lay Governor Mr Alastair Milloy Director of Finance and Resources
Attending: Ms Sandi Galbraith Deputy Director of Finance and Resources Cazenove Capital Management Mr Alistair Storey Head of Finance Ms Lisa Davidson Assistant Secretary to the Board
1. Apologies for Absence
None.
2. Declarations of Interest
None.
3. Minutes of Previous Meeting
The minutes of the meeting held on 13 November 2017 were approved.
4. Action Points
4.1 Investment Mandate
It was agreed at the Investment Committee meeting of 13 November 2017, that Cazenove reports would henceforth include reference to the investment mandate and also outline income and expenditure, which would demonstrate how some generated income was provided to GSA to support prizes and scholarships. While it was noted that Page 10 of the Investment Report stated the total estimated income from the Fund, it remained unclear how this would be used.
The Committee was of the view that, given the Investment Committee business would shortly be incorporated into Business Committee, it would be beneficial for the members to have an overview which clarified when and where the income, generated by the Fund, was used. It was recognised that the Fund was comprised of many endowments and awards, some of which were for specific purposes. It was noted that some of this information would be held by GSA, though not at present in a format which would be easily comprehensive to a lay audience.
In accordance with the above, the Committee agreed that the Head of Finance would engage with Cazenove to ascertain how best a concise overview of the income and expenditure, demonstrating how some of the generated income supported prizes and scholarships, could be presented to the Business Committee. [Action: Head of Finance]
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Paper 14.8 Draft Investment Committee Minutes 21 May 2018.pdf Overall Page 253 of 270 Draft - to be confirmed by the Chair 5. Investment Report
6. Statement on Socially Responsible Investment
At its meeting of 13 November 2017, the Committee invited Cazenove to review GSA’s Statement on Socially Responsible Investment and add any points which would reinforce the positive steps being taken on behalf of the institution. The Committee noted Paper 6 which included confirmation from that GSA’s existing statement accurately reflected the current position. reiterated that socially responsible investment was at the core of Cazenove’s investment process and that GSA’s portfolio would continue to be managed in line with Cazenove’s internal guidance in this regard.
The Committee considered that it was good practice for GSA to review its Statement on Socially Responsible Investment on an annual basis, and agreed that this should be an agenda item on the May 2018 meeting of the Business Committee. [Action: Assistant Secretary to the Board]
7. Incorporation of Investment Committee into Business Committee
The Committee noted that, as set out in Paper 7, it had been agreed at the March 2018 meeting of the Board of Governors that the work of the current Investment Committee would be incorporated into that of the Business Committee, with a view to consolidating Board-related business into a smaller number of committees.
While the original proposal suggested that this should take effect after the scheduled 12 September 2018 meeting, to coincide with the end of the period of office for the current Chair of the Committee it had subsequently been suggested that the change should take effect from the start of 2018/19 to enable the Chair of the Investment Committee to attend the first Business Committee under the new arrangement. This proposal would be considered by the Board at its meeting on 4 June 2018, and confirmation provided to members of the Committee thereafter.
The Committee agreed that the Registrar and Secretary would provide a briefing regarding the membership and format of the Business Committee to prior to his first meeting of the Committee. [Action: Registrar and Secretary]
The remit of the Business Committee would be adjusted in summer 2018 to incorporate the Investment Committee business and the Assistant Secretary to the Board would engage with regarding the wording, prior to the remit being submitted for Board approval. [Action: Assistant Secretary to the Board] 2
Paper 14.8 Draft Investment Committee Minutes 21 May 2018.pdf Overall Page 254 of 270 Draft - to be confirmed by the Chair 8. Any Other Business
The Chair thanked members for their valuable and considerable input to the work of the Investment Committee.
Lisa Davidson Assistant Secretary to the Board
23 May 2018
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Paper 14.8 Draft Investment Committee Minutes 21 May 2018.pdf Overall Page 255 of 270 Overall Page 256 of 270 Confirmed by the Chair THE GLASGOW SCHOOL OF ART
MUSEUM AND ARCHIVE COMMITTEE
Minutes: 10 May 2018
Present: Professor Alison Yarrington Lay Governor (Chair) Ms Polly Christie A & C Recovery Project Lead Ms Jenny Brownrigg Director of Exhibitions [items 1 – 4 only] Ms Laura Glennie President of the Students’ Association Professor Ken Neil Deputy Director, GSA Archivist, University of Strathclyde Ms Alison Stevenson Head of Learning Resources, GSA Ms Susannah Waters Archives and Collections Manager, GSA Lecturer, History of Art, University of Glasgow
Attending: Ms Lisa Davidson Assistant Secretary to the Board Mr Davie Stewart Deputy Head of Estates
1. Apologies for Absence
Apologies for absence were received from Liz Davidson, Simon Green, Sarah McKinnon, Michael Quigley, Cathie Randall, Evelyn Silber, and Peter Trowles.
2. Minutes of Previous Meeting
The minutes of the meeting held on 16 February 2018 were approved (Paper MAC1).
3. Matter Arising:
3.1 GSA Collections: Copyright and Images for Online Catalogue
The paper presented at the February 2018 committee setting out Archives and Collections’ risk- managed approach to copyright with regard to low resolution images of work being added to the on-line catalogue was considered and approved by GSA’s Executive Group in March 2018.
4. Report from the Director of Exhibitions
The Committee noted the report from the Director of Exhibitions set out in Paper 7a. The following points were highlighted:
• A total of 1123 visitors attended the To see this story better, close your eyes exhibition in the Reid Gallery between 17 February and 7 March 2018. This exhibition featured the work of twelve artists and writers and garnered significant media interest.
• GSA’s Exhibitions department supported two exhibitions for Glasgow International 2018. The Reid Gallery hosted a solo commission of audio-visual and sculptural works by Torsten Lauschmann entitled War of the Corners and this exhibition was selected by Frieze magazine in their review of Glasgow International. Further, as part of the Across the City programme, a second exhibition, Pencil to Paper, featured new work by GSA School of Fine Art lecturer, Susanne Nørregård Nielsen, and was included in a review of Glasgow International 2018 by a- n. There was considerable positive media interest in GSA’s contribution to this important festival and the Committee congratulated all concerned for their efforts in this regard.
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Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 257 of 270 Confirmed by the Chair
• The Exhibitions Director continued to work with GSA’s Archives and Collections to support their commission, awarded to , to create a companion piece to the GSA’s WWI Roll of Honour. The new memorial, to be unveiled in November 2018, was intended to commemorate GSA staff, students and governors from 1914-1918 whom, while not members of the armed forces, were impacted by the conflict and, in many cases, were involved in home front activities.
• GSA is making an application to the Scotland + Venice 2019 open call, to propose to present Scotland’s contribution to the 58th edition of the Venice Biennale. Charles Rennie Mackintosh, Margaret Macdonald, Frances Macdonald and Jessie M King exhibited in the 3rd edition, and the proposal makes reference to this to place the application, 120 years later, in context. Whilst this is primarily for the creation of ambitious new work by artists, there may be the opportunity, through a potential commission, to have the artist respond to elements of the archive, such as Mackintosh’s 1891 sketchbook of his tour of North Italy. The Director of Exhibitions reported that GSA had been one of seven institutions shortlisted for interview and the Committee expressed their support to them in this endeavour.
The Committee also noted Paper 7b, considered by GSA’s Executive Group in November 2017, relating to proposals for the Mackintosh Building opening in summer 2019.
• The Director of Exhibitions reported that while the Executive Group had been supportive of the programme set out in Paper 7a, the scope of the proposals would need to be proportionate and in line with the allocated budget, of which confirmation on the latter was currently being sought. Subsequent to this confirmation being provided, the programme would be refined and re-submitted to the Executive Group in June 2018 for approval.
• The Director of Exhibitions would continue to engage with colleagues in Archives and Collections regarding plans and archival requirements for both the Restoration & Transformation exhibition and Staff & Student projects exhibition. It was highlighted that external loan applications were received regularly and early and detailed planning would be necessary to ensure that key items were available for these significant exhibitions.
• GSA had yet to confirm what arrangements would be regarding the medium to long term holding of the full-size section of the Mackintosh Library. The Head of Learning Resources confirmed that, once these arrangements were in place, an update would be provided to the Committee. [Action: Head of Learning Resources]
5. Museum Accreditation
5.1 Collection Development Policy
The Head of Learning Resources provided an overview of the Collection Development Policy set out for the Committee’s approval in Paper MAC 2.
The Committee sought confirmation regarding whether the Museum and Archive Committee was the correct Governing Body as referenced in the policy. The Assistant Secretary to the Board agreed to consult with the Registrar and Secretary and report back to the Chair of the Committee, via the Head of Learning Resources.
Subject to advice from the Registrar and Secretary, the Committee approved the Collection Development Policy and recommended it to the Board of Governors for final approval. [Action: Assistant Secretary to the Board]
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Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 258 of 270 Confirmed by the Chair [Secretary’s Note: The Registrar and Secretary confirmed that the name of the Governing Body should more appropriately be the Board of Governors, Glasgow School of Art (rather than Museum and Archive Committee) as this was the body ultimately responsible for approving the policy.
Further, and following discussion with the Registrar and Secretary, it was agreed that, subject to approval from the Director of GSA, the Head of Learning Resources would write to Museum Galleries Scotland, confirming that the policy has been approved by GSA’s Museum and Archive Committee, and that this would be considered for approval at the Board of Governor meeting on 4 June 2018. In the event that Museum Galleries Scotland are unable to wait until the Board can consider the policy at its meeting, the Assistant Secretary would, exceptionally, seek Board approval for this policy by correspondence.]
6. SFC Museums, Galleries and Collections Grant
The Head of Learning Resources provided a summary of Paper MAC 3, which was submitted to the Scottish Funding Council in March 2018, articulating the centrality of museums, galleries and collections activities to GSA’s academic purpose and the student learning experience.
The Committee warmly welcomed the news that, on 8 May 2018, the Scottish Funding Council had confirmed that GSA would continue to receive the same level of funding, in the same way, as in the previous session.
Further to a detailed discussion regarding academic staff ability to use images of materials from GSA Collections with particular focus on charging, it was agreed that the Head of Learning Resources would undertake a limited comparison of the sector, and provide a short paper to the August 2018 meeting of the Committee, setting out the Archive and Collection approach. [Action: Head of Learning Resources]
7. Collections Recovery Project
7.1 Progress Report
The Committee noted the Progress Report (Paper MAC4a). The following points were highlighted:
• The Recovery Project Lead continued to regularly review the budget, and where appropriate, transfer funds across activities where there was scope to do so.
• Anthony Brotheridge’s Glasgow International 2018 show, Material Objects at the Savoy Tower, using four of GSA’s Plaster Casts, had featured in articles in The Glasgow Herald as one of the ‘Top Ten Stops’. This loan was considered at the Committee meeting of 16 February 2018, and subsequently approved by correspondence, and the Recovery Project Lead expressed thanks to the Committee for their support in this regard.
• GSA had re-submitted its application to the Museums Galleries Scotland’s Development Fund for funding to visualise the Mackintosh Library lights restoration and was awaiting the outcome.
• A short film regarding the restoration of the Mackintosh Library lights was shown to the Committee.
7.2 Systems Migration
The Committee noted the Systems Migration Report (Paper MAC4b) which provided an overview of developments to date.
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Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 259 of 270 Confirmed by the Chair Following a significant research exercise and detailed engagement with IT, Learning Resources, and Procurement, IMAGIZ had been appointed to migrate data from Archon to AtoM, and to provide hosting and support on an ongoing basis. Colleagues from IMAGIZ were in the process of establishing GSA’s new site and transforming the archive data to fit accordingly. It was anticipated that the new site would launched in the next couple of months.
8. Spaces
8.1 Archives & Collections Accommodation in the Mackintosh Building
Archives and Collections staff continued to engage productively with the design team for the Mackintosh Building restoration project. The flooring in the sub-basement area was being lowered, and a new, level concrete floor would be created to enable the installation of Bruynzeel shelving and racking. A request that one of the other unassigned sub-basement rooms would be allocated to be a shared Archives and Collections / Exhibitions / Enterprises store had been met favourably at the Mackintosh Operations Group meeting of 9 May 2018, and this request had added been added to the Decision Register for further consideration.
8.2 Mackintosh Restoration Project
The Senior Project Manager was unable to attend the meeting but did submit a report which was tabled at the meeting and noted by the Committee.
8.3 GSA Estates
The Head of Estates was unable to attend the meeting but did submit a report which was tabled at the meeting and noted by the Committee.
The Deputy Head of Estates highlighted that it was anticipated, given the present Glasgow City Council property strategy and the previous undertakings by GSA, that the McLellan Galleries would require to be vacated once the Mackintosh Building had re-opened. This would be considered in the development of GSA’s Estates Strategy in early 2019, however the Committee was invited to note that, at present, it was anticipated that GSA would require to vacate the McLellan Galleries. Members of the Committee highlighted that this space in the McLellan Galleries was currently being used by Archives and Collections, and that early notice of a requirement to vacate the premises, and the sourcing of suitable alternative accommodation would be required. The Deputy Head of Estates confirmed that the Estates department would engage closely with colleagues in Archives and Collections in this regard.
9. Report from the General Manager of GSA Enterprises
The Committee noted the report from the General Manager of GSA Enterprises (Paper MAC 6).
10. Exhibitions and Loans Report
The Committee noted the Exhibition and Loans Report (Paper MAC 8).
The following points were highlighted:
• Three facsimile Mackintosh chairs, currently on loan to the Lighthouse in Glasgow, would be returned shortly.
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Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 260 of 270 Confirmed by the Chair
• In February 2018, the Committee approved the loan of Hannah Mooney’s Still Life with Flowers to the RSA’s New Contemporaries Exhibition. This work was well received and Ms Mooney was awarded the Art in Healthcare Award and the Fleming-Wyfold Art Bursary. The latter entailed a show in London at the Cello Factory.
The Committee had considered and approved this request by correspondence in April 2018.
• With regard to the items that the Kirkcudbright Galleries wished to include in their Stars of Scotland exhibition, the Galleries had yet to provide evidence of the achievement of security standards to the level of Government Indemnity; the submission of appropriate environmental readings and that they employ a recognised art transport company to transport the paintings.
11. Accessions Report
The Committee noted the Acquisitions Report (Paper MAC 9).
The Committee had a brief discussion regarding the Mackintosh Building Key which was auctioned in April 2018 to a private bidder. While the Committee expressed disappointment that it had not been possible to acquire this significant artefact, tied so closely to GSA’s history, for GSA’s collection, it welcomed the report that a percentage of the sale price would be donated to the Mackintosh Campus Appeal. Members suggested that an opportunity may exist for a new key or similar artefact to be commissioned for the re-opening of the Mackintosh Building.
12. Paper for Business Committee on GSA Collections
The Committee noted the paper, requested at the February 2018 meeting of Business Committee, and which would be considered by the same on 21 May 2018 (Paper MAC 10).
13. Proposal to use Boardpack for Committee Papers in 2018/19
The Assistant Secretary to the Board reported that, further to discussion with the Registrar and Secretary and Head of Learning Resources, it was proposed that from session 2018/19, Museum and Archive Committee papers would be published using the Boardpack software. The Assistant Secretary to the Board also confirmed that she would assume responsibility for circulating the papers to members, which would still take the form of a PDF file.
14. Volunteer and Work Placement Programme Report
The Committee noted the Volunteer and Work Placement Programme Report (Paper MAC 12), and recognised the significant and important work undertaken by the volunteers in this regard. It also acknowledged the considerable work undertaken by GSA staff in the co-ordination of the programme and its benefits to the institution.
Following a discussion relating to the summary of the volunteer and work placement contributions table, it was considered that it was not helpful to have the equivalent staff costs detailed in this manner, as it did not accurately reflect the relationship. It was agreed that this should be omitted from subsequent reports. [Action: Archives and Collections Manager]
The Committee also agreed that future reports would suitably anonymise personal information relating to volunteer’s subsequent employment, in line with data protection legislation. [Action: Archives and Collections Manager]
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Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 261 of 270 Confirmed by the Chair 15. President of the Students’ Association
The Committee thanked Laura Glennie, outgoing GSA Students’ Association Student President, for her engagement and considerable contribution to the Committee’s activities over 2016/17 and 2017/18, and wished her well in her future endevours.
16. Dates of Next Meetings
Thursday 30 August 2018, 2:00 pm Thursday 1 November 2018, 2:00 pm Thursday 31 January 2019, 2:00 pm Thursday 9 May 2019, 2:00 pm
Lisa Davidson Assistant Secretary to the Board
24 May 2018
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Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 262 of 270
COVERSHEET To: Board of Governors
Paper Author Alison Stevenson, Head of Learning Resources (and designation): Title of Paper: Archives and Collections: Collections Development Policy
Summary of Paper: This is a new version of the Collections Development Policy, updated to use the most recent template provided by Museums Galleries Scotland and as required by their accreditation process.
For easy of understanding the sections highlighted in green are those which GSA Archives and Collections have written, those section not highlighted are directly copied from the template.
Using the updated template does not necessitate any significant changes in policy but it ensures that Archives and Collections is in line with sector best practice and acting consistently with other accredited museums.
This Policy was approved by the Museum and Archive Committee at its meeting of 10 May 2018
Resource Implications: None
Equality Impact N/A Assessment Implications:
Recommendation for Approval action (approval, discussion, noting)
1 Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 263 of 270
Archives and Collections: Collections Development Policy
POLICY DETAILS:
Date of approval May 2018
Approving body Museum and Archive Committee Collections Development Policy, Supersedes November 2017 Date of EIA Date of next review November 2021 Author Alison Stevenson and Susannah Waters Responsible Executive Group area Learning Resources
Related policies and documents Acquisitions Decision Guide Acquisitions: Transfer of Title Form Benchmarking Museum Association Accreditation Scheme
2 Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 264 of 270 Name of museum: Glasgow School of Art
Name of governing body: Board of Governors, Glasgow School of Art
Date on which this policy was approved by governing body: 10th May 2018
Policy review procedure:
The collections development policy will be published and reviewed from time to time, at least once every five years.
Date at which this policy is due for review: 2021
Museums Galleries Scotland will be notified of any changes to the collections development policy, and the implications of any such changes for the future of collections.
1. Relationship to other relevant policies/plans of the organisation:
1.1. The museum’s statement of purpose is to manage the Glasgow School of Art’s archives and collections as an outstanding resource for the study of art, design, architecture and art education. The Archives and Collections service does this by means of collecting, preserving, documenting, disseminating and interpreting this material for the benefit of its staff and students and the wider public in line with recognised professional practice
1.2. The governing body will ensure that both acquisition and disposal are carried out openly and with transparency.
1.3. By definition, the museum has a long-term purpose and holds collections in trust for the benefit of the public in relation to its stated objectives. The governing body therefore accepts the principle that sound curatorial reasons must be established before consideration is given to any acquisition to the collection, or the disposal of any items in the museum’s collection.
1.4. Acquisitions outside the current stated policy will only be made in exceptional circumstances.
1.5. The museum recognises its responsibility, when acquiring additions to its collections, to ensure that care of collections, documentation arrangements and use of collections will meet the requirements of the Museum Accreditation Standard. This includes using SPECTRUM primary procedures for collections management. It will take into account limitations on collecting imposed by such factors as staffing, storage and care of collection arrangements.
1.6. The museum will undertake due diligence and make every effort not to acquire, whether by purchase, gift, bequest or exchange, any object or specimen unless the governing body or responsible officer is satisfied that the museum can acquire a valid title to the item in question.
3 Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 265 of 270 Please include one of the following two paragraphs:
1.7. The museum will not undertake disposal motivated principally by financial reasons
2. History of the collections
The Glasgow School of Art was founded in 1845. As one of the oldest art and design institutions in the UK, the GSA is unique in its ability to illustrate the nature and history of art education itself; document trends, styles and fashions both in the practice and in the education of artists, designers and architects and the important role the School played in this. The Glasgow School of Art’s archives and collections include records and artefacts which relate to the School’s activities from its foundation to the current day.
3. An overview of current collections
Holdings include GSA’s institutional records, and a number of collections deposited by former staff, students and related organizations. The collections include examples of art, design and architectural work by GSA alumni and former staff. The 250 works by Charles Rennie Mackintosh form a MGS “Recognised Collection” of national significance.
There are over 3500 individual items in the collections plus 100 deposited archive collections, and 25,000 items in the GSA institutional archive. The majority of collections are in physical form (furniture, works on paper, sculpture, textiles, plaster casts, ceramics, metalwork, glass plate negatives) with a small amount of digital archives and collections.
4. Themes and priorities for future collecting
The extent of future acquisitions for the Glasgow School of Art Archives and Collections (as a result of gift, loan, bequest, purchase or exchange) will relate to either the history or development of teaching at the School, or will consist of work and/or records either produced by, or in the collection of, former staff and students of the School, current staff and students of the School or by individuals or groups directly associated with the School. This collection development policy is complemented by a collection development plan. This policy ensures that the Glasgow School of Art acts in accordance with nationally agreed standards for museums and archives in the UK with regard to acquisitions and disposals. The plan describes an annual process for collecting, including agreed areas of focus (taking into account items lost in the 2014 fire) and clear criteria for selection expressed in greater detail that is appropriate for this policy.
5. Themes and priorities for rationalisation and disposal
5.1 The museum recognises that the principles on which priorities for rationalisation and disposal are determined will be through a formal review process that identifies which collections are included and excluded from the review. The outcome of review and any subsequent rationalisation will not reduce the quality or significance of the collection and will result in a more useable, well managed collection.
5.2 The procedures used will meet professional standards. The process will be documented, open and transparent. There will be clear communication with key stakeholders about the outcomes and the process.
6 Legal and ethical framework for acquisition and disposal of items
4 Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 266 of 270 6.1 The museum recognises its responsibility to work within the parameters of the Museum Association Code of Ethics when considering acquisition and disposal. In the case of archival material, The National Archives (TNA) guidelines relating to deaccessioning and disposal should be consulted.
7 Collecting policies of other museums
7.1 The museum will take account of the collecting policies of other museums and other organisations collecting in the same or related areas or subject fields. It will consult with these organisations where conflicts of interest may arise or to define areas of specialism, in order to avoid unnecessary duplication and waste of resources.
7.2 Specific reference is made to the following museum(s)/organisation(s):
The University of Glasgow Glasgow Life National Museums of Scotland National Galleries of Scotland Historic Environment Scotland The National Archives National Records of Scotland
8 Archival holdings
As the Archives and Collections holds archives, including photographs and printed ephemera, its governing body will be guided by the best practice guidelines from The National Archives (TNA).
9 Acquisition
9.1 The policy for agreeing acquisitions is:
The Acquisition Decision Guide gives more details about how we decide what to add to our holdings. The Acquisition: Transfer of Title Form explains the transfer process. Further information for GSA staff about transferring departmental records to the Archives and Collections is available in our Archival Selection Guidelines. All these documents are made publically available via the Archives and Collection website. ( http://www.gsaarchives.net/policies/ ) The Archives and Collections Manager is responsible for agreeing acquisitions by gift and ensuring compliance with this policy. The Archives and Collections Manager is responsible for agreeing acquisitions by purchase from the annual GSA Degree Show and ensuring compliance with this policy.
9.2 The museum will not acquire any object or specimen unless it is satisfied that the object or specimen has not been acquired in, or exported from, its country of origin (or any intermediate country in which it may have been legally owned) in violation of that country’s laws. (For the purposes of this paragraph ‘country of origin’ includes the United Kingdom).
9.3 In accordance with the provisions of the UNESCO 1970 Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property, which the UK ratified with effect from November 1 2002, the museum will reject
5 Paper 14.9 Museum and Archive Committee Minutes 10 May 2018 - Confirmed by the Chair.pdf Overall Page 267 of 270 any items that have been illicitly traded. The governing body will be guided by the national guidance on the responsible acquisition of cultural property issued by the Department for Culture, Media and Sport in 2005.
10 Human remains 10.1 The museum does not hold or intend to acquire any human remains.
11 Biological and geological material 11.1 The museum will not acquire any biological or geological material.
12 Archaeological material 12.1 The museum will not acquire any archaeological material.
13 Exceptions
13.1 Any exceptions to the above clauses will only be because the museum is:
o acting as an externally approved repository of last resort for material of local (UK) origin o acting with the permission of authorities with the requisite jurisdiction in the country of origin
In these cases, the museum will be open and transparent in the way it makes decisions and will act only with the express consent of an appropriate outside authority. The museum will document when these exceptions occur.
14 Spoliation
14.1 The museum will use the statement of principles ‘Spoliation of Works of Art during the Nazi, Holocaust and World War II period’, issued for non-national museums in 1999 by the Museums and Galleries Commission.
15 Disposal procedures
15.1 All disposals will be undertaken with reference to the SPECTRUM Primary Procedures on disposal.
15.2 The governing body will confirm that it is legally free to dispose of an item. Agreements on disposal made with donors will also be taken into account.
15.3 When disposal of a museum object is being considered, the museum will establish if it was acquired with the aid of an external funding organisation. In such cases, any conditions attached to the original grant will be followed. This may include repayment of the original grant and a proportion of the proceeds if the item is disposed of by sale.
15.4 When disposal is motivated by curatorial reasons the procedures outlined below will be followed and the method of disposal may be by gift, sale, exchange or as a last resort - destruction.
15.5 The decision to dispose of material from the collections will be taken by the governing body only after full consideration of the reasons for disposal. Other factors including
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15.6 A decision to dispose of a specimen or object, whether by gift, exchange, sale or destruction (in the case of an item too badly damaged or deteriorated to be of any use for the purposes of the collections or for reasons of health and safety), will be the responsibility of the governing body of the museum acting on the advice of professional curatorial staff, if any, and not of the curator or manager of the collection acting alone.
15.7 Once a decision to dispose of material in the collection has been taken, priority will be given to retaining it within the public domain. It will therefore be offered in the first instance, by gift or sale, directly to other Accredited Museums likely to be interested in its acquisition.
15.8 If the material is not acquired by any Accredited museum to which it was offered as a gift or for sale, then the museum community at large will be advised of the intention to dispose of the material normally through a notice on the MA’s Find an Object web listing service, an announcement in the Museums Association’s Museums Journal or in other specialist publications and websites (if appropriate).
15.9 The announcement relating to gift or sale will indicate the number and nature of specimens or objects involved, and the basis on which the material will be transferred to another institution. Preference will be given to expressions of interest from other Accredited Museums. A period of at least two months will be allowed for an interest in acquiring the material to be expressed. At the end of this period, if no expressions of interest have been received, the museum may consider disposing of the material to other interested individuals and organisations giving priority to organisations in the public domain.
15.10 Any monies received by the museum governing body from the disposal of items will be applied solely and directly for the benefit of the collections. This normally means the purchase of further acquisitions. In exceptional cases, improvements relating to the care of collections in order to meet or exceed Accreditation requirements relating to the risk of damage to and deterioration of the collections may be justifiable. Any monies received in compensation for the damage, loss or destruction of items will be applied in the same way. Advice on those cases where the monies are intended to be used for the care of collections will be sought from Museums Galleries Scotland
15.11 The proceeds of a sale will be allocated so it can be demonstrated that they are spent in a manner compatible with the requirements of the Accreditation standard. Money must be restricted to the long-term sustainability, use and development of the collection.
15.12 Full records will be kept of all decisions on disposals and the items involved and proper arrangements made for the preservation and/or transfer, as appropriate, of the documentation relating to the items concerned, including photographic records where practicable in accordance with SPECTRUM Procedure on deaccession and disposal.
Disposal by exchange
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15.13 The nature of disposal by exchange means that the museum will not necessarily be in a position to exchange the material with another Accredited museum. The governing body will therefore ensure that issues relating to accountability and impartiality are carefully considered to avoid undue influence on its decision-making process. 15.13.1 In cases where the governing body wishes for sound curatorial reasons to exchange material directly with Accredited or non-Accredited museums, with other organisations or with individuals, the procedures in paragraphs 16.1-5 will apply. 15.13.2 If the exchange is proposed to be made with a specific Accredited museum, other Accredited museums which collect in the same or related areas will be directly notified of the proposal and their comments will be requested. 15.13.3 If the exchange is proposed with a non-Accredited museum, with another type of organisation or with an individual, the museum will place a notice on the MA’s Find an Object web listing service, or make an announcement in the Museums Association’s Museums Journal or in other specialist publications and websites (if appropriate). 15.13.4 Both the notification and announcement must provide information on the number and nature of the specimens or objects involved both in the museum’s collection and those intended to be acquired in exchange. A period of at least two months must be allowed for comments to be received. At the end of this period, the governing body must consider the comments before a final decision on the exchange is made.
Disposal by destruction
15.14 If it is not possible to dispose of an object through transfer or sale, the governing body may decide to destroy it. 15.15 It is acceptable to destroy material of low intrinsic significance (duplicate mass- produced articles or common specimens which lack significant provenance) where no alternative method of disposal can be found. 15.16 Destruction is also an acceptable method of disposal in cases where an object is in extremely poor condition, has high associated health and safety risks or is part of an approved destructive testing request identified in an organisation’s research policy. 15.17 Where necessary, specialist advice will be sought to establish the appropriate method of destruction. Health and safety risk assessments will be carried out by trained staff where required. 15.18 The destruction of objects should be witnessed by an appropriate member of the museum workforce. In circumstances where this is not possible, e.g. the destruction of controlled substances, a police certificate should be obtained and kept in the relevant object history file.
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