Newslink 81

Issue Number 81, Summer 2015

INSIDE THIS ISSUE AUA Annual Conference and Exhibition 2015 A tribute to Professor Sir David Watson Changes to student funding Being an AUA Trustee 2015 AUA Poland Study Tour

EDITOR’S INTRODUCTION Dr Giles H Brown FAUA, Editor Newslink

FEATURED IN THIS ISSUE Page 1

Editor’s introduction

Page 3

Chair’s column

I thought in this issue I would simply present a few of the observations, views and opinions of speakers from the 2015 Annual Conference.

Page 18

Introduction to the 2015 AUA Poland Study Tour

Page 20

Being an AUA trustee Dr Giles H Brown

Page 4

University governance and the (interesting) role of a staff governor

Page 6

Reflections on my career and being an AUA member AUA Good Practice Guides

The introduction of research

Page 22

Perspectives

Page 23

A journey with the passport to administrative excellence

Page 26

Page 8

Upcoming AUA events

Page 9

The Development Conference and 18th Annual Lecture

Focus on: Efficiency Exchange

Changes to student funding

Page 10

AUA Annual Conference and Exhibition 2015

Page 16

A tribute to Professor Sir David Watson

Page 27

AUA news

Page 29

The AUA John Smith Essay Prize 2015

The AUA exists to advance and promote the professional recognition and development of all who work in professional services roles in higher education, and to be an authoritative advocate and champion for the sector.

Our Chair Tessa Harrison reminded attendees of this tenet at the Annual General Meeting of the Association at this year’s AUA Annual Conference and Exhibition at Nottingham Trent University (NTU), and this also seems an appropriate opening to this issue of Newslink which reports on Conference and reaches all the Association’s members. With something for everyone, the Annual Conference offers a great balance of networking and CPD opportunities, underpinned by the AUA Professional Behaviours Framework, as well as allowing our contributions to be celebrated and our role in the sector to be questioned and challenged.

Rather than adopting my usual tendency to pass comment on an article or articles, I thought in this issue I would simply present a few of the observations, views and opinions of speakers from the 2015 Annual Conference for you to consider and reflect upon. While interesting, these do not necessarily reflect my views, and I take no responsibility for or side with them; the diversity of roles embraced by our Association means you will have your own views, and I hope

Front Cover Image by Frank Dumbleton

you will set aside a few minutes to reflect on some of these issues; Conference speakers (and Editors of publications!) sometimes aim to provoke as well as inform and your opinions count, both in forming the future direction of the Association, your institution and role, and the HE sector more widely. Conference offers attendees the opportunity to reflect on a wide range of issues, and I hope if you didn’t attend this year you will find time to do the same – who knows what might emerge to prompt change!

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CHAIR’S COLUMN

NTU is looking to change the existing and pervasive HE culture, whereby administrators largely implement policies made by academics, by running the University more as a social enterprise (i.e. an organisation that applies commercial strategies to

Tessa Harrison, FAUA, Chair of AUA and Director of Students and Education, Kings College London

maximize improvements in human and environmental well-being, rather than maximizing profits for external shareholders [Wikipedia, 2015]). Thus, academics don’t make decisions in isolation, and there is a more effective partnership between academics and administrators (Professor Edward Peck, Vice-Chancellor, NTU [Introduction to Opening Plenary]).

There are seven presumptions of academic life in search of administrative solutions, which underpin the (sometimes poor) working

Regardless of your professional specialism the AUA provides the contextual understanding of what it means to work in HE.

relationship between academics and their administrative colleagues (Professor Laurie Taylor, Emeritus Professor of Sociology [University of York], Fellow of Birkbeck College [University of London], Times Higher Education [Opening Plenary]): I. The great intellectual presumption (an academic expert in

V. The great critical presumption (academics have no allegiance

the field of x can run any area of university administration

to their institution and are simply allied to global ideals which

expertly too)

means their ‘academic freedom’ is always being impinged upon)

II. The university management presumption (all academics

VI. The great evaluative presumption (the belief that academic

react badly to the word manager and even more badly to

staff are constantly being evaluated whereas administrative

the word management)

staff are never tested and appraised)

III. The great unhappiness presumption (characterises all academics who enjoy nothing more than an opportunity

Tessa Harrison

VII.The great ownership of the university presumption (academics are the university)

to moan) IV. The great linguistic presumption (all administrators use jargon whereas academics use plain English)

Welcome to this edition of Newslink. The 2015 Annual Conference was a triumph – thank you to all of you who contributed to running sessions and to our colleagues in the National Office for pulling it all together. It was fantastic to be based at Nottingham Trent University, who as many of you will be aware are also our new PgCert validating partner. There was tremendous energy and engagement throughout the entire conference and informal feedback received so far suggests a very high level of satisfaction with what the conference had to offer.

Supposedly liberal institutions run by [slightly] left leaning academics act illiberally [at best] towards anyone who isn’t one of

What next for the AUA? For those of you who attended the

Our CPD Framework is unique; developed in partnership with

‘them’” (Professor Laurie Taylor [Opening Plenary])

Annual General Meeting you will have heard me outline our

sector bodies and increasingly being used to provide a means

refreshed strategy and next steps. We have returned to financial

for individual, team and institutional reflection and planning. In

sustainability after a difficult period for us and this places us in

each Newslink I aim to reflect on an aspect of the Framework.

a great position to focus and prioritise. We need to maintain

The ‘managing change’ bubble in the Framework is probably

our financial sustainability of course and will do this through a

the most resonant for most of us right now. Change is difficult;

strategy of growth through relevance and engagement.

it can be threatening and scary but in reality it can’t be resisted.

This House believes that little progress will be made on the diversity of senior leadership in HE without the introduction of quotas and targets (Plenary Debate).

FOR:

following the money [not a sanction, you simply don’t get

• Need disruption as change is taking too long

the cash])

• Lots of ‘initiatives’ but little ‘impact’

• Why does merit always look white and male?

to things that may be happening in our institutions and to you as

of your professional specialism the AUA provides the contextual

individuals. How we cope with change is, I think, what defines

AGAINST

understanding of what it means to work in HE. We do this

us. Change can bring out the worst and it can bring out the

• How do we define quotas and what will be the sanctions;

through our portfolio of events, publications and networks.

very best in people. Periods of change create opportunities and

• How do we actually define diversity (not just gender)

As part of our strategy-refresh we want to look at what AUA

can sometimes be the catalyst that makes us take some risks;

• It doesn’t feel good to have been appointed to a quota position

Digital looks like; to understand what services our members

to change direction or to have the courage to do something

• Can’t always appoint the best person

would like to see on-line to supplement our events calendar. I

different. Being really honest with ourselves about our

• How do you evaluate priorities in quota places (whose

even heard at Conference some excited conversations about

responses to change is fundamental to how we cope with it - if

the development of an AUA MOOC! Ideas like this are a

we understand the real emotions behind our responses we can

• Danger of simply introducing a different glass ceiling

fundamental part of driving the AUA forward and I am always

take control of a situation and make it work for us.

• Problems with tokenism.

keen to hear from members your ideas for how we can keep

• We wish to be seen as more business-like, but are not seeing the effects that are being seen in the FTSE 100 companies (25% versus three [12.5% by my calculation, Ed.] female VCs in the Russell Group) • Unconscious bias needs to be recognised and addressed; • Three times more likely to be a man in senior management; 78% of professors are men (yet 60% of students are female); of the c. 20,000 professors only 85 are black and 17 are black women • Action does work (ATHENA Swan with university leaders

Everything around us is changing – from the political landscape The AUA occupies a special place in the HE sector. Regardless

diversity is the most important?)

improving our services to you.

There are now significant market challenges – changes in government support, increased student expectations, increased

At the risk of sounding horribly cheesy I will end this by loosely quoting John F Kennedy – ask not what the AUA can do for

competition, increased scepticism as to the value of a degree, emerging technology. Technologies evolve and financial climate

Our networks are the real powerhouse behind what makes

you but what you can do for the AUA. It is your professional

shifts, and universities therefore have to deploy new strategies to attract new students, cut costs and increase revenue (Jon

the AUA relevant and engaged. We have members doing great

association and we will become stronger and grow through

Baldwin, Tribal Group).

work through local, regional and thematic networks on areas

each and every one of us taking personal responsibility for

of importance and interest to us as professionals - I will at this

making it happen. This week we reached 3,650 members - how

point exploit this opportunity to thank all of our co-ordinators

about if every single person made a personal commitment to

• Make good decisions (well, just actually make decisions!)

personally. I have been fortunate to visit several institutions

getting one colleague to join – now that really would be change

• Laugh (you don’t do your job better by being miserable – you

since I became Chair to speak at network re-launches and

– a good change.

And finally, four more comments from Jon on which to finish: • It shouldn’t have taken the introduction of a £9k fee for the student experience to become important • You can lead or you can follow – too much following with everyone trying to do the same thing

might feel it but don’t show it)

other events and have been blown away by the commitment, passion and enthusiasm of people who want to make their AUA experience and that of others a truly transformative one.

Oh, and watch out for the private providers…

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FEATURE ARTICLE UNIVERSITY GOVERNANCE AND THE (INTERESTING?) ROLE OF A STAFF GOVERNOR Dr Helen Billington FAUA, Faculty Education Service Manager, University of Leeds

Administrative and managerial staff often have the type of experience and knowledge that is required for knowledgeable and effective governance.

Dr Helen Billington

what is a staff governor?

with a value of over £3 million to the conferment of the

I’m also interested in lay governance and have some experience

Most UK universities are governed by a university council or

title of Emeritus Professor. During my time as a University

as a School Governor and a trustee of small, local charities. I’d

board of governors, which also functions as a board of trustees

Council member I’ve been involved in decisions about capital

like to develop that in future so the role of a staff governor in an

if the university is a registered charity. The governing body

investment in the campus including our new £30 million

organisation with an income of £550 million is excellent experience.

is the ultimate decision-making authority of the university

undergraduate library, a review of the Leeds Pension and

and typically will have a chair, a secretary, and independent

Assurance scheme, the launch of the University strategic action

The role of a staff governor is also challenging. There can

external or ‘lay’ members. It will also have internal members

plan, and changes to staff car parking arrangements.

be conflicts of interest and it is important to step back from

who represent staff and students. Internal members can be ‘ex officio’ (i.e. they are there because of the position they hold within the organisation such as deans or the president of the student union, or they are representatives of different staff groupings). At the University of Leeds there are 14 lay members of Council, a representative of the Clothworkers’ Company of London, two student representatives and six staff representatives. Two of the staff members are appointed by the University Senate, two are elected by support staff (clerical, technical and ancillary) and two are elected by ‘faculty’ members which includes all academic, academic-related and professional and management staff. I have been one of the elected ‘faculty’ members of the University of Leeds Council for a three years and have just been elected for a second term.

personal or parochial concerns and take an overall view on

Why am I a staff governor?

One of the reasons I enjoy the role of staff governor so much is that the business is so varied and it gives me a much broader view of the whole University rather than just the parts I’m involved in through my work.

I’m also passionate about employee engagement and the role of ‘employee voice’ for reinforcing and challenging organisational strategy and views. In the same way that universities value student engagement and student voice, employee engagement is an indicator of the health of the organisation. The Macleod Report, ‘Engage for Success’ proposes that the productivity and performance of organisations

behalf of the university. It can also be difficult to act as a ‘critical friend’ to the University executive when they ultimately manage and determine your everyday job. I also find that I frequently have to think how or why I know something about an element of the Universities business before I contribute to discussions at work. For example, I knew who had been

Why should you consider getting involved in University Governance?

It’s great career development! It’s not uncommon for staff to be reluctant to stand for office, sometimes leaving vacancies unfilled or leading to candidates being elected uncontested or voted in by a small electorate. Administrative and managerial staff often have the type of experience and knowledge (financial, planning, human resources and academic) that is required for knowledgeable and effective governance.

Even if you don’t want to get involved personally you should ensure you know how your organisation is governed, who the governors are, and make sure you participate in any elections.

appointed as our new Vice-Chancellor before the official announcement was made.

More information Engage for Success (MacLeod Report) www.engageforsuccess.org/ideas-tools/employee-engagement-the-macleod-report

is directly correlated with employee engagement. This is

Leadership Foundation

measured in terms of profit (in public sector organisations),

www.lfhe.ac.uk/en/governance-new/What-is-governance/index.cfm

The University Council has six formal meetings, and two

staff advocacy of their organisation, levels of innovation and

Committee of University Chairs (CUC) The Higher Education Code of Governance (2014)

away days a year and in that makes decisions on a wide

efficiency including health and safety, reduced staff turnover

www.universitychairs.ac.uk

range of issues from the approval of all projects or proposals

and absenteeism, and increased customer satisfaction.

What do staff governors do?

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FEATURE ARTICLE REFLECTIONS ON MY CAREER AND BEING AN AUA MEMBER Liz Buckton MAUA, Formerly Head of the Student Conduct and Appeals Office, University of Sheffield

Things obviously have changed in the HE sector over the last

The main things that I think have changed most dramatically

twenty years or so and I think one of the main changes that

over the last 21 years in HE are:

particularly strikes me has been the shift from being generalist administrators to specialist managers. For example, I started

• The arrival of email, PowerPoint, web sites, scanning, online

I like to think that I have taken full advantage of what has been

as a Faculty Administrative Assistant, moving across a whole

registration, plasma TV screens, iPads, shared electronic

University for 21 years and for most of that time I had been a

on offer through the AUA, over and above annual conferences

range of roles to my last post of Head of the Student Conduct

documents, social media, electronic calendars, E-File

member of the AUA. What follows might sound a bit like an

and local branch meetings, including:

and Appeals Office. It was this ability to grow with the job that I

When I retired in early April, I had worked at Sheffield

have valued the most.

advert, but AUA has definitely ticked all the right boxes for me over the years. I remember getting into a University minibus

Assistant, Academic Secretary and Academic Registrar,

• A year’s exchange opportunity at the University of Sydney,

to Bristol for my first annual conference, never having met half

facilitated by the AUA. Whilst over there I met up with two

of the people on that bus even though they were theoretically

other AUA members who were doing similar exchanges

my own colleagues. It was therefore a great opportunity to get

and that companionship made a big difference to my

to know people from Sheffield, let alone all the new friends I

experiences Down Under.

Networking has made a big difference to my working life

clubs for academic members of staff • The breaking down of barriers/silos within institutions • More flexibility in work patterns • Better opportunities for women • Improved working relationships between administrative and

• Studying for the PgCert, which forced me to research

aware for the first time that I had not just taken up a new job,

the literature and really think about the context of HE,

you count the page of A4 handwritten notes left by the previous

but had embarked on a new career.

something I perhaps wouldn’t have made time for otherwise

post holder. Now new staff get a full induction package, plus

I remember looking round the crowded hall during a plenary

letter writing, faxes, free car parking, and exclusive lunch

I didn’t get any training when I first arrived at the University, unless

made at the conference. I came back fizzing, full of ideas and

AUA has definitely ticked all the right boxes for me over the years

systems and the shift towards paperless offices • The decline of old fashioned job titles like Administrative

academic staff

• Mentoring other PgCert participants

opportunities for work shadowing, development programmes, and

• Semesterisation and modularisation

• Acting as Branch Co-ordinator for Sheffield University for

leadership courses to name but a few. Fortunately, what I did have

• The move from small class-based teaching to mass education

several years, creating a branch team, setting up a dedicated

were some mentors from the old school, who instilled in me the

web site, helping grow the membership and seeing new

basic principles of university administration and a culture of putting

members develop their careers. We won an award too.

students first, whatever the circumstances.

often delivered via new teaching methods across disciplines • Flexible teaching and work spaces, hot desking And what will I miss most? Companionship and the buzz of

• Writing Articles for Newslink, Perspectives and contributing

session at a later conference and thinking yes, these are all my

a chapter on complaints and appeals to the AUA sponsored

I remember at the time feeling frustrated that there didn’t

academic life. To some extent I will miss the challenges and

colleagues and we all belong to the same profession. That was

publication ‘A Practical Guide for University and College

seem to be any bespoke training for administrators, something

time pressures, the opportunities to grow and develop in a career

Management’.

which has definitely changed over the years, largely due to the

I didn’t purposely choose but which has worked for me. I have

professional development work done by the AUA.

a new job now (with very flexible hours) but rather poorly paid!

quite a moment. Networking has made a big difference to my working life, as a platform for sharing ideas, for benchmarking

• Proof reading AUA publications

and for getting support with new experiences.

• Attending and presenting at conferences

PROFESSIONAL DEVELOPMENT AUA GOOD PRACTICE GUIDES The Good Practice Guides are an invaluable collection of short practical guides on specific areas of Higher Education administration and management. Since the first one in 1986 (“Can I quote you on that?”) we’ve covered a wide range of topics including

Available now…Good Practice Guide #39: Negotiating by Gerry Webber of 2015, Structural Change

by Kathryn Fowler and Dr Christopher Sarchet was published back in February.

This Guide offers advice from experienced practitioners on

communication, coaching, chairing

the key elements to achieve

meetings, managing change, mentoring and

successful restructuring,

departmental administration - to mention a

This guide will consider three general schools of negotiating; the hard-bargaining approach; negotiate everything, the win-win approach; getting to yes, and the contingent approach – improvise, learn and adapt; The Art of Negotiation. It will also reference BATNA i.e. the best alternative to a negotiated agreement as a way of establishing a ‘walk-away’ position. The purpose of this guide is to build confidence in negotiating agreements, particularly those on a small/local scale which are more commonly experienced on a daily basis.

Our first Good Practice Guide

whist emphasising that there is no magic wand to wave to instantly achieve results,

A wealth of information from the full back catalogue of Good Practices Guides is available on the members’ area of the AUA

but rather that it is the result of hard work, perseverance,

website (members.aua.ac.uk) so if you didn’t know they existed, or would like a refresher of previous editions, now’s the time

reintroduce the Guides this year and have

good communication and adhering to a transparent plan. It

to take a look.

some exceptionally useful handbooks being

includes some helpful case study material which aims to

few. We are delighted to have been able to

produced for the benefit of AUA members over the coming months.

6 - Newslink Summer 2015

deliver guidance to the reader. These are based upon real

We are always on the lookout for new authors of the Guides, if you have a wealth of practical experience that you’d like

life scenarios from individuals in the sector and reflect both

to share with the AUA community, authoring a Good Practice Guide could be for you. If you are interested, please contact

successful and less successful initiatives.

Kimberley Mellor at kimberley.mellor@aua.ac.uk to express your interest

Newslink Summer 2015 - 7

FEATURE ARTICLE CHANGES TO STUDENT FUNDING FOCUS ON: EFFICIENCY EXCHANGE

Did you know?

Rosie Niven, Content Editor, Efficiency Exchange

If you work in student services or a student funding role, make sure your colleagues are aware of these changes, and that you are thinking about how to implement them. These changes will affect your new intake of students in October 2015.

Administrators and managers across many institutions have contributed to the efficiency gains of the past few years.

Funding for disabled students at UK higher education institutions has been cut by the Department for Business, Innovation & Skills (BIS), starting in 2015 – 16. HEIs will be expected to cover some of the funding shortfall, and to make significant changes to course and service delivery to reduce the impact on disabled students. The students themselves may also incur additional costs because of these changes.

Rosie Niven

#EfficientUnis save £1bn - It’s time to tell the story Most people working in higher education would probably agree about the importance of being efficient and effective in what they do. We heard recently from Professor Sir Ian Diamond that, as a sector, we achieved efficiencies estimated at £1bn over the past three years. And yet – do you ever get the feeling that your initiatives can go unnoticed?

Mind the (funding) gap The changes announced by BIS concern the Disabled Students’ Allowance (DSA). The main changes for 2015 – 16: • DSA will no longer fund the difference between the cost of standard and more specialist accommodation. This

As Sir Ian has repeatedly emphasised, being efficient is not

partnership with HEFCE and the Leadership Foundation who

enough. “I believe fundamentally that we have been using

provided funding via the Innovation and Transformation Fund.

may include adapted rooms, en-suites etc.

• DSA will no longer fund study-related ergonomic furniture required within the institution. This may include

every pound wisely but we need to be seen to be doing so,” he said at the launch of the Efficiency, Effectiveness and Value for Money report in February 2015 .

beds, adjustable height desks and ergonomic chairs.

In the two years since launch, we have highlighted a wide range

• Institutions will be expected to provide (individual)

of projects to advance efficiency in the sector, ranging from

1

storage of medication. This is especially relevant for those with diabetes.

• From 2015 – 16 students with disabilities will be expected to pay the first £200 of the cost of a computer themselves.

• Funding for scanners and printers will be withdrawn in most cases. The average allowance previously given through the DSA was £300.

fridges for students whose disabilities require the

procurement ‘health checks’ to the development of services shared by several institutions, such as high performance computing.

What he is saying is that we should all get the message out

Making your course delivery more accessible

there about our achievements, be they about collaborations to support better research, improved systems for managing office

Administrators and managers across many institutions have

All institutions are being encouraged to think about maximising the accessibility of their course delivery to avoid the need

space, or giving students a better learning experience using

contributed to the efficiency gains of the past few years

for (funded) alternative arrangements. For example:

digital technologies. This is particularly important given that an

in a range of areas including estates, human resources,

• If electronic formats for set texts or lecture notes were

incoming government will have to make some hard choices in

procurement and scientific research. All of these themes,

the forthcoming spending review.

plus newer areas of interest such as open data and sharing

always available there would be no need for additional scanning costs

laboratory equipment, have featured on Efficiency Exchange Right now, administrators and managers are working out their

additional funding for printing would be required • If all lectures were available as podcasts, students would not need specialist equipment to record them

• If all work could be submitted electronically, no

and will continue to be covered over the coming months.

responses to the challenges set out in Sir Ian’s report , based 2

Further guidance is available from BIS on the Student Finance England website:

on his second review of efficiency in the sector, but how many

But we are only as good as our contributors - and that is where

www.practitioners.slc.co.uk/media/847636/guidance_document_-_second_draft_for_publication_16.10.2014.doc

think about raising the profile of their work and sharing good

you come in.

Further changes are anticipated for 2016-7 with details to be confirmed by BIS. Watch this space for further news.

ideas with their peers?

The higher education workforce has an important role to play in That is where the Efficiency Exchange (www.efficiency

delivering the recommendations of the latest Diamond review and

exchange.ac.uk) comes in. We exist to enable people working

also in communicating how they are making a difference. I would

I would also welcome your suggestions for stories about

Efficiency Exchange helps you discover and share ideas, good

in higher education to discover and share ideas, good practice

like to invite AUA members to join our network where they can

examples of innovation and good practice at your university.

practice and resources for a smarter, stronger university. It offers

discover information about best practice at other institutions

This is an unrivalled opportunity to showcase your work and

the opportunity for sharing your work and building your network

and organisations and share their work by writing blogposts.

build your network. I look forward to working together to share

and contributions are widely shared with content partners.

and resources to help create smarter, stronger universities.

stories about how universities are continuing to advance the

The service was set up following the original Diamond report , 3

which recommended the establishment of a digital ‘efficiency

To keep up to date with developments in higher education’s

hub’ to signpost good practice on efficiency and highlight

efficiency programme, you are welcome to subscribe (www.

innovative developments. Building upon this, Universities UK

efficiencyexchange.ac.uk/subscribe/) for updates – and don’t

and Jisc worked together to launch Efficiency Exchange, in

forget to follow us on Twitter@EfficiencyEx.

8 - Newslink Summer 2015

efficiency agenda.

Rosie can be contacted on rosie.niven@universitiesuk.ac.uk.

1

http://ow.ly/O1k83 (YouTube link)

2

www.universitiesuk.ac.uk/highereducation/Pages/EfficiencyEffectivenessValueForMoney.aspx#.VSuLV1yDTwy

3

www.universitiesuk.ac.uk/highereducation/Pages/EfficiencyinHigherEducation.aspx#.VSuMC1yDTwy

Newslink Summer 2015 - 9

AUA ANNUAL CONFERENCE & EXHIBITION 2015

The 2015 Conference (my fourth) passed in a blur of chocolate biscuits and high winds! I enjoyed the themes of this year’s

Nottingham Trent University, 30 March – 1 April 2015

Conference, and felt that the Programme reflected those themes really well. I especially enjoyed the Opening and Middle Plenaries. Laurie Taylor was a real highlight! This year’s AGM

The AUA Conference & Exhibition 2015 was held in the historic city of Nottingham and the theme of Disruption, Diversity and Devolution ran through its core. The Sunday evening social began with a special guest appearance by Robin Hood, Maid Marian and the guests tested their precision and accuracy skills in an archery competition. The Opening Plenary with Laurie Taylor and Plenary Debate hosted in the Albert Hall presented a wonderful and thought-provoking opening to the Conference.

was a really valuable opportunity for members to share ideas about the future of the AUA with the Trustees. It’s great to see how the Association operates and to celebrate our successes too.

Gillian Hamnett AAUA, Senior Tutor, Wolfson College, University of Oxford Informative, fun and empowering!!! Would recommend that any professional staff sign up and come along. It is definitely an experience.

Rachel Cavalier MAUA, Senior Administration Coordinator, SAE London This was my ninth Annual Conference and my first as substantive Joint Midlands Regional Co-ordinator, a role I assumed in August 2014. As Network Co-ordinator, I was pleased to welcome the Annual Conference to the Midlands and specifically to Nottingham Trent University. I came away refreshed having spent three days engaged in constructive dialogue with colleagues from across the UK and international higher education sectors. I am looking forward to the 2016 Annual Conference in Leeds.

Nick Allen MAUA, Executive Officer, The University of Northampton Nottingham was my first experience of the Conference Fringe – Meet the Networks and I felt this worked very well; I met a number of colleagues interested in the Network and we shared ideas about how to develop the Network going forward. As an AUA member from Scotland, I was pleased to meet colleagues from Wales and Ireland looking to engage with the activities of the Network.

The programme allowed delegates to explore a full range of interesting and current topics in higher education especially in light of the general election and how this may throw a new light on higher education. This was addressed by Nick Hillman, Higher Education Policy Institute (HEPI) and the internationalisation and diversification of HE was discussed in the closing plenary with Professor Sir David Greenaway, Vice-Chancellor, University of Nottingham.

Katie Allan MAUA, Senior Administrator, School of Philosophical, Anthropological & Film Studies, University of St Andrews

This year’s Conference attracted over 700 delegates across the three days, with representatives from over 13 countries including Nigeria, New Zealand, Qatar, Saudi Arabia, Russia, South Africa, USA, The West Indies and Australia.

We hope everyone who was able to attend took back to the office an invigorated and refreshed approach and also some key new thoughts to share with colleagues. Here are some comments from various attendees to provide you with a flavour of their experience and if you weren’t able to attend in 2015, hopefully, the messages will give you inspiration of what to expect and we look forward to seeing you in 2016 in Leeds.

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A sense of happy anticipation always precedes an AUA National Conference and I can guarantee my return to work will be rejuvenated by renewed motivation, a sense of perspective

My First AUA Conference Zoe Slater, Scholarships Administrator, Edge Hill University

and memories of some lovely people, old friends and new.

probably one of my highlights. That evening, we attend the

Nottingham kept up the very high standard of previous years, if

‘Monday Night Quiz and Dinner’, which as expected did get

not exceeding them. This year was the second conference at

‘passionate’. Having this social event enabled us to meet others

which ‘Meet the Networks’ sessions were held during some of

(everyone was very welcoming and friendly) and subsequently

the breaks, and it was encouraging to meet so many new faces

I felt more comfortable, confident and at ease, which was

from the South Wales and South West region.

needed, as on Tuesday both I and my colleague split up to

Angela Pater MAUA, Network Coordinator - South Wales and South West region and Head of Secretariat University of Bath

attend different sessions.

Tuesday and Wednesday were busy days, we attended various working session and keynote presentations covering a range of

I found the Conference programme diverse and interesting

topics from: ‘Complementary agendas between academics and

this year and lots of exciting ideas were being generated by

professional administrators,’ ‘Global Sectorial Change’, ‘Seizing

the excellent range of speakers, both at the keynotes and

leadership opportunities of the new HE context’, ‘Higher Education and the 2015 General Election’, ‘Initial passion, the

at the smaller workshops. I was also delighted by the level of engagement by the audience at the sessions I delivered -

Edge Hill University is very supportive of the AUA and are keen

ditch of doubt and butterflies’, ‘Communicating the value in the

thanks to all of you who came along.

for staff members to attend. After leaving teaching four years ago

student experience’. They all raised very interesting points but I

Sam Bayley FAUA, AUA Trustee, Network Coordinator Yorkshire & the North East Network, Timetabling Manager, University of York

and joining Edge Hill nearly two years ago, I felt it was time to start

found the ‘seizing leadership opportunities’ working session the

carving a career in a sector I am passionate about: Education.

most beneficial, as one of my main motivators in attending the conference was for professional development and ideas on how

I was surprised by the number of sessions that were running The conference was an excellent introduction to the AUA and a great opportunity to meet so many of its members, all with much

and the variety of topics it covered…this made it difficult to

energy and enthusiasm. I left with a very positive impression and am looking forward to progressing many of the ideas that arose

select the sessions I wanted to attend!

Overall, I thoroughly enjoyed the AUA conference. I left aware of the benefits of AUA membership, with improved knowledge

from these productive few days.

Amy Wright, Project Officer Membership & Networks, AUA National Office

to progress in the sector and this session provided a good insight.

The morning of the conference arrived and we made our way to

on topical subjects, as well as hearing first hand experiences

Nottingham, we arrived and both being new to the conference

of how the association has helped others. I am confident that

The programme of events at Annual Conference is always a highlight, and it is difficult to choose from so many great workshops

were quite nervous! However, our nerves quickly disappeared

participating in this has and will continue with my professional

and plenary options. Twelve days of training in three days is my ‘call to future participants’. My own highlights this year must go

by the warm welcome that we received on the registration

development. I would advise anybody who is thinking about

to both of Kenton Lewis’s sessions ‘Tricks of the Trade’ on becoming a more confident presenter and ‘Learn to Juggle!’ – Here I

desk. That day we attended the Opening Plenary from Laurie

attending to go, not only will you enjoy it but you will find it

have a long way to go…

Taylor, which was very entertaining and set the Conference

very beneficial and I am also thankful to Edge Hill University for

Wendy Cairney MAUA, Finance Coordinator, Edinburgh Napier University

off to a great start. I thoroughly enjoyed the debate and was

supporting my attendance.

Meet the Networks at the Annual Conference: A success!

Many thanks to all the networks and members that came out in force to make this year’s Conference Fringe a success; it was a great opportunity to meet each other and discuss ideas and collaborations.

As a result there are plans to host a crossthemed network one day conference and lots of new members joined a themed network. If you didn’t get chance to catch up with a Coordinator, you can contact them by accessing their contact details via the Geographic and Themed network pages on our website, or email auanetworksupport.ac.uk and we can put you into contact.

12 - Newslink Summer 2015

Newslink Summer 2015 - 13

Annual Awards Congratulations to this year’s Annual Award winners. The winners were presented with their awards during the Gala Dinner at the Nottingham Belfry Hotel by Adam Alexander from sponsors Electric Paper Ltd. Additional awards were made to John Edward Baker and Chris Ince for their successful fundraising efforts for the AUA and also to Matthew Andrews who will step down as Vice-Chair of the Board of Trustees in July.

Individual Contribution

Lifetime Achievement

Lynn Neville was recognised for her active and successful

John Ryan has dedicated his time to many aspects of the AUA’s

role in reviving and rejuvenating the St Andrews branch. She

activities over the years and continues to tirelessly support the

has been proactive in liaising with the National Office on ways

AUA in a number of formal roles.

to increase membership, and has had a good success rate in attracting new members. She has also been heavily involved

He was significantly involved in the development and launch

in the Passport to Administrative Excellence programme at the

of the PgCert Programme and has continued to support the

branch which has been a very positive and popular programme

programme serving as a Mentor and as the Chair of the Board of

and has also fostered a culture of collegiality within the branch,

Studies. John also served as the AUA Chair between 2002 and

run ‘for its members, by its members’.

2004 and is a current Trustee on the Board of Trustees through his role as the Chair of the Board of Studies.

John has continued to contribute extensively to the AUA CPD and events, leading workshops on a broad range of topics and

Matthew Andrews

John Edward Baker and Chris Ince

has presented sessions and delivered Keynote speeches at

Congratulations to recent graduates

both national and international conferences.

Well done to everyone who graduated and received their AUA Postgraduate Certificate in Professional Practice (higher education administration and management). Bronagh Clarke, Taweisha Gordon and Susan Sheehan-Watson were presented with their

The truly national and transformational role that John has played

certificates by Laurie Taylor during the Opening Plenary.

in higher education was recognised in 2014 with an MBE for Services to Higher Education and demonstrates the level at which John has contributed to supporting, developing and Lynn Neville

Network Contribution

celebrating the work of the sector. Throughout his career he has particularly ensured that the AUA’s values of professionalism and excellence in higher education leadership and management

Graduates in attendance Bronagh Clarke, University College Cork Taweisha Gordon, Aston University Susan Sheehan-Watson, Newcastle University

The South East Midlands Sub-Network has displayed an

have remained central to his activities and ethos. John has

Graduates in absentia

excellent example of how to create genuine benefit through

demonstrated an inspirational, lasting and genuine commitment

Jennifer Crotty, University of Exeter

partnership and collaborative working. They have made a clear

to the AUA, and has publicly and personally promoted this during

Judith Davison, University of Huddersfield

and positive use of the AUA CPD Framework and actively

his distinguished career in higher education.

Suzanne Hearne, University of Chester

promote the benefits of AUA Membership. As a result of their

Lindsey Jones, Cardiff University

hard work, they have successfully created a peer-support

Claire McDonald, Durham University

network available for all institutional advocates and have

Paula Peckham, Bournemouth University

developed an efficient Network model which draws on a range

Sarah Jane Wright, Sheffield Hallam University

Bronagh Clarke

of expertise and opportunities to share practice.

Dawn Turpin and Nick Allen

14 - Newslink Summer 2015

John Ryan

Taweisha Gordon

Susan Sheehan-Watson

Newslink Summer 2015 - 15

A TRIBUTE TO PROFESSOR SIR DAVID WATSON (1949-2015) Dr David Law MAUA, Principle Editor, Perspectives

He clearly welcomed the opportunity to step back, for a time, from day-to-day CEO headaches.

In 2010, David was appointed to what would be the last of his “five jobs in 35 years”: Principal of Green Templeton College, University of Oxford.

David was a man who represented the coming together of academic practice and academic management, not as a unity of opposites but as a synthesis of talent.

David was a man who represented the coming together of academic practice (teaching and research) and academic management, not as a unity of opposites but as a synthesis of talent. A few years ago David wrote about the lasting satisfaction of being the author of two books (1988, 1992) on the history of ideas (Brown 2011, 21). He stated in the same piece, and this can be seen in his articles for Perspectives,

Dr David Law

that his “disciplinary training and experience” had been Many AUA members will, like the HE community at large, have been shocked and greatly saddened by the news of Professor

applied to how he analysed HE policy and practice (Brown

Sir David Watson’s death in February. All at AUA would like David’s family to know that we grieve with you. Our loss cannot

2011, 22). “What I do believe in is trying to understand how

compare to yours but we would like you to know that very many of our members had their lives touched, invariably for the

the present has emerged from the past, and how it might

better, by contact with David.

be modestly extrapolated” (Watson 2003, 2). (But he also frequently joked, using Glen Hoddle’s words: “I don’t make predictions, and I never will!” [for example: Watson 2009, 71]).

Professor Watson was a great friend to the Association of

the additional roles he has undertaken on sector-wide bodies

University Administrators and to its journal, Perspectives:

(his time on committees of the Council for National Academic

Policy and Practice in Higher Education. He was generous with

Awards, 1977 – 1993; at the Polytechnics and Colleges Funding

Over several years, but especially in his last book, The

his time and unfailingly inclusive in debate. He wrote many

Council, 1988 – 1992; and HEFCE, 1992-1996; not to mention his

Question of Conscience: Higher Education and Personal

pieces for Perspectives, as listed below (and all available

work with the Paul Hamlyn Foundation, the Dearing Committee

Responsibility (Watson 2014), Professor Watson developed a

on-line to AUA members), and was a very popular speaker

of Enquiry, the ESRC Teaching and Learning Programme and the

kind of ‘Hippocratic Oath’ for the academic profession, a ‘ten

at our events. We remember him as an inspiration and as a

Longer Term Strategy Group of Universities UK).

commandments’ for HE colleagues. We should remember David as a ‘man of his word’.

diamond-sharp intellect. What better role model could there be for our membership?

Following completion of his PhD at the University of Pennsylvania, in 1975 David became a lecturer at the Crewe

Professor Sir David Watson

• Strive to tell the truth • Take care in establishing the truth • Be fair • Always be ready to explain • Do no harm • Keep your promises • Respect your colleagues (and especially your opponents) • Sustain the community • Guard your treasure • Never be satisfied

A longer version of this tribute is published in the latest issue (19.2) of Perspectives together with articles by Janet Beer (‘Diversity

David, reflecting on his own career, wrote five years ago that

and Alsager College of Higher Education for six years. David

from the time he was a History undergraduate at Cambridge

then went to Oxford Polytechnic to run the undergraduate

(1968 – 1971) he “wanted to be a teacher in HE”. Fortunately

Modular Course before becoming Assistant Director

for us all, he achieved that and very much more. His piece

(Academic). After a decade at Oxford Polytechnic, David

for a 2011 publication by ESCalate, the former HEA Subject

went to Brighton for fifteen years. In 1998, whilst still at the

Centre for Education, summarises his own career as “five jobs

University of Brighton, Professor Watson was knighted for

Watson, D. (1988), Margaret Fuller: an American Romantic. Oxford: Berg.

over 35 years in five very different English institutions”. Most

services to higher education.

Watson, D. (1992), Arendt. London: Fontana Press.

in Leadership’), Craig Gaskell and Elizabeth Hayton (‘Distance Administration’), Emma Sabzalieva (‘Challenges in Contemporary HE in Kyrgyzstan’), and John Canning (‘A New Measurement and Ranking System for the NSS’).

References Brown, T. (2011), Ten Years of National Teaching Fellowships: four stories from Education. Bristol: Higher Education Academy Subject Centre for Education.

Watson, D. (2000), ‘The new attack on higher education’ Perspectives: Policy and Practice in Higher Education 4, 90-94.

of us would be delighted to have achieved in one role, during a whole career, a quarter of what David achieved in each of

After Brighton, following a highly successful tenure as Vice-

these five posts.

Chancellor, David spent no time ‘in retirement’, he was actually working on a book about civic engagement by universities in

Watson, D. (2002), ‘Is UK HE fit for purpose?’ Perspectives: Policy and Practice in Higher Education 6, 63-72.

Watson, D. (2003), ‘UK HE: facing the future’ Perspectives: Policy and Practice in Higher Education 7, 2-8.

Watson, D. (2006), ‘New Labour and higher education’ Perspectives: Policy and Practice in Higher Education 10, 63-67, and 92-96.

Watson, D. (2009) ‘The dark side of institutional research’ Perspectives: Policy and Practice in Higher Education 13, 71-71.

Characteristically modest, in his piece for ESCalate, David

varying cultural contexts. In 2005 David was appointed as a

Watson, D. (2012), ‘Who runs our universities?’ Perspectives: Policy and Practice in Higher Education 16, 41-45.

puts the focus on teaching and learning when he refers to

Professor at the Institute of Education, University of London.

Watson, D. (2014), The Question of Conscience: Higher Education and Personal Responsibility. London: Institute of Education Press.

16 - Newslink Summer 2015

Newslink Summer 2015 - 17

PROFESSIONAL DEVELOPMENT

Meet the Team We received applications from a strong and committed team, with a diverse range of perspectives, skills and experience in

INTRODUCTION TO THE 2015 AUA POLAND STUDY TOUR Dr Andrew Tuson MAUA, Study Tour Coordinator, Consultant and Interim Manager

university administration.

• Sheila Adamson is the Partnership Development Manager at Queen Margaret University in Edinburgh • Marie Holmes is the Quality Secretary for the Faculty of Arts & Social Sciences at the University of Hull • Angela Pater is Head of Secretariat at the University of Bath

Poland is a hidden gem in Europe, with more history, science and culture on offer than is commonly realised.

College London • Andrew Tuson, the Study Tour Coordinator, is an independent consultant and interim manager

The objectives of each study tour are generally similar but vary in detail according to each trip. The 2015 Poland Study Tour had the following objectives:

on the Polish HE system which incorporates analysis of

I was delighted to coordinate this year’s AUA Study Tour, which ran between the 10 and 17 May 2015, and which was the first time I have visited Poland. It is a country I have wanted to go to for a long time, given its often understated influence on European history. I enjoy both travel and challenging work in HE, broadening the mind and bringing perspectives on how higher education transforms lives and societies.

Education Graduate Trainee Programme at University

Our Aims

• To undertake a fact finding mission and produce a report

Dr Andrew Tuson

• Emily Morrison is on the ‘Ambitious Futures’ Higher

aspects of HE decision making, policy and practice • To allow tour participants the opportunity to challenge their

similarities and differences and considers ways of sharing

existing notions about HE and undertake research in a non-

best practice

UK environment

• To enable participants to gain an international perspective on

The team decided on the following three overarching themes: • Quality assurance • Growing student demand, including internationalisation and the rise of the Private Sector • Governance, including the student voice The AUA Poland Study Tour and the dissemination activities allowed AUA members the opportunity to experience this vibrant and

Poland is a hidden gem in Europe, with more history, science and culture on offer than is commonly realised.

For example, Polish mathematicians originally broke the Enigma cipher, work that shortened the war and saved countless lives (Bletchley Park in the UK extended their work to later versions of the cipher and made it work on an industrial scale).

Initial desk research revealed a number of interesting and distinctive features of Polish HE. For example, Polish HE has a large recent private HE sector that has played an important role in widening participation. Further, Poland’s Higher Education System has also undergone vast change in recent years, and the HE system has played a key role in supporting Poland’s transition towards democracy, entry to the EU and alignment with the Bologna Process.

fascinating education sector.

Our Programme

Findings

Given the duration of the Tour, we decided to focus our efforts

Thanks to the generous support of the Leadership Foundation

on three Polish cities: Warsaw, Poznan and Krakow.

for Higher Education (www.lfhe.ac.uk), we will be publishing a report on the findings of the Study Tour in mid-2015, and

Apart from visiting a selection of Polish public universities, we

we are excited about the possibility of working with the

also arranged visits with the Polish private HE sector and lined

Leadership Foundation on future AUA Study Tours. In the

up visits to other HE-related bodies in Poland.

meantime, why not read our tour blog which can be found at auapoland2015.blogspot.co.uk.

Pre-Tour Preparations The team held their pre-tour meeting at the Nottingham AUA Conference. We also received immeasurably valuable

As such Poland had much for the Study Tour team to learn from and share with the university administration community.

18 - Newslink Summer 2015

advice and support from both Mr Maciej Kolasinski from TEBAcademia and Professor Marek Kwiek from the University of Poznan, a renowned scholar in Higher Education Management.

Newslink Summer 2015 - 19

FEATURE ARTICLE BEING AN AUA TRUSTEE Nicola Owen FAUA, Chief Administrative Officer, Lancaster University

accounts and forecasts. We review management information

All Trustees make contributions to the AUA in a range of

about membership, progress with Conference, and receive

different ways – whether as mentors, chairs of Short Life

regular reports from sub-groups and short life working groups.

Working Groups, running courses or contributing to the

These are all critical elements of keeping the Board up to date

PgCert. We also all take an active part in Conference – leading

and able to meet our responsibilities and statutory requirements

sessions and hosting speakers. At the invitation of our sister

as Trustees of a charity.

organisation, the Canadian Association of University Business Officers (CAUBO), I am also off to New Brunswick in June

What we put in as individual members to the AUA reaps dividends for the collective membership.

Nicola Owen

Being a Trustee of the AUA is both hugely rewarding and interesting, but comes with a large dose of a sense of responsibility and legacy. I am in my second year of my term as an AUA Trustee, having been a member of the AUA for some 20 years.

A large part of the motivation for me wanting to become a Trustee was to give back in some way to the organisation which had played a significant part in my own early development and that had provided me with important opportunities to develop networks and to share practice. This remains one of the core benefits to AUA members, but becoming a Trustee has opened my eyes to just how much the AUA now has to offer to members at various points in their development.

The experience as a Trustee of a member organisation is

thinking very hard about what AUA membership should mean

very different to other Trustee roles I have held. A large part

at various career and development stages and how best to

of our challenge as Trustees is to ensure that we sufficiently

reflect and engage our membership to get the most out of

reflect the needs of our diverse membership as we make

their subscriptions.

decisions about the future direction of AUA. Prior to my coming on to the Board, Trustees had to navigate a very

So what do we do? Well, we meet three times a year formally

challenging financial period for the AUA and to take some

as a Board, with an additional meeting around the Annual

difficult decisions to ensure the AUA’s financial sustainability.

Conference and Exhibition. At those meetings we regularly

This has provided a good basis for the future, but the AUA

consider a whole range of issues which relate to the day to day

is still very dependent on being able to provide benefits and

AUA business such as reports on the activities and operation

services to its members on limited income streams. We are

of the AUA National Office, the AUA’s financial context, and

PROFESSIONAL STUDIES AND HIGHER EDUCATION THE INTRODUCTION OF RESEARCH Matthew Andrews FAUA, Deputy Chair of AUA and Academic Registrar, Oxford Brookes University

The central importance of research to the academic life of a university was not always accepted.

Matthew Andrews

20 - Newslink Summer 2015

I always look forward to the reports from the Regional and

representing the AUA and will be addressing the Vice-

Thematic Networks. These are at the heart of the AUA’s

President’s forum on financial sustainability in the UK.

activities and are dependent on the contribution, energy and enthusiasm of our members. We have committed Network

One of the unexpected benefits of being a Trustee has been

Co-ordinators and Branch Advocates and it’s always great to

getting to know my fellow Trustees and learning about their

hear about the ideas, innovations and activities that are being

backgrounds, experiences and views. I have learnt a lot from

taken forward. Where we have strong branches and networks,

them and built a new set of networks in the process. Another

the AUA can make real impact on members’ development and

benefit is the insight into the complexity and issues of steering

opportunities. But we always need more members to step up

and developing a membership organisation. It has made me

and take on these roles. It does take time and commitment

reflect on the operation of my own University’s Council and

from individuals, but we should all remember that the AUA

decision-making structures. I have also enjoyed experiencing

is a membership organisation and is not solely a ‘service’

Conference and other activities from a different perspective

organisation. What we put in as individual members to the AUA

as a Board member. I get huge satisfaction in particular from

reaps dividends for the collective membership.

observing the ‘lightbulb moment’ in early career members arising from a session or a discussion in a Network.

Much of the Board meeting is focused on future developments with discussion and evaluation of ideas, initiatives and strategies

I was amongst the last of the Trustees to be elected. Since last

for the AUA. We are currently refreshing the overall strategy

year we have been inviting applications and selecting Trustees

and operational plan for the AUA, with an increased focus on

by interview. One effect has been to bring forward applications

enhancing our member services (including networks and

from a more diverse membership and we now have Trustees

publications) and also considering new opportunities for services

from across the career stages of the administrative profession

drawing on the AUA’s collective expertise. The individual

– from early career to heads of university administration. We

Trustees making up the Board provide a good range of expertise

are just going through the process of appointing next year’s

and experiences and there are always plenty of opinions on any

Trustees and I look forward to new faces joining the Board. If

subject and some challenging debate. We do not always agree

you’ve been wondering about it for some time, I encourage you

and sometimes we have to compromise. There are always

to put yourself forward – it’s an enriching experience.

AUA Professional Behaviours evident in the room!

Although it is doubtful whether there is even a single provider

was not a British development. It started with the reforms of

of higher education anywhere that doesn’t have some form

Wilhelm von Humboldt in Prussia and the new University of

of research strategy, the central importance of research to

Berlin, founded in 1810. By the start of the twentieth century

the academic life of a university was not always accepted.

German universities were generally admired as the best in

The Royal Commission on the Scottish Universities in

the world, and it was the Humboldtian model that shaped

the 1870s noted that ‘the Scotch professor does not yet

the now-dominant research universities of the United States.

consider research to be one of his duties; with some marked

This model eventually influenced British universities – even

exceptions, his half-year’s holiday produces nothing’. It was

Oxford and Cambridge where tutorial teaching loomed over

only a little earlier, in the 1850s, that perhaps the most famous

the Professorial model developed in Germany and Scotland

theorist of higher education, John Henry Newman, wrote the

for decades after it became the accepted norm elsewhere.

series of essays published as the Idea of a University in which

The union of teaching and research, in the work of individual

he espoused the idea of a university as a teaching-only body –

academics as well as institutions, which was once strongly

a place resolutely without an interest in research. The purpose

rejected is now seemingly unassailable in the UK. Perhaps

of a university for Newman was as a place to teach universal

the application of research and teaching to practical issues in

knowledge, to pass on rather than extend wisdom. Like the

society and the economy will one day be accepted with equal

university itself, the integration of research with teaching

unanimity and prestige?

Newslink Summer 2015 - 21

FEATURE ARTICLE

FEATURE ARTICLE

PERSPECTIVES

A JOURNEY WITH THE PASSPORT TO ADMINISTRATIVE EXCELLENCE

David Law, Principal Editor Perspectives

Lynn Neville MAUA, Staff Developer in CAPOD, University St Andrews

Perspectives is a forum for AUA members to disseminate the findings of their own practice-based research.

David Law

We wanted to come up with something imaginative, which would really engage people.

Lynn Neville

In the latest edition of Perspectives (19.2), now available online, Janet Beer’s AUA Annual Lecture, ‘Diversity in Leadership’, is accompanied by articles on ‘Distance Administration’ (Craig Gaskell and Elizabeth Hayton), higher education in Kyrgyzstan (Emma Sabzalieva), and a detailed study of the data produced by the National Student Survey (John Canning). What ties these disparate topics together is that they are all examples of practitioner research. They could only have been written by authors who know HE ‘from the inside’.

This journey began in 2010, when staff developers at the Centre for Academic, Professional and Organisational Development (CAPOD) were faced with the challenge of engaging staff in their professional development with limited resources.

Like a lot of other Universities at the time, St Andrews offered

We need more submissions of this kind. Perspectives is a forum for AUA members to disseminate the findings of their own practice-based research. We are looking for new authors who are able to speak to their peer community. Two special issues are forthcoming: ‘Managers and Markets’ and ‘Widening Participation’. It would be great to receive submissions, written during what used to be called “the long vacation”, from those who rarely write anything longer than a committee paper.

a broad range of courses on an open programme, and staff were encouraged to attend those which were relevant. There was no management development programme, and this was identified as something which was lacking. We wanted to come up with something imaginative, which would really engage people. Using the metaphor of a development journey, we

David Law, Principal Editor: Perspectives

created the idea of using a learning log designed as a passport.

For information about writing an article, preparing your manuscript and general guidance for authors, please visit the Authors Services section of the Taylor and Francis website wwwjournalauthors.tandf.co.uk

TRIM SIZE 210 X 297 mm

This programme for new, existing and aspiring managers, was named the ‘Passport to Management Excellence’ and consisted of a range of core and optional courses, as well as opportunities for networking and action learning sets.

Volume 19 Number 2 2015

The launch took place in November 2010, and the demand for places soon outstripped the initial estimate of 30. Staff really connected with the idea of having a physical passport

perspectives POLICY AND PRACTICE IN HIGHER EDUCATION

document, in which they could collect passport stamps for each course they attended. The programme was accredited by the Institute for Leadership and Management (ILM), and graduates were awarded with certificates of completion.

Once the ‘passport’ programme was in place for managers development pathways for other groups of staff. Consequently, in early 2012, the ‘Passport to Administrative Excellence’ was launched.

inviting them to launch events. These were attended by 95 people, with 60 signing up straight away, filling all the available places. Within a few weeks, there was a large waiting list.

Although the waiting list is smaller now, demand exceeding

Sir David Watson (1949–2015) Diversity in leadership

others at the planning stage for different groups of staff.

and running well, it was realised that this model could provide

concepts, postcards were sent to all administrative staff

A tribute to Professor

Housekeeping and Estates staff all now have their own, specific, passport programmes). There are currently some

In keeping with the ‘passport’ and ‘development journey’

IN THIS ISSUE

Sarah Pollock, CAPOD Administrator

available places has been a consistent feature of this, and the other programmes which have been developed. (Cleaning,

Passport to Administrative Excellence aims to • Build on existing skills and knowledge • Raise awareness of administrative processes across the University • Provide a structured development programme for administrative staff • Develop new skills in a range of related areas • Experience a wide variety of development activities • Choose own direction by selecting a tailored learning programme

Newslink Summer 2015 - 23

Content

Benefits of the programme

To be awarded the certificate, the participants must complete

The programme has brought benefits at both an individual and

all the core courses plus at least two of the optional courses

institutional level:

The AUA were approached with the idea of working with St Andrews to develop a block purchase so that we could offer a year of free membership to the graduates of the Passport to Administrative Excellence Scheme. This idea was welcomed,

within two years. Some of the courses were already delivered as part of the existing open programme. However,

INDIVIDUAL PARTICIPANTS

INSTITUTION

by focusing on the needs of administrative staff, some new

Updating knowledge

Increased engagement in learning activities

Networking

Motivated staff, sharing knowledge and best practice

deliver sessions where they can add value and bring a wider

Increased confidence

Improved communication

perspective to the programme.

Encouraged to learn

Helps managers identify appropriate development for staff

courses had to be developed specifically for the passport.

The courses are delivered in-house where possible by staff developers and other specialist staff. A few external providers

CORE COURSES

OPTIONAL COURSES (minimum of two)

Protected time for

Customer Service

Advanced Reception Skills

development

Dealing with Difficult

Budget Management

Clear development pathway

and the team at Head Office were very helpful in setting this up for our staff.

This initiative has been enthusiastically received by those who have completed their passport, and we will soon have 50 members. The local branch are working with the team in CAPOD to develop relevant learning opportunities which tie in with the AUA CPD framework, and offer learning beyond the scope of the passport programme. These learning opportunities currently take the form of lunchtime sessions which have covered topics such as Finance and Wellbeing.

The Branch are also taking the lead in organising crossinstitution events and one-day conferences, and it is hoped

Behaviour 1

that our AUA members will contribute to these. We are

Effective Communication

CV & Interviewee Skills

The participants

Environment & Culture

Dealing with Difficult Behaviour 2

There are now 55 graduates of the scheme, with 60 current

Information Matters

Discover Your Team Role

events, no further publicity activity has taken place. A steady

IT - minimum of two

IT Courses - additional to two core

stream of applications continue to come in from all areas of the

Minute Taking

and Units: Admissions; Biology; CAPOD; Chaplaincy: Computer

Lean Problem Solving for Administrators

participants and a waiting list of 10. Apart from the launch

University. Current participants are from a broad mix of Schools Science: Economics: Finance: Geography & Geosciences;

Money Matters

Recruitment & Selection

History: HR; International Relations; Library; Management;

Time Management

Writing in the Workplace: Writing for the Web

Modern Languages; Office of the Principal; Philosophy; Residential & Business Services; and Social Anthropology.

actively looking for ideas to maintain this momentum, and Sarah Milne, Finance Assistant and Laura McArthur, Sub Honours Administrator, Year Abroad Administrator

an accomplishment on completion. An excellent, varied and thoroughly enjoyable package.”

“I thoroughly enjoyed the whole experience and found it really useful to build on my existing skills. It was also good to meet and network with other members of staff and to share processes and knowledge with them in a relaxed and informal way.”

are planning a ‘St Andrews Conference’ in the summer for our members. This will be based on the 2015 AUA Annual Conference and Exhibition theme of Disruption, Diversity, and Devolution. Through this, the national theme will be followed through to local level to address specific issues in this area. It is also hoped that through the membership of the AUA, some of our staff may decide to pursue the Postgraduate Certificate or apply for the Study Tours.

We are looking forward to continued involvement with the AUA to help inspire the development opportunities that we

Participants need to apply for the programme, stating their personal objectives, and the application must be approved by their manager.

All the core courses must be attended, but the range of optional courses allows individuals to create a tailored development programme based on their own role and interests. For example, not everyone in an administrative role will be involved in recruitment, or write material for the web.

The optional courses provide the opportunity to make the programme really fit the needs of each individual participant.

Feedback This has been very positive, from both participants and their managers. Some representative quotes are: “As a relatively new member of staff I was really excited; not only with the variety of training opportunities but also the high standard. It has given me the opportunity to build on my confidence as well as knowledge.”

“The Passport Programmes offered me an exciting and engaging platform for expanding my inner self and improve on my interaction with new and varied colleagues from all areas of expertise at the University. Many of the courses were also transferable and helped with life out of my daily office environment.”

“I found the Passport to Administrative Excellence a fantastic way to network amongst other University Administrators and put faces to names.“ “Each session was entirely different in content and presentation and I looked forward to that and meeting

Lynn Hynd, Arché Office Manager

members of staff I would never otherwise have met. To attain

The challenge moving forward – and how the AUA is helping to address this.

provide in-house.

The Passport to Administrative Excellence has supported an increasing number of staff who are engaged and interested in their own development. The challenge this creates is that at the end of the programme participants are awarded a certificate and invited to the annual CAPOD recognition event, and then nothing further.

The lack of any continuing development resulted in some disappointment that individuals had reached the end of the programme. Participants were saying: ‘That was great, but what will I do now?’ An answer to that came along when Gillian Duncan, one of our administrators won the AUA Administrator of the Year award in 2014.

Publicity about Gillian’s success brought awareness about the impressive work the AUA had done in developing a CPD framework, which was identified as being of benefit to the graduates of the passport programme. The content of the St Andrews programme maps well onto the nine professional behaviours identified by the AUA. However, in 2014, there were only three members of the AUA in St Andrews.

Graeme Fitchet, Finance Assistant

the certificate was something to work towards and felt like

24 - Newslink Summer 2015

Newslink Summer 2015 - 25

UPCOMING AUA EVENTS

AUA NEWS

Development Conference – Doing it Differently 15 October 2015 University of York

NETWORK NEWS PLYMOUTH AUA BRANCH DEVELOPMENT EVENT

We often need to change the way we do things, to respond to the changing environment, to make our processes leaner, fitter, more efficient, to achieve the outcomes we need more effectively. But how can we do this well? What can the Higher Education sector learn from professionals in other sectors? Attend the Development Conference 2015 and hear from people inside and outside the sector about how they’ve gone about making major changes and done more with less. You will also pick up tools and tips to take back to the workplace from colleagues that are in the forefront of this agenda.

Annual Lecture 15 October 2015 University of York

Plymouth University branch has held a mini-development session to examine the topical issue of the student journey and the challenges and opportunities faced by different support services. The event brought together members from two branches – Plymouth University and Plymouth College of Art. It was the result of a successful bid sent by the branch Advocates (Ewa Thompson and Penny Howard) to the AUA South West Network Coordinator to cover the cost of the event. Many thanks AUA! During short interactive sessions, participants were able to exchange views on their personal contribution to the student journey from various perspectives such as enrolment, planning, data support and research administration. The list of challenges and opportunities faced by different services and different institutions

Tying in with the Development Conference, and also in York on 15 October this year’s highly topical Annual Lecture will be given by

grew longer and longer as the lively discussion progressed over lunch. The five

Professor Sir Ian Diamond FBA FRSE AcSS, Chair of the UUK Efficiency Task Group which published its updated report, Efficiency,

main issues identified included working in a constantly changing environment,

Effectiveness and Value for money in February this year. The Annual Lecture is an exclusive AUA member event.

dealing with a wide range of academic and professional services staff, increased demands on both staff and students, interpreting data sets held in various electronic

Professor Sir Ian Diamond is Principal and Vice-Chancellor of the University of Aberdeen,

systems and managing staff and students’ expectations. Dealing with these

an appointment he has held since 1 April 2010. He was previously Chief Executive of the

challenges requires excellent planning, communication and collaboration skills and

Economic and Social Research Council. He was also Chair of the Research Councils UK

further networking opportunities to enhance these skills will be organised in future.

Executive Group (2004 – 2009) the umbrella body that represents all seven UK Research Councils. Before joining the ESRC, Sir Ian was Deputy Vice-Chancellor at the University of Southampton, where he had been for most of his career.

WELCOME TO OUR NEW NETWORK COORDINATORS

Sir Ian is Chair of British Universities and Colleges Sport, Chair of the Universities UK

We welcome Dr Bronagh Clarke to the position of Ireland Network Coordinator and Susanne Clayton who is taking over as the

Research Policy Network Committee, Chair of the Universities UK Group on Efficiency

Organisational Development Network Coordinator.

and Chair, for the Welsh Assembly Government, of the Higher Education Review for Wales. Sir Ian was elected to the UK Academy of Social Sciences in 1999, is a Fellow of

Dr Bronagh Clarke

the British Academy (2005), a Fellow of the Royal Society of Edinburgh (2009) and holds

I am delighted to take on the role of Ireland Network Coordinator for the AUA. The higher education

honorary degrees from the universities of Cardiff and Glasgow.

sector in Ireland is a vibrant and changing environment on both sides of the border, and I hope to develop a strong network of links between administrative and support staff at universities, colleges and institutes

Introduction to HE – A toolkit for new professionals 10 – 11 December 2015 ETC Venues, Paddington

of technology so that we can learn from shared experiences and good practice.

The aims of the Ireland Network are to: • Raise awareness of the AUA and its benefits to potential members.

• Increasing interactions between administrators in Ireland’s higher education institutions so that we can share good practice and

Day 1: 10 December Introduction to Higher Education

Day 2: 11 December A toolkit for new professionals

Whether you’re new to working in HE or moving role, or are

Developing yourself when your time and resources are already

just bemused by how much the sector is changing there will

stretched to capacity can be challenging. This practical and

be something of interest in this programme which provides an

hands-on workshop provides you with a framework to manage

overview of the UK higher education sector. There is a strong

your personal and career development. It will concentrate on a

Sue Clayton

emphasis on understanding how a range of social, political,

range of professional behaviours including working with others

As the new Coordinator for the Organisational Development Network, I’m looking forward to engaging

economic and academic considerations impact on the sector,

in order to deliver a quality service. We will also consider

with many of you in this key area of higher education. The opportunity to work with like-minded

and you will be encouraged to think about how your own role

steps that might be taken, and resources that are available, to

colleagues and share good practice from both national and international HEIs will be a focus of the work

and institution contribute to and is influenced by these factors.

maximise opportunities for your career progression.

I’d like to see develop further within the AUA, but especially within the OD network. I’m keen that we all

Pre dinner talk and evening dinner (Optional Extra)

create a supportive peer network for members.

• Organise events and activities to support the professional and personal development of higher education administrators throughout the island.

share and disseminate information and learn from each other. With over 20 years’ experience of working in HE, in both the UK and overseas, I hope to be able to bring some of that back-ground knowledge and

For further information and to make a booking visit www.aua.ac.uk 26 - Newslink Summer 2015

working practices to this Network to encourage us all to continually develop professionally and enthusiastically.

Newslink Summer 2015 - 27

FAREWELL TO OUR ORGANISATIONAL DEVELOPMENT NETWORK COORDINATORS It is with regret that we say goodbye to our

THE AUA JOHN SMITH ESSAY PRIZE 2015

Organisational Development (OD) Themed Network Coordinators, Melissa Bradley FAUA and Dr Rachel Birds FAUA, who are stepping

In 2015 the Editorial Board of Perspectives: Policy and Practice in Higher Education will be launching a competition for the best essay submitted on the topic of ‘Managers and Markets’ with the closing date of Tuesday 1 September 2015.

down after five years’ service. We would like to express our appreciation and thanks to them both for being such an integral part of our activity and we wish them well in their future activities.

Melissa Bradley

Dr Rachel Birds

The £1500 prize will be formally awarded at the AUA’s Annual Conference in 2016 in Leeds.

AUA NATIONAL OFFICE - NEW STARTERS...

Amy Wright, Project Officer (Membership & Networks) I am the latest addition to the AUA team as the Networks and Membership Project Officer, having joined in February 2015. I have worked for several HEI’s across the North West in a variety of roles over the last eight years, with projects including crime reduction and online learning, as well as managing the finances and delivery for a

We are grateful to the John Smith Group for sponsorship of the prize.

This group of companies, which includes campus bookshops, is dedicated to meeting the information needs of the education and professional services sectors. Further information about the John Smith Group can be found on their website at www.johnsmithgroup.com.

portfolio of externally-funded projects. My previous role was to implement a paperless environment (or paper-light!) within the Recruitment and Admissions department at Manchester Metropolitan University.

I am enjoying how busy and varied the role at the AUA is; I am responsible for supporting the networks, specifically the network coordinators and advocates, in their activities to engage with members more effectively. I am looking forward to implementing new ideas Amy Wright

and suggestions to support the networks to increase membership benefits. I was able

to be part of the 2015 Annual Conference, which was an excellent opportunity to meet many members and helped put faces to names – it was also a great place to discuss ideas as to how to achieve an improved membership experience.

Outside of work, I am an active member of various sports clubs, including running and rounder’s, I am a keen traveller and an avid music fan.

Fiona Ramsay, Administrative Assistant Hello! I started work with the AUA in February 2015 as the Administrative Assistant supporting the PgCert Programme. This is my first role in Higher Education, having spent

To be considered for the prize, essays must be no longer than 4,000 words and must meet the standards for publication by Perspectives.

Essays must be the original work of the author and must not be representations of work that has already been published in any form. Only submissions that are exclusively for consideration by Perspectives will be valid. For further information about Perspectives please consult the AUA website.

There are no restrictions on who may submit for this prize. Whilst we expect to see a focus on the challenges faced by either the UK HE sector or one of its member institutions, including related organisations, we invite all comers and all kinds of approaches to the topic. Multiple authorship is acceptable but please note that the prize is given for the essay; if there is more than one named author the prize would be split equally.

the main part of my career to date in Local Government. In many ways there are a lot of cross overs between the sectors so it doesn’t feel too alien to me. I have been made to feel very welcome by all the AUA team, for which I am very grateful.

Any questions about this competition should be sent to the Principal Editor of Perspectives: david.law@edgehill.ac.uk

When I’m not working my main hobbies are textile and craft related and I sew, knit and crochet. I also love teaching these skills and have already had a few requests from the AUA team for crochet lessons! I love to travel, especially within the UK and I particularly enjoy visiting the coast and historical properties. I’m from Glasgow originally and spend many of my breaks from work visiting my family there.

Fiona Ramsey

28 - Newslink Summer 2015

Newslink Summer 2015 - 29

The AUA exists to advance and promote the professional recognition and development of all who work in professional services roles in higher education, and to be an authoritative advocate and champion for the sector.

As an organisation, we exist for our members. We offer support to help you enhance careers, boost your job prospects and create valuable networking opportunities. In short, we empower our members to take control of their career development.

Feeling inspired? If you would like to submit an article for future issues of Newslink or recommend areas you would like to see covered, please get in touch with us at: aua@aua.ac.uk Follow @The_AUA on Twitter and join our members group on LinkedIn for all our latest news.

We appreciate your thoughts and feedback on Newslink and your comments help us to develop future issues. If you would like to provide any comments or feedback, please send to: aua@aua.ac.uk

The views and opinions expressed in Newslink are those of the authors and do not necessarily represent the views of their institutions, or of the Editor, nor should they be considered as expressions of opinion or official policy of the Association of the University Administrators (AUA).

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