SENATE: 26 NOVEMBER 2013
VICE-CHANCELLOR’S BUSINESS
1.
Deaths
October 2012
Emeritus Professor George Albert Swan. Professor Swan was an
alumnus (1938) who joined the University after the war and went
on to become Professor of Organic Chemistry in 1974. Professor
Swan retired from the University in September 1982.
4 June 2013
Dr Constance Mary Fraser. Dr Fraser joined the University in 1957
as Staff Tutor in Local History in the then Department of ExtraMural Studies. She was an active member of the Society of
Antiquaries of Newcastle upon Tyne and, after some 20 years as
Secretary and long periods of committee work, served as
President for three years from 1990 to 1992.
24 June 2013
Mr Leonard Butler, Senior Technician in the Department of
Chemistry. Mr Butler was appointed as Technician in the
Department of Chemistry in September 1949 and was promoted to
Senior Technician in August 1962, until his retirement on 16 July
1993.
30 August 2013
Emeritus Professor Ian Rannie. Professor Rannie was appointed
Junior Lecturer in Pathology at Kings College and Assistant
Pathologist to the Royal Victoria Infirmary in July 1942, and was
promoted to Senior Lecturer in August 1950. In October 1960 he
was appointed as Chair of Pathology in the Dental School, and
was accorded the title of Emeritus Professor upon his retirement in
September 1981.
31 August 2013
Ms Alison Smith, who recently graduated from the University with
first class honours in MEng Hons Chemical Engineering.
1 September 2013
Dr Renée Berrill. Dr Berrill was appointed as Lecturer in
Mathematics in the Department of Education on 1st September
1967, until her retirement in September 1985.
8 September 2013
Miss Joyce Banks. Miss Banks joined the University in July 2001
as Secretary in the Medical Student Office and moved to the
Accommodation and Hospitality Service Unit as Support
Receptionist/Clerk in March 2003.
21 September 2013
Emeritus Professor Pratyush Sen. Professor Sen joined the
University as Lecturer in the Department of Naval Architecture and
Shipbuilding in September 1979. From August 1995 he served as
Head of Department of Marine Technology and was appointed to
the Chair of Marine Design and Construction in February 1996.
Professor Sen was accorded the title of Emeritus Professor upon
his retirement in February 2009.
28 September 2013
Emeritus Professor Robert Clark. Professor Clark was appointed
as Chair of Zoology on 1 January 1966, and was accorded the title
of Emeritus Professor upon his retirement in October 1989.
2.
14 October 2013
Anders Olsson. Anders was a post graduate Exchange Student in
the School of Geography, Politics and Sociology.
19 October 2013
Dr Archibald Douglas. Dr Douglas was appointed as a Senior
Research Associate in the Geochemistry Unit in the Department of
Geology on 1 August 1966. In August 1973 Dr Douglas was
appointed to a Lectureship in Department of Geology and
promoted to Senior Lecturer in August 1980, until his retirement in
June 1986.
24 October 2013
Dr Elfrieda Dubois. Dr Dubois was appointed as a Lecturer in the
Department of French in October 1948. In August 1964 Dr Dubois
was promoted to Senior Lecturer, followed by a Personal
Readership in French Studies in August 1973 until her retirement
in September 1978.
13 November 2013
Emeritus Professor Duncan George Murchison.
Professor Murchison graduated in Geology from King’s College,
Newcastle where he was President of the Students’ Union from
1953 to 1954. He then worked as a geologist with Royal Dutch
Shell prior to his appointment as Research Associate in the
Department of Geology in January 1958. He was appointed
Lecturer in 1960, promoted to Senior Lecturer in 1968, appointed
as Reader in Geochemistry in 1971 and appointed Professor of
Geochemistry at the University in 1976. He was Dean of the
University’s Faculty of Science from 1980 to 1983. Professor
Murchison served as Pro-Vice-Chancellor from 1986 until his
retirement in 1993. During this period he also served as Acting
Vice-Chancellor for one year from 1st January to31 December
1991. He was accorded the title of Emeritus Professor on his
retirement.
Updates, Consultations and Reports
2.1 Report on Executive Board business.
I have attached my report on business considered by Executive Board between 25
June and 12 November 2013.
Annex 1
2.2 Executive Board Responsibilities 2013-14
The updated version of the Executive Board Responsibilities document for 2013-14 is
attached. The document has been enlarged to map out responsibilities regarding
regional engagement.
Annex 2
2.3 Missing Student
Senate received an oral report on 2 July regarding a missing student, Jason Fyles (Stage
1, BA (Hons) Town Planning) who went missing on 16 May 2013. A body was recovered
from the river Tyne on 26 June 2013 which police later confirmed was that of Jason,
following DNA testing and the examination of personal effects. An inquest into the death
has taken place although no formal notification has since been received.
On 3 July, I wrote to Jason’s family to express my condolences on behalf of the University,
and Jason’s funeral took place on 12 July at which the University was represented.
2
2.4 The Growth Agenda
The Growth Agenda is a strategic item on the Senate agenda. Mr Richard Dale is the
Executive Board member leading on this topic and he will be sharing Executive Board’s
initial thoughts on the opportunities for growth.
2.5 Director of Science City
Fiona Standfield has been appointed as the Director of Science City. She has taken up
her post from November, joining the organisation for a three year term, bringing more
than 20 years’ experience in high-profile and board level roles across the public and
private sectors.
As Science City Director, she will take on the lead role in delivering Newcastle Science
City’s ambitious aims to advance the cause of the city and the wider region as a driving
force for science excellence and industry, including the successful delivery of Science
Central.
Fiona previously worked at Royal Mail where she was Business Implementation and
Delivery Director and she currently runs her own consultancy firm.
3.
Learning and Teaching
3.1 Massive open online courses (MOOCs)
From September next year Newcastle University will begin to offer Massive Open
Online Courses (MOOCs). We have signed an agreement to team up with
FutureLearn, the UK’s first multi-institution provider of open higher education courses.
There has been a lot of media interest in MOOCs recently with several more worldclass universities announcing their involvement with FutureLearn, adding to the already
prestigious group of higher education institutions and other organisations.
Our partnership with FutureLearn , who are leaders in the UK in this emerging field, will
allow us to expand our existing suite of online programmes with the launch of two
MOOCs in 2014.
FutureLearn is a private company wholly owned by the Open University, with the
benefit of over 40 years of their experience in distance learning and online education.
Their partners include over 20 of the best UK and international universities, as well as
institutions with a huge archive of cultural and educational material, including the British
Council, the British Library, and the British Museum.
4.
Research matters
4.1 Major Investment in Arts and Humanities Postgraduate Research at Newcastle
University, Durham University and Queen’s University Belfast.
Newcastle University, Durham University and Queen’s University Belfast are to receive
a total of £11 million from the Arts and Humanities Research Council to establish the
Northern Bridge Doctoral Training Partnership to develop the next generation of
doctoral researchers. The Partnership, co-ordinated by Newcastle University, has
been awarded 157 fully-funded PhD studentships, which represents over six per cent
of the total number of AHRC studentships awarded nationally.
3
The universities are collaborating with high-profile partners from the media, museums
and heritage sector, and the creative economy, including The Sage Gateshead, the
Baltic Centre for Contemporary Art, Tyne and Wear Archives and Museums, Seven
Stories, Durham Cathedral, The Bowes Museum and New Writing North. They will
give the students access to their impressive archives and collections for mutually
beneficial research, while the students will also benefit from training opportunities and
placements at some of the country’s leading cultural organisations.
In these difficult times, when funding for many arts organisations is under pressure, this
is a real vote of confidence in the Arts and Humanities at Newcastle University and will
bring real benefits to the arts and cultural sector in the North East of England.
4.2 NERC Doctoral Training Partnership
We have had notification that our NERC IAPETUS Doctoral Training Partnership bid
was successful. IAPETUS is named after the ancient ocean that closed to bring
together Northern England and Scotland and this reflects the make-up of our
consortium; we will be working with Durham (co-ordinators), Glasgow, St Andrews and
Stirling, together with the British Geological Survey and the Centre for Ecology &
Hydrology. The consortium will receive £5 million from NERC. This is sufficient to fund
in excess of 60 PhD studentships over the next five years.
4.3 Research Excellence Framework (REF) 2014
Submission of the REF is due by 29 November and up until the submission date, work
is being undertaken to review the quality and quantity of submissions for each Unit of
Assessment (UoA). I will ask the PVC Research and Innovation, Professor Wright, to
update Senate members at the meeting.
5.
Internal Matters
5.1 George Brown Endowment Fund: Request for funds to support the Hatton Gallery
Campaign
The Hatton Gallery is one of Newcastle University’s key cultural assets. However,
there has been no major investment in its fabric and infrastructure in the past 30 years.
This is now significantly impeding the University in its ambitions to provide a high
quality venue for the display of historic and contemporary art, to care for a listed
building with an important collection, and to engage fully with visitors and learners.
A capital re-development project is planned to transform the Hatton Gallery and a
major fundraising campaign was launched on Monday 18th November.
We wish to request £500,000 from the George Brown Endowment to support the
capital works. University Endowments Group has confirmed the suitability of the
George Brown Fund for this project and the amount available. Financial commitment
from the University is requested now in order to maximise partnership funding for the
project.
Releasing income from this fund requires the approval of Senate and Council following
a proposal by the Vice-Chancellor. I believe this is a worthwhile use of the fund and
recommend approval by Senate to this request.
Annex 3
5.2 Celebrating Success
We held a “Celebrating Success” event on Recruitment on the 16 October, to say thank
you to all involved in our best ever student registration numbers.
4
5.3 Visit Day – 28 September 2013
The Visit Day on 28 September was extremely successful, with over 15,500 attendees,
including 6,100 students. I have written to the staff responsible for organising the Visit
Day to express my thanks and appreciation.
5.4 Partnership with Monash relaunch
We have recently re-launched our strategic partnership with Monash University as part
of our Internationalisation strategy. Newcastle and Monash Universities share
important characteristics. Both are members of their respective leading national
university groupings (the Russell Group and the Group of Eight) reflecting their strong
commitment to research excellence and research led-teaching. Both were founded
with a focus on science and technology. Both compete effectively in their countries
and understand the need to develop innovative and collaborative programmes to
succeed in a highly competitive environment. Both are international in their
perspectives, with a particular interest in South-East Asia (both organisations have
campuses in Malaysia). Both understand the importance of the quality of the
experience they give to their students, and the need to be relevant to the civic
environment in which they operate. Important opportunities have been identified where
strategic links could provide substantial added value to both organisations.
Four areas for collaborative working have been identified based on existing links, the
priorities of the two organisations and an assessment of areas of joint working,
currently focussed within Medical Sciences.
5.5 Industrial Action
UNISON, UCU and Unite all recently balloted their members for industrial action in
response to the final pay offer of 1% plus joint work on gender pay and casual work. All
three unions voted in favour of strike action. UCU also voted in favour of action short
of strike.
A joint strike day took place on 31 October and UCU advised that its members would
‘work to contract’ from 1 November.
I will ask the Executive Director of Human Resources to update members of Senate at
the meeting.
5.6 Additional Day Annual Leave
Following my recommendation, Executive Board has proposed, and Council has
agreed, to award all staff an additional day’s holiday, to be taken on 23 December
2013.
This is in recognition of the contribution made by staff throughout the year towards a
number of significant achievements for the University. These include our excellent
results in the National Student Survey, our graduate employability figures, our bestever student enrolment numbers, and the amount of research income we have been
able to attract, all during a period of considerable change and uncertainty.
For the vast majority of staff, this means that the University will close for the Christmas
break on Friday 20 December. Some services for students will remain open on 23
December, and alternative arrangements will be made for staff needing to work on that
day.
5
5.7 Newcastle University Information Technology (NUIT)
Executive Board has agreed to establish NUIT, the University’s unified approach to
delivering IT service. This will strengthen our performance in underpinning research
and teaching, by ensuring that our IT experts are aligned and working together. NUIT
will create a community of like-minded professionals who can share approaches, ideas
and expertise.
Three Faculty IT Managers will be recruited, reporting initially to the Director of NUIT
but located in each Faculty. Once each is in place, professional IT staff located in each
Faculty will change reporting line to the Faculty IT Manager. Budgets for staff and for
standard IT equipment and services will transfer. Day-to-day priority setting will
continue to rest with the local academic or service unit.
These changes will improve consistency, minimise risk and improve cover. They will
provide both a lead advocate for each Faculty and a professional development path for
IT staff.
6. External Matters
6.1
Times Higher League Table
Newcastle University was ranked 198th in the world by the latest Times Higher
Education rankings. I will update Senate on Reputation and Ranking activities at the
meeting.
6.2
British Science Festival
Executive Board has formally recorded its thanks and appreciation to staff on the
success of the British Science Festival. Particular thanks were recorded to the Deputy
Vice-Chancellor and the Engagement team. The Deputy Vice-Chancellor has in turn
conveyed her thanks to the support services, notably the Estate Support Service and
Information Systems and Services.
6.3
Martin Luther King Event at the American Embassy
The Deputy Vice-Chancellor attended an event at the American Embassy on 6
September to commemorate the 50th anniversary of Martin Luther King’s ‘I have a
dream’ speech. This was a good profile-raising event for the University and the
Deputy Vice-Chancellor had the opportunity to meet the American ambassador.
6.4
Party Political Conferences
For the first time this year, the University hosted events at all three mainstream
political party conferences, seizing the opportunity to engage senior politicians in a
dialogue about our work to address global problems through our societal challenge
themes of Ageing, Social Renewal and Sustainability.
Regional development expert, Professor John Goddard, joined the Labour party
conference in Brighton to argue that there are strong incentives for universities to
strengthen partnerships with their local communities in order to deliver widening
participation, to enhance the student experience and employment opportunities, and
to demonstrate the impact of research. Newcastle Central MP and Shadow Minister
for the Cabinet Office, Chi Onwurah, chaired the debate, with panel members
including Gareth Thomas MP, Shadow Minister for Civil Society, and Gordon
Marsden MP, Shadow Minister for Further Education, Skills and Regional Growth.
6
Discussing wellbeing in later life in the company of the Minister for Universities and
Science, David Willetts, two of our experts in ageing, Professor Tom Kirkwood and Dr
Lynne Corner, outlined how future policy needs to be informed by ground-breaking
research such as the Newcastle 85+ study, because too much is based on out-ofdate misconceptions. The unique study examines the health of more than 1,000
people from Newcastle and North Tyneside born in 1921. They called for the same
ingenuity that has increased the average UK lifespan by five hours each day of the
last century to be put into efforts to make the most of the new reality of an ageing
population.
Professor Phil Taylor, Director of the Newcastle Institute for Research on
Sustainability, addressed an invitation-only audience at the LibDem Energy Summit
reception, alongside the Rt Hon Ed Davey MP, Secretary of State for Energy and
Climate Change, and Fiona Hall, LibDem MEP for the North East of England. Prof
Taylor also took part in a round table discussion with the Energy Minister, in which he
outlined how there are doubts that the UK will meet its extremely demanding target of
reducing carbon emissions by at least 80 per cent by 2050. He suggested that a
better understanding of how consumers use and generate electricity could lead to the
creation of smart grids with the potential to make a huge difference to our ability to
create a sustainable low carbon energy sector. As a result, Professor Taylor has
been asked to provide further information about the University’s sustainability work to
Ed Davey.
6.5
LEP Strategic Economic Plan
Each LEP has to submit a Strategic Economic Plan to BIS, that being a prerequisite
for drawing down European Structural Funds. The Witty Report (Sir Andrew Witty,
CEO of GlaxoSmithKline and Chancellor of Nottingham University) on Universities
and Growth published on 15 October argued amongst other things, that Universities
should be at the heart of LEP economic planning. In our case this is already in place.
 Our Visiting Goldman Professor Roy Sandbach leads on the LEP Open
Innovation agenda.
 Experts from CURDS are involved in the advisory panel for the Strategic
Economic Plan.
 Richard Dale contributes to the skills agenda.
 We have seconded two staff members to the LEP for the purpose of writing
the Strategic Economic Plan.
 I am a member of the LEP Board sub-panel responsible for the Strategic
Economic Plan.
7. Late News
Updates on items received after this report goes to press will be reported at the
meeting.
8. Early warnings
Any early warnings will be brought to Senate’s attention at the meeting.
Professor Chris Brink
Vice-Chancellor
19 November 2013
7
Annex 1
Executive Board business considered between 25 June and 12 November 2013
June
1. University Research Centre application
2. Preparation for the REF 2014 Faculty of Medical Sciences
July
3. Strategic Chair cases:
(i) H&SS
(ii) Medical Sciences
4. Acceptance of a donation
5. Academic Board vacancies on Court
6. Preparation for the REF 2014
(i) Faculty of Humanities and Social Sciences
(ii) Faculty of Science, Agriculture and Engineering
7. Project Management report for May 2013
8. Postgraduate applications as at 1 July 2013
9. Student Entrepreneurship Think Tank
10. Institutional KPIs review 2012/13
11. Institutional Strategic Risk Register July 2013
12. Raising the Bar: Strategic financial support
13. SAgE HR Plan 2013/14
14. Employee Opinion Survey 2013
15. Science Central
16. International management programme
17. INTO Malaysia
18. Raising the Bar: Heads of Unit recruitment and promotions
19. Fair Pay
20. Disposal of North Terrace
21. Castle Leazes Boilerhouse
22. Nuclear magnetic resonance spectroscopy (NMR) Provision
23. Staff Intellectual Property Policy
24. Confirmation, Clearing and Adjustment (CCA) Week for
Undergraduate Admissions
25. Assessment and Feedback Core Requirements
26. Project Management update June 2013
27. Engagement update 2012/13
28. EB Timetable for Strategic progress reports, KPIs and risks
at Council Meetings 2013-14
September
29. Council meeting 16 September 2013
30. Acceptance of donations
31. Medical Sciences Strategic Progress Review
32. Undergraduate Admissions for 2013
33. NSS 2013 Results
34. Fundraising priority projects 2013/14
35. Council Business schedule
36. N8
37. Newcastle into London
38. MOOCS FutureLearn
PVC R&I
PVC Medical Sciences
PVC H&SS
PVC Medical Sciences
Registrar
Registrar
PVC H&SS
PVC SAgE
Executive Director of Finance
PVC L&T
VC
PVC P&R
Registrar
Executive Director of Finance
PVC SAgE
Executive Director of HR
Executive Director of Finance
PVC H&SS
PVC P&R
Executive Director of HR
Executive Director of HR
PVC P&R
PVC P&R
PVC SAgE
Executive Director of Finance
PVC L&T
PVC L&T
Executive Director of Finance
DVC
Registrar
Registrar
Registrar
PVC Medical Sciences
PVC L&T
PVC L&T
Registrar
Registrar
PVC R&I
PVC P&R
PVC L&T
8
39.
40.
41.
42.
Strategic Partnership with Xiamen
Annual Financial Reports
Postgraduate Applications 1 September 2013
Dean of Postgraduate Studies in SAgE
October
43. Implementing NUIT
44. Annual Financial Reports
45. Project Management Report for July 2013
46. Value for Money Annual Report
47. Charitable Status Report for Council
48. Strategic Case for a New Reader in Chemistry
49. Internationalisation Strategy Review
50. Engagement Strategy Review
51. PR Strategy Review
52. Monash
53. Council meeting 28 October
54. Institutional KPI Summary for Council
55. Going for Growth
56. Science Central Business Plan
57. Defence Technical Undergraduate Scheme (DTUS) : InService Degrees and MOU
58. Student recruitment update
59. Executive Board Responsibilities 2013-14
60. Project Management report for August 2013
61. Preparation for the REF: Faculty of Medical Sciences
61. Preparation for the REF: Faculty of H&SS
62. Preparation for the REF: Faculty of SAgE
63. Interim HR plan : Medical Sciences
64. USA Strategy
65. New University Research Centre application
66. Sale of property update
November
67. School of Medical Sciences Educational Development
68. The future of Ageing
69. Learning, Teaching and Student Experience Strategy
70. Car parking and vehicle management
71. Senate meeting 26 November 2013
72. INTO Annual Report 2012-13
75. Honours Degree Classification
76. New University Research Centre application
DVC/PVC H&SS
Executive Director of Finance
PVC L&T
PVC SAgE
Registrar
Executive Director of Finance
Executive Director of Finance
Registrar
Registrar
PVC SAgE
DVC
DVC
DVC
DVC
Registrar
PVC P&R
Executive Director of Finance
PVC SAgE
PVC SAgE
PVC L&T
VC
Executive Director of Finance
PVC Medical Sciences
PVC H&SS
PVC SAgE
PVC Medical Sciences
DVC/PVC H&SS
PVC R&I
PVC Medical Sciences
PVC Medical Sciences
PVC L&T
Registrar
Registrar
PVC P&R
PVC L&T
PVC R&I
Ruth Draper Secretary to EB
19 November 2013
9
Annex 2
NEWCASTLE UNIVERSITY EXECUTIVE BOARD: RESPONSIBILITIES 2013-14
Chris Brink
18 October 2013
PORTFOLIO
RECURRENT
RESPONSIBILITIES
PROJECT
RESPONSIBILITIES
VC
Chief Accountable Officer
Chief Academic Officer
Chief Executive Officer
Strategic Planning




Raising the Bar
Growth Initiative 2017: Sponsor
Succession planning: Engagement & Internationalisation
LEP Strategic Economic Plan
DVC
International Collaborations
Internal engagement
Alumni relations
Great North Museum
Corporate social responsibility





Lead on physical presence at Xiamen (+ PVC HaSS)
USA Strategy (+PVC HaSS)
Engagement map
Portfolio of civic interaction case studies
Realising Opportunities
PVC (P&R)
Integration of EB responsibilities
Planning & Resources
Institutional data
Special projects
Environmental sustainability
Ethics
Estate strategy
INTO
Research and Innovation
Commercialisation
Science City
Angel Alliance
N8
HEIF







Richardson Road development
Digital Campus Initiative
Rankings/League Tables analyses
Armstrong Building
Lead on Shared services (+ ED Fin)
Into London
BIS Secondment
REF submission
Innovation focus (post-REF)
N8 focus
Portfolio of industry partnerships
Lead on Student Entrepreneurship (+ PVC L&T)
RES leadership (Registrar leads)
Consolidate Student Recruitment (Registrar leads)
Skills agenda
Student Entrepreneurship (PVC R&I leads)
Lead on CPD (+ ED Fin)
MOOCs
PVC (L&T)
Learning and teaching
All student recruitment
Student experience and achievement
Widening participation
Quality Assurance











PVC (FMS)
Faculty leadership and management
 Reputation & Rankings
PVC (R&I)
LINE MANAGEMENT
PVCs
Registrar
M AIN FUNCTIONAL
INTERACTION
Head of Executive Office
Executive Director of Finance
Executive Director of HR
Director of PR
Director of PR
Director of DARO
Director of M&C
Head of International Office
Director of RES
Dean of Culture
SCT Leaders
Faculties
Director of Planning
Executive Director of Finance
Director of Estates
Faculties
Director of RES
Research Office
SCT Leaders
Science City Theme Leaders
Faculties
Academic Registrar
Director of M&C
Head of International Office
(To be consolidated: Recruitment
Office)
Students’ Union
Faculties
Faculty staff
Vice-Chancellor
PORTFOLIO
RECURRENT
RESPONSIBILITIES
SCT on Ageing
NHS relationships
NUMed Malaysia
AHSN
PVC
(HaSS)
Faculty leadership and management
SCT on Social Renewal
Sport
Corporate sponsors
PVC
(SAgE)
Faculty leadership and management
SCT on Sustainability
NUIS
University Farms
Military relationships
Registrar
Chief Operations Officer
Risk Management
University Governance
Emergency response & business
continuity
Certificate holder
Durham Univ. liaison
Chief Financial Officer
Financial strategy
RBP liaison
Exec. Dir.
Finance
Exec. Dir.
Human
Resources
HR strategy and policies
Staff relations and development
Remuneration & Pensions
Health and Safety
RBP trustee/director
Diversity and equal opportunities
Organisational development
PROJECT
RESPONSIBILITIES
 Raising the Bar: Top talent recruitment
 Growth Initiative 2017
o New degree
o New funding opportunity
 CAV business development
 Raising the Bar: Top talent recruitment
 Growth Initiative 2017
o New degree
o New funding opportunity
 Develop physical presence at Xiamen (DVC leads)
 USA strategy (DVC leads)
 Armstrong redevelopment
 Raising the Bar: Top talent recruitment
 Growth Initiative 2017
o New degree
o New funding opportunity
 SAgE @ Science Central
 Singapore strategy
 Consolidate Student Recruitment (+PVC L&T)
 Science Central academic building
 DARO leadership
 RES leadership (+PVC R&I)












Growth Initiative 2017: Programme Lead
Leverage reserves
Business Enterprise Development
Shared Services (PVC P&R leads)
CPD (PVC L&T leads)
NELEP liaison
Set up an Academic Intelligence Unit
Raising the Bar projects
E-Recruitment
Lowest pay project
Performance management
Increase % of PDRs done
LINE MANAGEMENT
M AIN FUNCTIONAL
INTERACTION
Executive Board
Faculty staff
Vice-Chancellor
Executive Board
Faculty staff
Vice-Chancellor
Executive Board
Support Services [A&H;
DARO; Estates; Exec
Office; Fin; HR; ISS;
Int. Audit; Library; PR;
M&C; RES; S&AS]
Director: CBC
Vice-Chancellor
Executive Board
Finance and
Planning
VC
Registrar
PVC(P&R)
Director of RES
Director of Estates
Faculty PVCs
HR
SDU
Safety Office
VC
Registrar
Faculty PVCs
Executive Board Regional Engagement Responsibilities 2013-14
Principles






“Engagement” is how we respond to the needs and demands of civil society through Research and Teaching.
Research and Teaching respond to the question “What are we good at?”. Engagement responds to the question “What are we good for?”
Our Engagement portfolio is structured largely, but not exclusively, through our three Societal Challenge Themes.
Engagement is a 2-way street. We gain from societal interaction as much as society gains from us.
Engagement is a distributed portfolio, coordinated by the DVC.
All members of EB have Engagement responsibilities.
Categories of Regional Engagement [and lead EB member]






Social & Third Sector [PVC(HaSS), with Director of NISR]
Cultural [PVC(Hass), with Dean of Culture]
Economic
o Business & Professional Organisations [Exec Dir Finance]
o Industry [PVC(R&I)]
o Science Central Co-location [PVC(SAgE), with Director of NIReS]
Health [PVC(FMS), with Director of NICA]
Education and Skills [PVC(L&T)]
Local Government & Regional Organisations [DVC]
Participants


In principle, all members of staff.
Organisationally: EB members, Societal Challenge Theme Leaders, (relevant) Deans, Heads of Unit, DARO, Science City Co, Advisory
Boards, Ambassadors, Council, Court.
Regional Organisations we are engaged with


Appendix 1 – Engagement Map: Organisations by category [with operational responsibility indicated]
Appendix 2: Alphabetical full list of all regional organisations we are engaged with [with category, lead EB member and operational
responsibility.
Annex 3
Revitalising Newcastle’s Hatton Gallery: Request for funds from the George Brown
Endowment
1
Purpose of the funding
The Hatton Gallery is one of Newcastle University’s key cultural assets. However, there has been
no major investment in its fabric and infrastructure in the past 30 years. This is now significantly
impeding the University in its ambitions to provide a high quality venue for the display of historic
and contemporary art, to care for a listed building with an important collection, and to engage fully
with visitors and learners.
A capital re-development project is planned to transform the Hatton Gallery. The capital works will
create a welcoming and engaging gallery experience by:
 conserving the historic architectural elements of the Gallery and the entrance foyer;
 refurbishing the galleries and ancillary spaces to modern standards;
 conserving Kurt Schwitters’ Merzbarn Wall and selected items from the collection;
 creating a dedicated Learning Space and Collections Access Room.
This will be complemented by a creative programme of exhibition, learning and training activities to
develop new and existing audiences and raise awareness of the Hatton as a distinctive cultural
venue.
This is a partnership project with Tyne & Wear Archives and Museums (TWAM), which manages
the Gallery and the Great North Museum on behalf of the University. It is a strategic University
project, championed by Professor Ella Ritchie OBE, Deputy Vice-Chancellor.
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The benefits of the project to the University
The Hatton Gallery is Newcastle University’s public art gallery, which has played a significant role
in modern art history. The Gallery offers a distinctive atmosphere and sense of place, which
embodies the University’s civic pride and provides visitors with a unique cultural experience. Fine
Art teaching and research have given the Gallery a distinctive character, and a history that is
intertwined with important developments in art and art education in the North East and across the
UK.
This project is important to the University as it will:
 safeguard heritage at risk: the Grade II listed building, the Gallery’s collection and archive, and
Kurt Schwitters’ Merzbarn Wall;
 build on major investments in the Great North Museum and on campus;
 take advantage of new opportunities with national arts organisations, eg. Tate;
 improve the visitor experience;
 support fine art and gallery studies scholarship, and encourage learning for all ages and
abilities;
 maximise partnership funding from the Arts Council England’s Catalyst Arts scheme; and
 make a positive statement about the importance of heritage and the arts to Newcastle.
Together, the capital project and activity programme will enable the Hatton to fulfil its potential as a
cultural, heritage and educative force regionally, nationally and internationally.
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Funding requested and timescale
We wish to request £500,000 from the George Brown Endowment to support the capital works.
University Endowments Group has confirmed the suitablility of the George Brown Fund for this
project and the amount available. It will cost £3.47m to transform the Hatton Gallery into a
distinctive cultural venue; this comprises £2.82m for the capital works and £650,000 for the gallery
programme. Under the current project timetable, the Hatton Gallery will close in February 2016
and re-open in July 2017. Financial commitment from the University is requested now in order to
maximise partnership funding for the project.
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Financial contributions from other sources
The University’s Development and Alumni Relations Office, in partnership with TWAM, is leading
the fundraising for this project. We have secured £204,000 and hope to receive a stage one pass
from Heritage Lottery Fund (HLF) in March 2014 for £2.28m. We aim to raise the balance from
trusts and foundations (£400,000) and individuals (£80,000). A fundraising campaign will be
launched on 18 November and all eligible donations will be match funded by the Arts Council
England’s Catalyst Arts scheme until May 2015
HLF is the only funder with the ability to provide major investment to the project and is supportive
of the project. HLF’s Board deemed the Hatton project as a strong, high priority, but was not able
to support our previous £2.8m applications due to insufficient funds in the national grantmaking
budget. HLF has strongly encouraged a re-application but advised that the University needs to
create demand for the project to happen now. The suggested approach is to secure additional
partnership funding from either internal or external sources which will build a sense of urgency
along with reducing the HLF grant request.
Approval of this request will provide a compelling case for support to the Heritage Lottery Fund and
crucial leverage for investment in the project. Significant financial commitment from the University
is potentially transformative for the Hatton Gallery. It will demonstrate commitment to this key
cultural asset and most of all, genuinely build a sense of urgency for the project to go ahead.
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Implications if funding is not given
This strategic project will be at risk if additional partnership funding cannot be secured. Without
the University’s investment, the partnership funding secured to date, the potential investment from
the Heritage Lottery Fund and the viability of the Hatton Gallery are at risk.
The Heritage Lottery Fund will only accept a further application if there is a significant change to
the project. The only viable change, without compromising the ambition for the Gallery, is to
increase the partnership funding committed to the project. Newcastle University will not be able to
re-submit its application for £2.28m to the Heritage Lottery Fund, if this funding request is not
supported.
If significant investment cannot be secured for the Hatton, the run down appearance of its galleries
coupled with the need to renew services brings into question the future viability of the Gallery as a
functioning and vibrant venue for the display of historic and contemporary art.
Suzanne Davies
Trusts and Foundations Manager
Professor Ella Ritchie OBE
Deputy Vice-Chancellor
11 November 2013