SUMMARY REPORT OF THE VICE-CHANCELLOR’S OPEN MEETINGS HELD JUNE AND JULY 2009

1. The University´s financial position

Staff asked for clarification of the position and its causes, and expressed concern about morale in departments. Participants recognised there are wider public expenditure issues and that there is increased competition for reducing funds. There were questions about our position relative to others in the sector, and how others are handling similar situations. The perceived difficulties of generating more research income were expressed by some academic staff.

In response, the Vice-Chancellor set out the key issues surrounding cuts in HEFCE grant, rising payroll and pension costs (and the misperceptions of politicians about channelling of tuition fees in that direction), and reduced research income. He explained the £25M income and expenditure shortfall and stressed that the University is taking early action. He also explained the position of other Russell Group universities (averaging 7% reductions), commented on areas of relative cost-efficiency at Sheffield, including Professional Services, and highlighted the costs of space as a significant factor in our cost profile. Income generation will be vital, and strong areas need to be supported while also maintaining a commitment to a full range of disciplines, as well as a balance between research and consultancy income. He made it clear that there are no easy solutions and that things will get worse before they get better. He stressed that there will be difficult decisions to make and asked for increased courtesy and support between colleagues.

2. The Voluntary Severance Scheme

Staff asked for some clarification of the scheme, including the level of savings targeted. For some the main concern was over whether VSS is simply the first step in reducing staff levels and therefore what might follow – including compulsory redundancy – if it does not produce enough savings. Related to that, there were some concerns about workload post-VSS and the impact on the student experience.

In response, the Vice-Chancellor provided brief details on the operation of the scheme. He pointed out that applications to the scheme would not all be supported and that the panel would consider the potential for excessive impact in specific areas . He also stressed that while the results of VSS were not known (at the time of the meetings), there would be two years to manage the position and that there was no intention to move to compulsory redundancy, indeed he and members of University Executive Board (UEB) were striving to avoid this.

3. Positioning the University externally and lobbying politicians

Staff recognised the need for public engagement and lobbying, locally and nationally, and asked what the University is doing to make its case with politicians.
The Vice-Chancellor made the case for a unified approach by the sector – including trade unions – to defend and explain its case nationally. He explained his belief that the transformational nature of higher education (HE) must be made clear, i.e. that it is not simply about employability, but also about academic, mental and moral development.

Realistically, HE is competing for funding with politically attractive areas such as defence as well with commitments to health and schools, so a strong case is needed to help politicians fully understand the role of universities.

4. Relationship with Sheffield Hallam University (SHU)

There were questions about the nature of our current relationship with SHU.

The Vice-Chancellor described how he and Philip Jones (V-C at SHU) had decided to work together where possible and appropriate. The two universities remain distinct, with their own strengths, but are looking at increased collaboration. He felt this was a key part of changing perceptions of both universities, and noted that other city organisations are pleased by the joint approach.

5. Other external and community relations

Questions were also asked about the state of our relationships with the Sheffield NHS Trust, the City Council and local communities.

The Vice-Chancellor outlined the range of local relationships with the joint objective of taking collaborative action to move the City forward. He explained that he is personally leading on inward investment through Creative Sheffield. He added that there is tremendous pride in the University among the community, and we have strong support from local MPs. AS one example he highlighted the positive impact of Sheffield Volunteering on our image.

6. Student issues

Various concerns were expressed relating to students and the academic experience. These included the perceived drop in entry requirements and academic ability; students´ lack of recognition of the need to work outside contact time; behaviour in Halls; a drinking culture; students´ stress levels as a result of too much assessment; the additional pressures on academic staff to provide pastoral support.

The Vice-Chancellor pointed out that applications are high and lower entry standards are not an issue arising from recruitment targets. There was a lively debate over school performance. He argued that students need to be educated about academic life and that they (and staff) should see their academic performance and their behaviour as a total package. He recognised that a drinking culture is dangerous in terms of establishing lifestyle patterns and expressed his own concerns about the impact on student performance and longer-term health. He highlighted work being done across the University to support the well-being of students and their academic performance.