Middlesex University
Financial Statements 2015/16
Resources
People
Our average staff numbers were 1,828 in 2015/16. Group staff costs (excluding restructuring costs) were £105.5m representing 55.7 % of total income.
During the year a number of important changes were made to the senior leadership of the University to take forward priorities we have started to develop in the Strategy Refresh, including strengthening the University’s finances and our capability to develop and implement strategic change. In particular, the changes to the Vice-Chancellor’s Executive were aimed at achieving stronger engagement of our academic units with Executive discussions and decision-making, and a more joined-up, coherent and cost-effective approach to student recruitment.
To achieve this link between our academic units and the Executive, the previous six Schools were grouped into three Faculties:
— The Faculty of Arts and Creative Industries created from the School of Art & Design and School of Media & Performing Arts.
— The Faculty of Professional and Social Sciences created from the School of Health and Education, School of Law, the Business School and the Institute for Work Based Learning.
— The Faculty of Science and Technology created from the previous School of Science and Technology.
The new Executive now comprises the Vice-Chancellor; the Deputy Vice-Chancellor Learning and Innovation; three Faculty Pro Vice-Chancellors; the Chief Operating Officer; the Chief Financial Officer; and the Chief Commercial Officer.
During the year we continued to support the implementation of the University people strategy. The strategy outlines the University’s vision to provide an excellent workplace for staff, facilitating the success of a workforce dedicated to the successful provision of academic and professional services in support of the University’s strategic goals. The strategy will be reviewed in 2016/17 to ensure that it continues to support the University’s vision and objectives.
Staff development
We continued to provide a wide range of development and training opportunities for all our staff, with a focus on supporting the achievement of the University’s strategic priorities. We have continued to actively support The Leadership Foundation for Higher Education’s initiative for women’s leadership development through the sponsorship of thirteen participants. The programme aims to improve the numbers of women in senior higher education posts.
Staff Development was strongly focused on leadership, supporting academic staffing and engagement, as well as developing the infrastructure to underpin engagement and performance management through the implementation of online appraisals. The priority for leadership and management development continued to be on leading through change and the further embedding of the leadership model at all levels throughout the University. We continued to support academic leaders with one cohort of programme leaders following a leadership development programme and a further two cohorts planned to start in 2016/17.
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