Effectiveness Review of Council 2013 - Cardiff University
Effectiveness Review of Council 2013 - Cardiff University Effectiveness Review of Council 2013 - Cardiff University
12/710 11. Is it clear how papers have been changed or improved by decisions/scrutiny by sub- Committees before being submitted to Council Yes: 12.5% 3 No: 50.0% 12 Sometimes: 37.5% 9 12. What should be the purpose of the Council Awayday(s)? Suggestions include use for strategic planning or scrutiny of key performance indicators 2 Options Act as a sounding board and scoreboard for Executive or an opportunity to seek advice from Members of Council without conditioning of agendas Advice from Council on the major strategic issues facing the University Annual strategic debate is vital for the VC to do his job and ensure that there is buy in from Council. There should be a second half day to reflect on progress and risk As above, both Strategic and KPI's Both of the above 3 to 5 year planning cycle so emerging issues are factored into CU's CDP Both suggestions important, but should the priority be given to strategy and scrutiny of KPIs left to exceptions. Development of strategy, setting KPIs to deliver the strategy, scrutiny of progress Ensuring shared understanding of context; helping to shape big strategic choices Greater emphasise on strategic planning. I see the Council awayday as an opportunity to reflect on the previous year and consider the way forward for the next year and beyond. I think the awayday should be dedicated exclusively to discussions about strategic planning, and how Council can collaborate in this area, and on the monitoring of KPI (basically, how much the University has progressed in meeting the targets, what did not work and why it did not work). I think the work of the awaydays should be split between revising/deciding on strategic planning, and reviewing whether we are achieving the strategy. It has been useful to have updates from the main functions (HR, Finance, Research, Teaching). I would regard both [strategic planning and scrutiny of key performance indicators)as being appropriate It should be high level strategy and review of performance. KPIs, environment scanning, understanding change Strategic Planning and scrutiny of KPIs should cover it. Team bonding and presentations from different parts of CU The awaydays are the opportunity for Council as a whole to discuss the progres of the university to date and its future direction. They provide the only significant amount of time for immersion in discussion. The strategic agenda and longer tem financial/funding planning They should stretch members on matters of critical strategic importance to the University. Before the meeting members should receive concise briefing papers and items should be introduced with well prepared explanatory comments from the person leading the discussion. There may be room for a presentation from an academic on a matter of general interest in order to break things up but if it is not to be from an inspirational speaker, forget it. Thinking creatively and developing strategy. Scrutiny is for the formal meetings. to develop strategic plans, and hear and review executive plans for implementation 16
12/710 top level strategic planning and overview 13. Council Awayday - how many should there be in a session? Other (please specify): One: 58.3% 14 Two: 29.2% 7 14. Please select the length of Awayday event that you would prefer varying, depending on the focus of the event: 12.5% 3 all-day: n/a 13 half-day: n/a 5 evening: n/a 0 Section 3: SECTION B - self-assessment 15. What do you think are your strengths as a Council member? Not included. 15.a. What would improve your effectiveness as a Council member? Access to the contact details of all council members. Development course on how to be an effective council member! Early involvement with new ideas /projects n/a 6 Education - as opposed to training. Concentrated sessions on, for example, how the budget is constructed or the estate strategy or how research is funded would I think be useful to Council members. Feel the present regime allowing improved discussion and involvement. Greater knowledge/experience/understanding of the University's varied activities, perhaps through greater induction training for new members. A greater awareness of college/school structures would be helpful I think regular training is essential and I would like to participate in more training opportunities. I would also welcome being able to network with Council members in other institutions. Keeping up to date with the sector More informal discussions More time to get involved in wider aspects of the life of CU, but unlikely till I retire! Perhaps I could devote more time to reading papers in advance, but this would have to be factored in to any workloads model (which it currently isn't). Play to my strengths 16. Does the current system of the annual one-to-one meetings with the Chair of Council enhance/contribute to your effectiveness and commitment as a Council member? Yes: n/a 16 No: n/a 1 Not sure: n/a 1 17
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12/710<br />
11. Is it clear how papers have been changed or improved by decisions/scrutiny by sub-<br />
Committees before being submitted to <strong>Council</strong><br />
Yes: 12.5% 3<br />
No: 50.0% 12<br />
Sometimes: 37.5% 9<br />
12. What should be the purpose <strong>of</strong> the <strong>Council</strong> Awayday(s)? Suggestions include use for<br />
strategic planning or scrutiny <strong>of</strong> key performance indicators<br />
2 Options Act as a sounding board and scoreboard for Executive or an opportunity to seek<br />
advice from Members <strong>of</strong> <strong>Council</strong> without conditioning <strong>of</strong> agendas<br />
Advice from <strong>Council</strong> on the major strategic issues facing the <strong>University</strong><br />
Annual strategic debate is vital for the VC to do his job and ensure that there is buy in from<br />
<strong>Council</strong>. There should be a second half day to reflect on progress and risk<br />
As above, both Strategic and KPI's<br />
Both <strong>of</strong> the above 3 to 5 year planning cycle so emerging issues are factored into CU's CDP<br />
Both suggestions important, but should the priority be given to strategy and scrutiny <strong>of</strong> KPIs left<br />
to exceptions.<br />
Development <strong>of</strong> strategy, setting KPIs to deliver the strategy, scrutiny <strong>of</strong> progress<br />
Ensuring shared understanding <strong>of</strong> context; helping to shape big strategic choices<br />
Greater emphasise on strategic planning.<br />
I see the <strong>Council</strong> awayday as an opportunity to reflect on the previous year and consider the<br />
way forward for the next year and beyond. I think the awayday should be dedicated exclusively<br />
to discussions about strategic planning, and how <strong>Council</strong> can collaborate in this area, and on<br />
the monitoring <strong>of</strong> KPI (basically, how much the <strong>University</strong> has progressed in meeting the<br />
targets, what did not work and why it did not work).<br />
I think the work <strong>of</strong> the awaydays should be split between revising/deciding on strategic planning,<br />
and reviewing whether we are achieving the strategy. It has been useful to have updates from<br />
the main functions (HR, Finance, Research, Teaching).<br />
I would regard both [strategic planning and scrutiny <strong>of</strong> key performance indicators)as being<br />
appropriate<br />
It should be high level strategy and review <strong>of</strong> performance.<br />
KPIs, environment scanning, understanding change<br />
Strategic Planning and scrutiny <strong>of</strong> KPIs should cover it.<br />
Team bonding and presentations from different parts <strong>of</strong> CU<br />
The awaydays are the opportunity for <strong>Council</strong> as a whole to discuss the progres <strong>of</strong> the university<br />
to date and its future direction. They provide the only significant amount <strong>of</strong> time for immersion in<br />
discussion.<br />
The strategic agenda and longer tem financial/funding planning<br />
They should stretch members on matters <strong>of</strong> critical strategic importance to the <strong>University</strong>.<br />
Before the meeting members should receive concise briefing papers and items should be<br />
introduced with well prepared explanatory comments from the person leading the discussion.<br />
There may be room for a presentation from an academic on a matter <strong>of</strong> general interest in order<br />
to break things up but if it is not to be from an inspirational speaker, forget it.<br />
Thinking creatively and developing strategy. Scrutiny is for the formal meetings.<br />
to develop strategic plans, and hear and review executive plans for implementation<br />
16
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