V. Roles, responsibilities and training

39. This section focuses on the extent to which PolyU's management, staffing and committee structures allow for strong lines of accountability and clarity in the distribution of tasks and responsibilities (including the scope of delegation). It also looks at the human resource functions such as the availability of relevant training, the effectiveness of staff appraisal systems and leadership. It is structured under the following headings:
    • accountability and distribution of responsibilities;
    • committee structure;
    • training and appraisal systems.
      
      

    Accountability and distribution of responsibilities

40. The senior management structure currently comprises the President, five Vice-Presidents and six Deans. Together they form the Senior Management Committee (SMC). The SMC has only been in place in its present formation for the past year. It meets fortnightly along with the Academic Secretary, and the Directors of Estates, Finance and Personnel, who provide factual information in respect of their roles. The Panel found the SMC to be working effectively, with its role widely accepted by staff. It was pleased to learn that decision-making processes have been streamlined by incorporating the Deans together with the VPs into the SMC and thus effectively removing one management layer.
    
    
41. The five VPs are each responsible for key institution-wide initiatives: Institutional Advancement; Planning; Quality Assurance; Research and Post Graduate Studies. They also oversee the management of the non-academic units. All VPs are full-time appointments made by Council. The Panel was impressed with the calibre and commitment of the VPs, demonstrated by their leadership of achievements across a wide range of initiatives described elsewhere in this report.
    
    
42. The Panel concluded that the implementation of the new management structure, resulting from the Management Restructure and Upgrade Programme, has been well received by staff. Both Deans and Heads welcome their new responsibilities. A key success factor is the way in which this has brought advantages to all concerned - a 'win-win' situation, with both Heads and Deans gaining additional authority. The Deans appear to be settling into their new role as block budget holders, and adding value to the overall planning process and performance monitoring of the departments. The Panel congratulates PolyU on the successful management of the transition to the new structure.
    
    Committee structure
    
    
43. The Council is the supreme governing body of the university. It has 29 members of which 21 are lay members. The Council meets 4 times a year and provides strategic inputs to planning and to specific matters such as estates management and finances. The Executive Committee of Council plays an important role in co-ordinating matters prior to Council meetings, and acting as a key liaison point between the University and the Council. The Panel supports the Council in its approach and commitment to the University. Looking to the future, it suggests that the Council may want to take a more active role in the assessment of the performance of both the President and the University as a whole.
    
    
44. Each of the current committees under the Council and elsewhere across the University has clear terms of reference. The Panel was pleased to learn that PolyU has recently completed a review of its committees. As a result, 66% of the committees have been removed. The Panel supports PolyU's plans to conduct similar reviews of its committees each triennium.
    
    Training and performance appraisal
    
    
45. The new staff appraisal procedures appear to be working well. The Panel was pleased to learn that all appraisers have received training prior to undertaking their role. A variety of training opportunities are available to staff, both formal and "on the job". For example, some 150 are currently pursuing higher level degree studies. The President gives careful thought when creating ad hoc committees to give staff the chance to gain experience through participation in such forums. Regular management development workshops are held for members of the SMC, Heads of department and other senior level staff responsible for management matters and supervision, and the Education Development Unit frequently holds training courses for teaching staff on teaching methods.
    
    
46. However, whilst the Panel found evidence of considerable training activity, it was concerned that there appear to be no strong links between the staff development policy and the overall strategic plan, and weak links between the appraisal process and current staff development activity. It recommends that PolyU consider how it might better link the outcomes of the appraisals process to the identification of training needs and the development of personal development plans. It also suggests that over time stronger links could be developed between performance and pay. It understands that the new rewards and incentives policy, introduced in April, may contribute to this.
    
    Conclusions
    
    
47. The Panel was impressed with the overall calibre of the staff whom it met at PolyU, their clear understanding of their roles, and their commitment to their responsibilities. It commends PolyU on its smooth transition to a more streamlined internal management and committee structure.
    
    
48. As members of senior management become more established in their new roles, the Panel hopes that the President will continue to monitor the morale and workload of his staff carefully. The Panel was pleased to note that the staff appraisal system is working well, and that there is a commitment to staff development. It suggests that the overall approach to staff development could be further improved with the strengthening of the overarching staff development policy, with clearer links to the overall strategic plan, and to the outcomes of the annual appraisal process as well as the departmental assessments.