Listening to the University community

While the governance, structure, process, and culture were key features of the findings from the Gillies report, we must ensure that we focus on the people dimension in the effective application of governance and process. We recognise the profound impact of the University’s financial crisis on staff and students, including personal impacts that affect families as well as professional challenges. Listening to the concerns, hopes and ideas of staff and students is in keeping with our values as we seek to improve leadership, culture, and processes. 

On 25 July 2025, an institutional listening exercise was launched, designed to ensure these impacts are fully understood and to inform the recovery process, through individual, anonymous written responses; regular short surveys; and in-person listening sessions. Three ‘town hall’ events (with in person and on-line participation) have already taken place, commencing on 19 June, the day the Gillies Report was published. Two more have taken place since then with approximately 200 people attending in person and up to 1000 joining online. These events will be held monthly from now on. 

This gives all staff the opportunity to begin to play their right and proper part in helping the University survive and thrive into the future. 

Further engagement opportunities will follow, including opportunities for students throughout the academic year.

Actions

In the short term (0-6 months) we will:

• Schedule a programme of monthly ‘town-hall’ events.
• Implement a programme of in person and on-line listening events; and regular short surveys for staff and students.
• Present reports to UEG and Court on the contributions of staff to the listening exercise with recommendations for further action.
• Feedback to staff and students on how their contributions are shaping the implementation of our action plan and the implementation of our University Recovery Plan. 

In the medium term (6-12 months) we will:

• Further develop the University’s values, by ensuring behavioural standards that support them are built into policies and processes such as annual appraisals.
• Develop a strategy to support staff and student engagement. 

In the longer term (12-18 months) we will:

• Mainstream engagement process for staff and student with recognised activities.
• Identify key themes and ideas from staff/student engagement and show where these have impacted decision making.
• Initiate the values and behavioural standards into people systems and processes. 

Ownership: Director of External Relations. Director of People.