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The University recognises that formula driven models for resource allocation have to be balanced by the use of more judgemental mechanisms if the priorities identified by the planning processes are to be appropriately supported. The recently introduced "budget hearings" were the first attempt to do this. It is proposed that these budget sessions be given more prominence in the future and that the associated submissions to the Budget Committee by line managers be more structured and linked firmly to the proposed strategic directions of the individual departments. A supplementary budget will also be provided to fund projects/programmes of strategic importance identified at the hearings.
The University accepts that linking an element of its basic resource allocation to the results of the Research Assessment Exercise does not necessarily reflect priorities for developing its research activities in specific areas. In fact, the allocation of this element of the block grant is intended to provide some basic infrastructure for research and to give recognition for good research performance. The University has other mechanisms to support specific areas of research and to promote the development of areas of excellence. This includes the adoption of a structure of Research Groups, Research Centres and, in the future, Research Institutes. The forming of Research Groups at the departmental level is encouraged and, if successful, these can grow into a Faculty Research Centre with funding provided by the Faculty. Further research success can lead to the Faculty Centre being promoted to a University Centre with funding provided from central funds. It is also proposed to form Research Institutes at the University level to promote inter-disciplinary research. Areas of excellence will develop from University Centres and Institutes. Through this structure and the accompanying direction of funding the University believes it has an effective mechanism to promote and develop research in specific areas of expertise.
As the report states the University has introduced Teaching Excellence Awards to recognise excellence in teaching. However it agrees that this can only have a marginal impact on teaching quality which must be tackled with a more structured approach across the University. It is currently considering two new initiatives which can help to address this issue.
The first will be a review of the current resourcing model for teaching. This review will attempt to reflect more closely the underlying principle of the credit-unit system to provide a more broadly-based curriculum for students, better to prepare them for their future careers. The model will provide greater incentives for departments to offer a wider spectrum of courses for students to meet the general University requirements.
The second initiative will be to introduce performance monitoring, including the use of key performance indicators, at the unit level to augment the current performance appraisal system which operates at the individual staff level. Details of these two initiatives are still being prepared but it is hoped to introduce them in time for the 1999/2000 academic year.
The University believes that the current system of devolving authority to the Deans for budget management has considerable benefit in allowing the Deans to manage the affairs of the faculties. The question of whether this allows the Dean to move in strategic directions which are at variance with the Strategic Plan, is important and must be addressed. The University believes that the requirement for Deans to present their budget plans and proposals, including quality assurance, at the budget hearings will provide an effective check on this possibility.