NEWS
Strategic reflections: Risks and opportunities
In England decisions made by the current
government will lead to significant change
within higher education. The proposals
focus on increasing competition and choice,
improving information for students, and
placing greater emphasis on the quality
of teaching. Universities UK and others
have broadly supported a number of the
government’s policy objectives. However
the scale of change will introduce instability
and uncertainty into the sector. Change will
need to be carefully implemented, phased
and monitored. The proposed reforms
require the sector to be more flexible,
but the government will also need to be
responsive and recalibrate the policies
where necessary.
A responsive policy environment will be
essential to the interests of students. For
example, deregulation of student number
controls is a logical step as we move
toward a system where funding follows the
student. However, the proposals put forward
represent uncharted territory, and to an
extent are driven by uncertainty around the
costs of the loan system as much as by the
desire for greater choice and competition.
Furthermore, the government has only
focused on reforms to teaching funding and
will need to be clear on the implications for
other higher education activities.
On the other hand, the proposals provide
the sector with opportunities to embrace
change. For example, there will be more
flexible regulation, particularly in quality
assurance. Protecting the quality of UK
higher education should be the driving
principle of any changes in this area,
but change should be welcomed as an
opportunity to reduce regulation. The
challenge for the sector is to look beyond
familiar processes and think innovatively.
There are also areas where it is in the interests
of the sector to lead the agenda. The UUK
Efficiency and Modernisation Task Group*,
for example, has developed a strategy for
change which identifies areas where it is in
the interests of the sector to develop national
frameworks, for example in realising the
potential from procurement. Government
can support the sector and reform
regulation, but the success of this approach
will be derived from strong leadership at
the sector and institutional level. E
Chris Hale is deputy director of policy
at Universities UK. His portfolio includes
the planning, co-ordination and
management of UUK’s policy work.
*The Leadership Foundation in collaboration with Hefce has launched a £1m Innovation and Transformation fund to support the
implementation of the UUK Task Group’s recommendation.
The full version of this article is online www.lfhe.ac.uk/publications/leadinglines
The research managers programme
pre-programme completion of an MBTI profile
questionnaire. During the module they will
hear from senior professionals in research
management about the developments and
issues challenging directors of research at
this time. With real case studies to explore,
the participants will work in groups to unpick
tangible research management problems
that they will be grappling with within their
institutions. They will discuss and question
the role of research management, and will
respond to an after-dinner provocation on
the subject. In their groups, participants will
present their case study work, consider how to
deal with a constantly changing environment,
and establish their work-based development
project for completion before Module Two.
Dr David Langley
Kate Tapper
Are you or a member of your team looking
to step up to a director of research position?
The Research Managers Programme is
designed for experienced research managers
and specialists who aspire to a research
director’s role. This intensive two-module
programme aims to give participants the
insight and perspective required to respond
with agility to the rapidly changing demands
of the higher education environment.
Participants will develop the inner resources
needed to lead in research management and
the situational awareness needed for successful
strategic development.
The one-day Module Two (Friday 9 December
2011) follows in London a month later. This will
involve presentations of the project outcomes
to an expert panel who will give individual
feedback to each participant on how to
progress their specific challenges. E
Kate Tapper and Dr David Langley will lead
the programme. Module One, ( Tuesday 8 -
Wednesday 9 November 2011) taking place
over two days in Bristol, will begin by exploring
the participants’ leadership style after
Booking forms and full details about
The Research Managers Programme
are at www.lfhe.ac.uk/support/
professionalpartnerships/rmp/ index.html
