Dear colleague,
Last month we advised that our governing body, Court, supported plans for discussions to begin across the University to support the development and delivery of a new Operating Model, to ensure the most appropriate Academic and Professional Services structures and systems for the University’s future needs. As promised, we are now sharing details on next steps.
The Challenge
Aberdeen 2040 sets out our strategic ambitions to deliver excellence in education and research which transforms the world around us - as an inclusive, interdisciplinary, international and sustainable University.
However, the University’s ability to deliver its strategic priorities has become increasingly challenging. The environment we are operating in has become more volatile, with the sector under significant financial pressure, while in parallel, the needs of society and the world around us are changing. As a result of this, the University must continue to change and adapt, as it has done across the centuries - to deliver our strategic vision, embrace new opportunities, and return to a long-term financially sustainable position.
Our Approach
To address these challenges, a strategic programme has been established, called Adapting for Continued Success (ACS), to be overseen by a Strategic Programme Board. The Board will oversee various workstreams that will help us adapt for continued success. Details of the Board remit, composition and membership are available here.
The initial workstreams are as follows:
Organisational Design (Academic)
We want to design new structures and ways of working across our core educational and research activities that will meet the current and future needs of our staff, students and external stakeholders. The workstream will aim to:
- ensure that our academic culture and structures are fit for purpose and support our ambitions in terms of an innovative and inclusive educational and student experience, enhanced research performance and impact, and growth in revenue;
- establish a financially sustainable academic model for delivery of our Aberdeen2040 strategic ambitions that acknowledges the impact of a reduced workforce; and
- support an effective and consistent approach to academic leadership.
Organisational Design (Professional Services)
We want to ensure Professional Services are optimally structured to support our academic endeavour and the future needs of the University as a whole. We will seek to address the impact of a reduced workforce across Professional Services and enable effective leadership across all services. The workstream will aim to:
- develop greater resilience across our teams;
- enable the development of leaner processes including greater use of technology; and
- support the delivery of new income generating opportunities.
Leadership & Governance
We want to review our governance structures and frameworks to ensure maximum effectiveness. The workstream will aim to:
- clarify the different responsibilities of Court, Senate and the Executive so that each can make an effective and appropriate contribution;
- consider our decision-making processes and delegations, with a view to streamlining; and
- establish arrangements which support best practice in governance and which support effective leadership practices.
People & Culture
People and Culture will, of course, impact on all our workstreams as it is a critical component in our long-term success. This specific workstream will allow us to actively review the values and behaviours that the University of Aberdeen should stand for across our community, in support of Aberdeen 2040, to help us drive innovative thinking and adaptability to the changing landscape faced by the sector. The project will aim to:
- consider our policy landscape and the relationship we want to foster with our employees and students;
- ensure we have the right processes and procedures to recognise and support great performance, innovative thinking and student achievement; and
- establish a new set of principles and values that will drive our culture and behaviour in the future to allow us to continually adapt for success.
Timeline
The Adapting for Continued Success Strategic Programme Board meets for the first time on Wednesday, 20 August; colleagues have already been working hard to enable the activities associated with the various workstreams to commence immediately thereafter. The overarching aim is for the programme to begin realising academic and financial benefits to support the 2026/27 financial year.
Engagement
The new operating model will be developed in line with our commitment to openness, transparency and inclusiveness. We will provide opportunities for stakeholders across the University to share ideas and suggestions and to give feedback on proposals as these emerge. More detail on these opportunities will be shared in the coming weeks.
In the meantime, we have created a dedicated website for the programme which provides more information, including details on drivers for change, and expected benefits. Further information will be added to the site over the coming weeks as the programme progresses.
Financial Recovery Group
The Adapting for Continued Success programme replaces the work of the Financial Recovery Group. That Group provided helpful insights and suggestions on addressing our financial challenges. We would like to thank the Group plus those who took time to share their ideas. An update on how your suggestions have been taken forward can be seen in our second You Said We Did Exercise.
Routine updates will continue to be provided on our financial position and progress as part of the Three-Year Financial Plan which was approved by the University Court in June.
Best wishes
George, Pete, Fraser, Hulda & Nick
George Boyne
Principal & Vice-Chancellor
Pete Edwards
Acting Senior Vice-Principal
Fraser Bell
Chief Operating Officer
Hulda Sveinsdottir
Acting Chief Governance Officer & University Secretary
Nick Edwards
Acting Director of People