No 6329
Tuesday 10 December 2013
Vol cxliv No 12
pp. 156–217
The Council begs leave to report to the University as follows:
Lord Sainsbury of Turville has visited the University frequently over the year, including visits to Colleges and academic Departments, among them the Gurdon Institute, the Institute for Manufacturing, the Faculty of Economics, Judge Business School, and the Cavendish Laboratory. In addition to presiding at the Honorary Degrees Congregation and Guild of Benefactors Ceremony, he conducted the groundbreaking ceremony for the North West Cambridge site and spoke at the Second seminar on Sultan Qaboos Scientific Chairs. During the year he presented the final Chancellor’s Medals for Outstanding Philanthropy, awarded to those who made significant gifts to the 800th Anniversary Campaign, to HM Sultan Qaboos bin Sai’d, to Dr Yusuf Hamied, and to Mr Harvey McGrath. Among the College visits he undertook, the Chancellor opened the McGrath Centre at St Catharine’s College, presided at the 50th Anniversary of Fitzwilliam College, and visited Hughes Hall, Newnham College, and Clare Hall. He attended a briefing meeting on undergraduate admissions, and spoke at an event in London organized by the Gates Cambridge Scholars and the Bill and Melinda Gates Foundation.
The Vice-Chancellor, Professor Sir Leszek Borysiewicz FRS, addressed the University on 1 October 2012 on The scale of our ambition, noting the University’s growth particularly in the numbers of graduate students and postdoctoral researchers. He drew attention to the North West Cambridge development and commended it to the University as a bold and sophisticated means of fulfilling the University’s responsibility to its staff and students and planning for future growth. He undertook many national and overseas engagements on the University’s behalf, travelling to India, Singapore, the United States, Europe, the Middle East, and Australia. He gave the keynote speech at the Global University Summit in London in May 2013.
The Council is grateful to Professor Steve Young, EM, Professor Lynn Gladden, T, Professor John Rallison, T, Professor Jeremy Sanders, SE, and Dr Jennifer Barnes, MUR, for their service as Pro-Vice-Chancellor through the academical year.
The Council is defined by Statute A as the principal executive and policy-making body of the University, having general responsibility for the administration of the University, for the planning of its work, and for the management of its resources. It is declared to have power to take such action as is necessary for it to discharge these responsibilities. It also performs such other executive and administrative duties as may be delegated to it by the Regent House or assigned to it by Statute or Ordinance.
The Council’s Statement of Primary Responsibilities (annexed to this Report) is reviewed annually together with its Standing Orders, the Code of Practice for members of the Council, and the Statement of Corporate Governance. The Council, during 2012–13, also adopted a statement setting out the role of the Council and of individual Council members as charity trustees.
The Council continues to discharge its responsibilities through ordinary regular meetings (eleven each year) and, as necessary, special meetings; scrutiny of business through the Business Committee, the Executive Committee, and other committees; and through receipt and approval of routine business by circulation. Business is monitored and managed through the regular consideration of work plans. The Council has continued to hold two strategic meetings a year, one in September and one in the spring. Most material considered by the Council is available to members and staff of the University on its website at http://www.admin.cam.ac.uk/committee/council/.
The membership of the Council changed on 31 December 2012 in consequence of the biennial election of half of the membership.
The Nominating Committee for members of the Council in class (e), chaired by Mr John Shakeshaft, met on four occasions during the summer and early autumn of 2012 and brought forward recommendations to the Council. Graces were submitted to the Regent House on 24 October 2013. Dame Mavis McDonald was reappointed and Professor Shirley Pearce and Mr Mark Lewisohn were appointed by Grace1 to membership in class (e) with effect from 1 January 2013. The latter replaced Dr Vanessa Lawrence who, as noted in last year’s Report had decided not to put her name forward for reappointment, and Mr Dominic Casserley, who decided to step down owing to other commitments. The Council wishes to record its thanks for their contributions to the work of the Council.
An election in classes (a), (b), and (c) also took place. The membership until 31 December 2012 and from 1 January 2013 is attached as Annex A.
In accordance with the provisions in Ordinance, the Council reappointed Mr John Shakeshaft to chair the Audit Committee.2
During 2012–13, the Council received a progress report on the North West Cambridge project at every meeting. Cambridge University Press and the Local Examinations Syndicate (Cambridge Assessment) report annually to the Council; the respective Chief Executive Officers and the Chairs of the Syndicates attend to present their reports and to answer questions. The Offices of External Affairs and Communications and of Development and Alumni Relations also report annually or more regularly as necessary.
In 2010–11, the Council appointed a panel to undertake a review of IT infrastructure and support in the University under the chairmanship of Professor Sir Keith Burnett, Vice-Chancellor of the University of Sheffield. The review panel published its initial findings in October 20123 and opened a period of consultation for discussion of its proposals. The recommendations of the final Report, as revised by the Council following remarks made in Discussion, were approved by ballot in July 2013.4 The main changes are:
• the formation of the University Information Services (UIS), under the supervision of the Council, from a merger of the University Computing Service and the Management Information Services Division of the UAS;
• the establishment of a new University office of Director of Information Services, reporting to the Vice-Chancellor, as head of the UIS;
• the replacement of the current Information Strategy and Services Syndicate by an Information Services Committee, reporting jointly to the Council and the General Board.
The proposals will take effect from 31 March 2014 or such later date as the Director of Information Services takes up post in the University. In the meantime, a transition advisory group, working under the existing governance arrangements, will carry out preparatory tasks, including the drafting of an implementation plan for the Report’s proposals.
The Council, at its meeting on 26 November 2012, agreed to establish a review committee to look at the governance, management, and funding of sport in the University. The committee, chaired by Professor Jeremy Sanders, Pro-Vice-Chancellor for Institutional Affairs, has reviewed background material, and received written and oral evidence. It has recently published a consultative report for the Council to review, with a view to discussion of that report during a period of consultation before submitting a final Report to the Council in 2014.5
The Council, at its meeting on 18 February 2013, agreed to establish a committee to undertake a review of the statutory provisions and regulations for nominations and election to the Chancellorship. The committee, chaired by Sir Graeme Davies, has met on four occasions and will forward a Report to the Senate during the Michaelmas Term 2013.
Approval in principle to the proposed New Statutes, and the introduction of Special Ordinances, was given by Grace of the Regent House on 9 November 2012.6 A small number of further revisions were made in the light of consultation and review, and a final Report seeking substantive approval for the New Statutes was issued by the Council on 29 May. Following a Discussion, substantive approval (subject to approval of Her Majesty in Council) was given to the repeal of the existing Statutes and the enactment of the New Statutes by Grace on 12 July 2013.7 Draft Special Ordinances were also approved, conditional upon the enactment of the New Statutes. Approval of Her Majesty in Council of the New Statutes is expected in 2014.
A further Report concerning certain consequential amendments to the Ordinances was approved by the Regent House on 6 December 2013,8 in anticipation of (and conditional upon) receipt of approval of the New Statutes.
The amendment of Chapter VI of Statute U and the adoption of a new Grievance Procedure for officers, which was approved by the Regent House on 27 July 20129 and referred to in the Annual Report for 2011–12, became effective on the approval of Her Majesty in Council on 13 March 2013.
In its last Annual Report, the Council reported that it had approved in principle a proposal for the introduction of electronic voting (with a retained provision for paper voting) in all ballots of the Regent House. A working group, chaired by the Principal of Homerton College, met during the Research Period and the Michaelmas Term of 2012 and brought forward a Report which the Council approved for publication at its meeting on 21 January 2013 and which was approved by Grace on 15 March 201310 implementing electronic voting with effect from the promulgation of the Roll of the Regent House on 6 November 2013.
There were a number of changes in Audit Committee membership during the 2012–13 year. From 1 January 2013, Mr Nick Martin and Mr Mike Starkie stepped down as class (c) members and were replaced by Mr Peter Doyle, Chief Financial Officer for The Grosvenor Estate, and Ms Janet Legrand, Senior Elected Board Member of DLA Piper. Mr Bob Dowling, a member in class (b), was replaced by Mr Mark Lewisohn, Vice Chairman, Investment Banking, UBS Investment Bank; and Professor Lindsay Greer, a member in class (d), was replaced by Professor Nigel Slater, Head of the Department of Chemical Engineering and Biotechnology. The Council is grateful to all of these individuals, internal and external to the University, who give their time and expertise in support of the Audit Committee’s work.
In November 2012, senior officers of Cambridge University Press attended the Audit Committee for a discussion of the Press’s strategy and its implementation. The Committee was informed of improvements in the provision of digital services and the development of the Press’s relationship with Cambridge Assessment with the aim of identifying opportunities for collaboration in international markets. One of the most significant challenges for the Press is to maintain the right balance between implementing new systems to improve the internal operation of the organization and responding to the changing external environment so as to pursue the appropriate business strategy for the Press. Following this meeting the Audit Committee agreed that it was reassured that satisfactory internal controls were in place. It recommended that the Joint Oversight Group, which had been set up to oversee the changes taking place in the Press, be disbanded with effect from March 2013. Reporting now continues under a new standing agenda item with business brought forward as necessary by the Chair of Cambridge University Press Audit Committee, Professor Sarah Worthington.
The Woolf Working Group, which had been formed to review the University’s procedures against the recommendations of the Woolf Inquiry Report, submitted a report to the Audit Committee in March 2013. The Working Group had asked key representatives of the offices and committees in the University to review procedures in the four key areas covered by the Woolf Inquiry, namely ethics, graduate admissions, donations, and ‘incidental links’. In each case, representatives had commented on the relevance of the Woolf recommendations for Cambridge. In conclusion, the Working Group was substantially reassured that the University’s policies and procedures were effective and fit for purpose. The Audit Committee endorsed the Group’s recommendations and commended them to Council.
One of those recommendations was that the role of the Council’s Executive Committee should be expanded to act as an advisory body on questions relating to funding for University research and international activities (or for any other purpose), as well as for donations. The Executive Committee considered and agreed a revised title for the Committee in order to take account of this wider remit and approved terms of reference. The Council, at its meeting on 15 July 2013, approved the revised terms of reference and a proposal that the Executive Committee be renamed the Advisory Committee on Benefactions and External and Legal Affairs.
As part of the overall process of seeking assurance on the Colleges’ use of HEFCE funds, an annual meeting is held with representatives from the Colleges. Following this year’s meeting, an informal workshop is to be held in September 2013 with representatives from the Bursars’ Business Committee. The workshop will focus on exploring opportunities for collaboration between the University and the Colleges in the context of potential shared services and initiatives designed to provide better value for money for both.
The Committee received an annual review of the University’s policy against bribery and corruption. The review summarized the actions that had been taken to implement the policy across the University including details of reported bribery and fraud. Work is set to continue over 2013–14 to ensure that the subsidiaries adopt the University’s Policy and to develop more specialized training for staff in the International Office and the Development Office.
Risk management is a standing item on the Audit Committee’s agenda. In its last Annual Report the Council reported that it had approved a new emergency and continuity planning framework, emergency management policy, and an updated continuity planning policy. There had since been a significant review of emergency management arrangements and, as a result, revised emergency response plans at University and local level were approved by the Council, on the recommendation of the Risk Steering Committee, at its meeting on 26 November 2012. The new plans encompass both the emergency management and business continuity aspects of emergency response.
At the meeting in July 2013, the Committee considered a new three-year internal audit plan effective from 2013–14. Key planned audits include the merger of MISD and UCS; cyber security; internationalization; change management (in relation to the transfer of the Medical Research Council and Cancer Research UK institutes); and the North West Cambridge project. The Audit Committee agreed that Deloitte’s service levels are to be tested against other providers via a market testing exercise due to commence in Michaelmas Term 2013 in line with HEFCE recommendations that there should be regular reviews.
The Council oversees planning and resource allocation matters through its Planning and Resources Committee (PRC), a joint Committee of the Council and the General Board. A significant proportion of the PRC’s work during the course of the year is concerned with the preparation of the University Budget and five-year financial forecasts, which are reported in detail in the Report on the Financial Position of the University which also recommends annual allocations from the Chest. The Budget position for the coming five years is slightly favourable to the plan previously reported, due to a number of small variances. However, the overall position of the University remains finely balanced, with a projected surplus in 2016–17 of only £0.3m. There are a number of significant financial risks on the planning horizon including, for example, the forthcoming triennial valuation of the Universities Superannuation Scheme, the impact of the reform of state pensions, the outcome of the Research Excellence Framework, and possible levels of inflation on items such as pay, energy, and construction costs. Accordingly, the PRC has issued guidance for the next Planning Round which allows for a prudent 1% increase in allocations to institutions. An issue that concerns the PRC is the extent to which Chest-derived reserves, particularly in the Schools, continue to rise despite the challenging economic circumstances. They have agreed to work closely with Schools during the coming Planning Round to understand the reasons for this, and to ensure that reserves are proportionate to risks, and that risks are being managed at the appropriate organizational level in the University.
The PRC is also responsible for the University’s capital planning, and for making allocations from the Capital Fund. It has been clear over the course of the previous academical year that the appetite for capital investment in buildings remains high, with major academic developments planned at West Cambridge, the Cambridge Biomedical Campus, the New Museums site, and the Old Addenbrooke’s site. The ten year (to 2020–21) cumulative cost of projects currently in the Green Zone (that is, projects which have the highest level of approval that the PRC is able to give before consent is given to proceed) is £622m of which £330m is projected to be from the Capital Fund. Calls on the Fund outstrip its capacity. The Planning and Resources Committee will therefore continue to scrutinize closely the academic and business case for new buildings, and will review all projects currently in the Green Zone to ensure that opportunities for securing external funding have been fully explored. For example, the University has secured £21m in government funding from the UK Research Partnership Fund to construct the Maxwell Centre, an interdisciplinary centre on the West Cambridge site that will form closer links between the ‘blue skies’ research that takes place on the site and industry.
The Council continues to monitor, through the PRC, the cost of providing an undergraduate education at Cambridge. Following comments about the methodology for making the calculation, a working group has been established, with representation from the Cambridge University Students’ Union, to continue to develop the method. Agreement has been reached on the treatment of University costs; the Group is now turning its attention to College costs and has invited representation from the Colleges. It will consider the costing of other types of student in due course.
To assist in longer term strategic planning, a set of sustainability metrics has been developed covering the full range of the University’s operations. These will allow the Council to track performance over time and make comparisons with cognate institutions where comparable data are available. The metrics are consistent with the proposals for a new annual sustainability assurance report (ASSUR) to HEFCE and are being further developed in that context.
Long-term investments are held in the Cambridge University Endowment Fund (CUEF) managed by the Investment Office with oversight by the Council’s Investment Board. The investments held in the CUEF are intended to support the University’s current and future expenditure for the very long term out of the monthly distributions. Investments in the Fund are selected and combined to optimize the expected future long run total return bearing in mind the expected future volatility of the return. The Council receives an annual report about the performance of the CUEF through the Finance Committee. The investment return of the CUEF in the year to 30 June 2013 was 20% and the Fund had returned an annualized 8.3% growth in the five years since the Investment Office’s managerial performance had been measured. These figures were favourable both to national and international benchmarks and to the Fund’s own investment objectives (a long-term absolute return of RPI + 5.25%). The strong performance had also lowered the distribution rate as a percentage of the year-end fund unit value. The Council is pleased to note that these returns are being achieved within the parameters of acceptable risk.
The government’s Spending Round announcement was made on the 26 June 2013. The outcome for the Department for Business, Innovation and Skills (BIS) was less unfavourable than for some other government departments. The announcement relates only to 2015–16 and BIS has not yet outlined how any cuts might be implemented. The Council will continue to closely monitor the implications of the new funding regime. The Council welcomed the government’s decision, following extended discussions with the sector, that the current budgets for the MRC and for medical education should not be moved into the Department of Health.
The Council has noted the HEFCE’s intention to consult on changes to the Financial Memorandum with Higher Education Institutions (HEIs) and will engage fully with the consultation process.
The CUC has also indicated that its Governance Code of Practice will be subject to consultation and revision over the forthcoming year. It is believed that the revisions will take account of the plurality of systems of governance within the sector and will be based on principles rather than prescription.
Teaching and research are the responsibilities of the General Board and of the Schools, Faculties, and Departments. The General Board report annually to the Council. Their Report for 2012–13, annexed to this Report, comments in greater detail.
Amongst the developments described more fully in the General Board’s Report, attention is drawn to the Board’s approval of a Learning and Teaching Strategy for 2012–15 (http://www.admin.cam.ac.uk/offices/education/strategy/strategy.pdf). The Board’s Education Committee’s remit now encompasses all aspects of the University’s educational provision, across all categories of student. Examples of the Committee’s broader range of interests include: approval of a Code of Practice on Reasonable Adjustments in the teaching and examining of disabled students; scrutiny of the work of the Boards of Examinations, of Graduate Studies, and of Executive and Professional Education; the approval of additional non-member awards; and the examination arrangements for Master’s degrees.
The University was subject to a QAA Institutional Review in March 2013, the outcome of which was satisfactory. The QAA Report can be found on the Agency’s website at http://www.qaa.ac.uk/institutionReports/reports/Documents/RG1153-Cambridge.pdf. The General Board have approved an action plan in response to the Review’s recommendations (http://www.admin.cam.ac.uk/offices/education/reference/qaa_action_plan.pdf). The General Board also contributed to a QAA Consultation on a risk-based approach to future national quality assurance processes.
The Council was pleased to note that, notwithstanding the financial climate, research income has grown by 8% compared to 2011–12, with a particularly strong contribution from EU-funded research, which is up by 18%. This is further evidence of the quality of the University’s research and the commitment of Principal Investigators across the University.
Preparations for the University submission to the 2013 Research Excellence Framework, led by the Pro-Vice-Chancellor (Research), have required the engagement of the academic community throughout the University towards the submission deadline of 29 November 2013.
In the area of compliance, the implementation of the rapidly evolving policy on Open Access gained momentum (https://www.openaccess.cam.ac.uk). In July 2013 HEFCE confirmed that compliance with the UK Concordat to Support Research Integrity (published in July 2012) will become compulsory for HEIs as a condition of grant funding. This will require additional work both centrally and in Departments to provide the necessary assurance.
The Research and International Strategy Offices work closely together to support the University’s major international research partnerships. During 2012–13 there has been a particular focus on relationships in Singapore, India, Africa, and Brazil. The Cambridge CARES programme on the Singapore CREATE Campus was formally launched in April 2013.
Following the publication of the Notice regarding these proposals on 24 October 2012,11 the Grace to approve the changes was passed on 2 November 2012.12 The changes to the CPS were implemented on 1 January 2013.
The Equal Pay Review 2012 was completed and reviewed by the Council at its meeting on 26 November 2012. There has been some improvement in gender equality in relation to pay, but progress remains slow. New recommendations have been agreed and are being progressed.
The University developed the Senior Gender Equality Network, engaging over 140 senior colleagues and culminating in the identification of priority issues and actions for implementation. These were presented to the Vice-Chancellor and the Network members in June 2013 and will be taken forward under the governance of the Gender Equality Group in 2013–14.
Work to achieve Athena SWAN Awards has increased significantly and in November 2012 the University submitted a successful renewal of its Bronze Award. Departments were also supported in their submissions, resulting in Chemistry, Engineering, Materials Science and Metallurgy, and Veterinary Medicine gaining Bronze Awards and Clinical Medicine gaining a Silver Award.
The University also received funding from EPSRC to undertake a number of new gender initiatives. These included: the delivery of a series of personal and professional development workshops for women staff; skills-based sessions on mentoring to support the University’s CV Scheme; provision of ‘Emerging Leaders’, a development programme for researchers; piloting a new Returning Carers Scheme to support academic staff returning to research following a career break for caring responsibilities; and undertaking staff surveys as part of Athena SWAN submissions.
A sub-committee chaired by the Pro-Vice-Chancellor (Institutional Affairs) was set up in Lent Term 2012 to review aspects of senior Pay and Reward in response to significant changes in the external employment market that were affecting the University’s capacity to recruit and retain senior academic and academic-related staff.
A consultation paper was published in Michaelmas Term 2012 and a consultation exercise conducted. A revised Report on amendments to the Second Joint Report on the Pay and Grading Scheme for non-clinical staff was published in Lent Term 2013 and final recommendations approved by the Regent House on 31 May 2013.13
The main changes, which will be implemented with effect from 1 January 2014, are:
•The scale of stipends for the University Senior Lectureship will be extended by two contribution points with an associated contribution reward scheme.
•The scale of stipends within each band of Grade 12 will be extended (bands 1–3 by two points, band 4 by six points).
•Market supplements to be replaced with:
– Advanced Contribution Supplements (for Academic staff);
– Market Pay (primarily for other staff categories).
The Council annually receives a report from Cambridge Assessment. The Chair of the Local Examinations Syndicate and the Chief Executive of Cambridge Assessment and Chairman of OCR attended the Council’s meeting on 15 July 2013. They reported that the educational landscape was changing rapidly, and technology innovations were leading to an increase in the digitization and personalization both of learning content and assessment. Cambridge Assessment’s revenue was also impacted by the volatility of national policy on qualifications. The market environment remained competitive. There was, however, a continuing growth in demand for English language learning and international education and for specialist expertise to support educational reform programmes in developing countries. In responding to this, CA would: continue to invest in international growth; take measures to stabilize its UK general qualifications activity; increase collaboration with CUP and exploit the competitive benefits of the Cambridge brand; continue the programme to upgrade its IT systems; increase investment in technology; and work towards moving its offices into a single site operation co-located with CUP’s Shaftesbury Road site.
Developments in the reporting period included new joint branding with CUP for Cambridge English and the establishment of an Admissions Testing Service. The turnaround time for the delivery of results had been reduced and there had been an increased frequency of sessions. Cambridge International Examinations had experienced an increased UK uptake of IGCSE and Pre-U. CIE had also increased contract work, including advising governments on curriculum reform. A new office in Singapore had been opened.
The Council was pleased to note that the future growth forecast remained strong. Revenue for the 2012–13 financial year had increased over the previous year and there was a good surplus from trading. 30% of the annual operating surplus is transferred to the University and applied for capital purposes.
The Council annually receives a report from Cambridge University Press. The Chair of the Press Syndicate and the Chief Executive of CUP attended the Council’s meeting on 17 June 2013. They reported that significant progress had been made across a whole range of the Press’s activities in the past year. In particular, there had been an improvement in the financial management, information, and controls systems; governance arrangements had also been enhanced through the establishment of an Operating Board and by reinforcing the Press’s Audit Committee (see p. 159). An English Language Teaching (ELT) and Education Publishing Committee had been set up to work in parallel with the existing Academic Publishing Committee. CUP’s relationship with the University represented a significant competitive advantage. With the advent of new digital distribution channels and devices, the expectations of academic and learning professionals were changing, but publishing markets remained weak and uncertain. Over the forthcoming two years, CUP would seek to: accelerate digital transformation and innovation; further build on relationships with Cambridge Assessment and the University; drive efficiency with a view to increasing significantly the overall surplus by 2015–16; complete the next phase of the renewal of the back office systems; and foster a more innovative and responsive culture.
Notwithstanding a challenging financial climate, sales increased by around 7% with growth in each of the three main activities: academic books and journals; English Language Teaching; and education (content for schools). 30% of net surplus is returned annually to the University.
Following a resolution to grant outline planning consent for the overall site by Cambridge City Council and South Cambridgeshire District Council in August 2012, negotiations were undertaken with those authorities and Cambridgeshire County Council to secure the section 106 planning agreement, which deals with social and other issues arising from the development. This was agreed and signed in February 2013 and the planning consent legally secured, subject to the approval of site-wide conditions and Reserved Matters Applications for the various elements of the project.
In October 2012 a Report was submitted to the Regent House on the proposal for the development and a First Phase comprising some 530 ‘key worker’ residential units for qualifying University and College staff, approximately 300 post-graduate accommodation units, development sites for approximately 500 units for market sale to residential developers, and the local centre with shops, a supermarket, doctors’ surgery, and community facilities.14 A ballot on the Report was held in January 2013, the result of which was 1,499 in favour of the proposal and the First Phase and 73 against.
Subsequently architects have been appointed through a competitive process to design the various University buildings and landscape to RIBA Stage D, with other professional consultants. The infrastructure, landscape, and building designs are in the course of being submitted to the local authorities for approval.
In 2012, the Council agreed to a major investment in scaling-up Cambridge University Development Office (CUDO) and Cambridge Alumni Relations Office (CARO)’s operations and in bringing their development, alumni relations, and communications operations into closer alignment with each other and with the University’s Schools and Non-School Institutions. This followed recommendations from external consultants commissioned to advise on the University’s next phase of fundraising and the organizational structures necessary to support its ambitions to exceed the £1.2 billion raised through the 800th Anniversary Campaign.
The CUDO/CARO restructure was formally implemented from 1 May 2013, following a 90-day staff consultation period, and is now complete. The new organization will be called Development and Alumni Relations (DAR). Alison Traub, the new Executive Director of Development and Alumni Relations, arrived in post in June 2013; appointments have since been made of the Chief Operating Officer and to five new senior management posts; recruitment of the Director of Principal Gifts, and of new senior Schools-based fundraising roles, is in progress.
The new Code of Practice for a Collaborative Fundraising Model for Collegiate Cambridge was agreed between Colleges and the University in June 2013, and is now in effect. Its implementation is governed by the Joint Committee on Development (JCD), which is now chaired jointly by the Vice-Chancellor and the Chair of the Colleges’ Committee.
New funds raised for the University through the Development Office (CUDO) and Cambridge in America (CAm) during 2012–13 were £51.6 million, as of 31 July 2013. This was an increase of 59% on last year’s £32.5 million for the University from CUDO and CAm. This figure includes only new cash and pledges secured in this financial year. The number of gifts over £1 million increased by 75%, to fourteen, up from eight in the previous year.
Overall philanthropic income received from CUDO and CAm for the University in 2012–13 was £55.5 million; this includes all cash received during the year, including instalments against new and previous years’ pledges. This represents an increase of 37% over the previous year’s total philanthropic cash flow for support of the University.
A new e-communication, Philanthropy News, circulated to over 500 development and alumni relations professionals within the Colleges and University, was launched to share information and best practice.
The Alumni Relations Office (CARO) continued to expand its alumni engagement, reaching more than 200,000 alumni and supporters with its print communication, CAM magazine, and a regular audience of more than 130,000 through the monthly e-bulletin and mailings in conjunction with Departments. A new programme of international alumni events, Global Cambridge, was launched in collaboration with the Colleges and other University Departments. The Alumni Festival (formerly the Alumni Weekend) now sits under the Global Cambridge banner as its leading UK element.
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25 November 2013 |
L. K. Borysiewicz, Vice-Chancellor |
Andy Hopper |
Susan Oosthuizen |
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N. Bampos |
Richard Jones |
Flick Osborn |
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Jeremy Caddick |
Fiona Karet |
Rachael Padman |
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Stephen J. Cowley |
F. P. Kelly |
Shirley Pearce |
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Athene Donald |
Mark Lewisohn |
John Shakeshaft |
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I. M. Le M. Du Quesnay |
Rebecca Lingwood |
Jean Thomas |
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Nicholas Gay |
Mavis Mcdonald |
I. H. White |
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David Good |
Rosalyn Old |
A. D. Yates |
2Regulation 1(a) for the Audit Committee, Statutes and Ordinances, p. 1031.
The Chancellor and the Vice-Chancellor
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To 31 December 2012 |
To 31 December 2014 |
To 31 December 2016 |
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Elected as Heads of Colleges |
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Prof. Anthony David Yates, R Sir Christopher Hum, CAI |
Prof. Francis Patrick Kelly, CHR Prof. Robert David Lethbridge, F |
Prof. Ian Hugh White, JE Prof. Anthony David Yates, R |
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Elected as Professors or Readers |
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Prof. David Samuel Harvard Abulafia, CAI Prof. Dame Athene Margaret Donald, R |
Prof. Nicholas John Gay, CHR Prof. Andrew Hopper, TH |
Prof. Dame Athene Margaret Donald, R Prof. Fiona Eve Karet |
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Elected as members of the Regent House |
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Dr Richard James Barnes, EM Mr Robert John Dowling, SID Dr David Arthur Good, K Dr Rachael Padman, N |
Dr Nick Bampos, TH Dr Stephen John Cowley, SE Mr Ian Mark Le Mercier Du Quesnay, N Dr Susan Marian Oosthuizen, W |
The Reverend Jeremy Lloyd Caddick, EM Dr David Arthur Good, K Dr Rebecca Julie Lingwood, HO Dr Rachael Padman, N |
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External members |
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Dr Vanessa Vivienne Lawrence Dame Mavis McDonald (Deputy Chair) |
Mr Mark Lewisohn, CHR Mr John Shakeshaft, T |
Dame Mavis McDonald Professor Shirley Pearce CBE |
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Student members (to 30 June 2013) |
Student members (from 1 July 2013) |
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Mr Charles Bell, Q Ms Rosalyn Old, R Mr Sam Wakeford, TH |
Mr Richard Jones, JN Ms Rosalyn Old, R Ms Felicity Osborn, JN |
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Secretary: The Registrary |
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The Council has adopted this Statement of Primary Responsibilities.
The principal responsibilities of the Council are defined by University Statute A, IV, 1 which reads:
(a)The Council shall be the principal executive and policy-making body of the University. The Council shall have general responsibility for the administration of the University, for the planning of its work, and for the management of its resources; it shall have power to take such action as is necessary for it to discharge these responsibilities. It shall also perform such other executive and administrative duties as may be delegated to it by the Regent House or assigned to it by Statute or Ordinance.
(b)The Council shall have the right of reporting to the University. It shall advise the Regent House on matters of general concern to the University.
(c)The Council shall perform such duties in connection with financial matters as are assigned to it by Statute F, I.
(d)The Council shall make an Annual Report to the University, and shall initiate and submit a Grace for the approval of the Report by the Regent House.
(e)The Council shall have the power of submitting Graces to the Regent House and to the Senate. The procedure for the submission of Graces shall be prescribed by Ordinance.
(f)The Council shall oversee the work of all those institutions in the University which are placed under its supervision, and shall ensure that the University officers assigned to those institutions are satisfactorily performing the duties and fulfilling the conditions of tenure of their offices.
Pursuant to these responsibilities the Council:
•through its Finance Committee, its Audit Committee and the Planning and Resources Committee ensures the University’s accountability for the proper use of public funds;
•supervises the financial position of the University through its statutory Finance Committee;
•arranges audit through its statutory Audit Committee;
•conducts legal business and ethical scrutiny, especially in respect of the acceptance of benefactions and investment responsibility, through its Advisory Committee on Benefactions and External and Legal Affairs;
•discharges its responsibilities in relation to the University as an employer through the Human Resources Committee (HRC), a joint Committee with the General Board;
•develops University policy on the advice of the General Board and that of specialist advisory bodies;
•conducts planning and resource allocation through the Planning and Resources Committee (PRC) and the Resource Management Committee (RMC), both joint Committees with the General Board;
•deals with business about buildings and the University estate with the advice of the Buildings Committee (a joint Committee which reports through the PRC), and on the advice of the Finance Committee;
•informs and advises the Regent House through Reports, Notices and Graces, and through considering remarks made at Discussions;
•conducts the University’s relations with Government, HEFCE, other national bodies, and local and regional bodies;
•supports and advises the Vice-Chancellor and, either through him or her or directly, the Pro-Vice-Chancellors;
•supervises University institutions placed under its supervision, particularly through receiving reports, and also through the PRC and the HRC;
•through the Finance Committee exercises financial and some other supervision of Cambridge University Press, the Local Examinations Syndicate (Cambridge Assessment), University-owned companies and some free-standing bodies such as the Cambridge scholarship trusts;
•pursuant to Act of Parliament, discharges responsibilities for the University Student Unions through its Council Committee for the Supervision of the Student Unions;
•makes (or recommends) senior appointments (including the Vice-Chancellor, Pro-Vice-Chancellors, the Registrary and, through its Standing Appointments Committee established by Ordinance, Directors and other senior staff in the Unified Administrative Service;
•monitors risk management, emergency management and value for money surveillance;
•monitors the implementation of major projects, through special groups and the Information Strategy and Services Syndicate, and the Syndicate for the West and North West Cambridge Estates;
•through the work, initially, of the Transition Advisory Group and, once established, the Information Services Committee, monitors the provision of IT infrastructure and support;
•keeps University governance and similar matters under review;
•makes a statutory annual report to the University;
•monitors its own performance and effectiveness.
The Council has published the following statement (Statutes and Ordinances, 2013, p. 114):
In carrying out their functions as the principal executive and policy-making body of the University the Council will consult the Regent House on questions of policy which in the Council’s judgement are likely to prove controversial. They will do this by submitting a Grace to the Regent House for the approval of a provisional decision or statement of intention; where appropriate, such a Grace will allow for the expression of a preference between alternative options. The Council will give consideration to remarks made at any Discussion of such matters and to the outcome of any vote on them.