[et_pb_section fb_built=”1″ specialty=”on” _builder_version=”3.17.6″][et_pb_column type=”2_3″ specialty_columns=”4″ _builder_version=”3.0.47″ parallax=”off” parallax__hover=”off” parallax_method=”on” parallax_method__hover=”on”][et_pb_row_inner admin_label=”Row” _builder_version=”3.0.47″][et_pb_column_inner type=”4_4″ saved_specialty_column_type=”2_3″ _builder_version=”3.0.47″ parallax=”off” parallax__hover=”off” parallax_method=”on” parallax_method__hover=”on”][et_pb_post_title featured_placement=”above” _builder_version=”3.17.6″ locked=”on”][\/et_pb_post_title][et_pb_text _builder_version=”3.17.6″]<\/p>\n
Dr Julian Skyrme, Director of Social Responsibility, talks about the many examples of staff living our values in a difficult time, and the volunteering opportunities that colleagues can get involved in. <\/strong><\/p>\n Theories of disasters point out that during major societal crises the needs of individuals and society move closer together: we develop a greater sense of belonging and commonality and we tend to bring out the best<\/a> in ourselves and our organisations. All of this has been evident across our University community since the extraordinary events brought on by the coronavirus (COVID-19) pandemic.<\/p>\n Whilst many colleagues have continued to perform vital roles supporting thousands of our students who remain in our Halls of Residence and elsewhere in Manchester, boundaries between work and home<\/a> have completely broken down for those of us adjusting to working remotely. Like many I\u2019ve found it almost impossible to multi-task between the personal and the professional.<\/p>\n As well as seeing inside the living rooms, kitchens and studies of many colleagues on Zoom, a typical day for me has involved simultaneously acting as a nurse (my seven year-old daughter has been very ill with COVID-19), concerned son and neighbour (my Mum and next door neighbours are in their 70s with underlying health conditions), teacher (navigating home-schooling for both of my children), referee (stopping them arguing!), chef (or more accurately, using endless snacks as bribes for some peace) and of course being a busy professional (especially adjusting to working remotely).<\/p>\n Nobody can be expected to juggle these unprecedented demands properly of course, which is why we\u2019ve published guidance and support for staff<\/a> navigating working from home and parental or caring responsibilities. I urge all colleagues to read through this and please speak with your line manager if you\u2019re finding your own circumstances a challenge right now. For parents struggling like I have, I found this advic<\/a>e from headteacher Caroline Newman about managing our expectations really helpful, and it\u2019s delivered in Britain\u2019s best accent.<\/p>\n Our University was formed to advance education, knowledge and wisdom for the good of society and we are still unique in British higher education for having social responsibility<\/a> as a core goal. This is now more important than ever as our whole community pulls together to support the local, national and international effort to protect and serve the public during these unprecedented times. We\u2019ve started to capture some examples of our response to the global pandemic on our dedicated coronavirus pages<\/a>, which will be continually updated. I wanted to share some inspiring examples of how our University has quickly marshalled our resources to support the fight against COVID-19 \u2013 through our research, our students, our operations and our public engagement.<\/p>\n Research<\/strong><\/p>\n Our researchers and clinicians across Greater Manchester are working to find ways to tackle COVID-19 and save lives through the establishment of a rapid response research group<\/a>. Already we\u2019re working with Public Health England to adapt expertise and laboratory equipment to test people for coronavirus<\/a>. We\u2019re accelerating clinical trial<\/a>s to advance treatments in intensive and critical care settings affected by COVID-19. And we are supporting evidence-based interventions to keep the workforce safe <\/a>in social care settings.<\/p>\n Students<\/strong><\/p>\n While many students have been adapting to wholly online forms of teaching and learning, others have found themselves on the frontline, for example as placement nurses, medics and pharmacists. These students have been supported by their course and programme leaders to assess different ways they can support the NHS, all whilst ensuring their safety and wellbeing. Students from all disciplines have been volunteering their time<\/a> supporting local organisations such as foodbanks, food distribution services and mutual aid groups in their neighbourhoods. Our community of 500,000 former students has also been supporting local, national and international initiatives to combat COVID-19.<\/p>\n Operations<\/strong><\/p>\n We\u2019ve been busy ensuring our operational processes, policies and guidance to staff are helping to support the national and regional drive to tackle COVID-19. In addition to supporting clinical staff to spend more time in hospitals and primary care settings, many staff have responded to the call for volunteers<\/a> wishing to offer their specialist skills for the NHS away from their core University role, beginning with those who have laboratory skills. We\u2019ve also produced guidance for health and social care qualified staff<\/a> who fall under the Emergency Volunteer Leave<\/a> rules in the new Coronavirus Bill<\/a>.<\/p>\n For other staff we are aligning to the Government\u2019s successful NHS Volunteer Responders<\/a> and the Mayor\u2019s Coronavirus \u2013 GM Support for Residents<\/a> scheme. Most of these initiatives are simple acts of kindness, such as keeping in touch with vulnerable people or food distribution. This should not affect your ability to carry out your University role, but always check with your line manager. And whatever you do follow NHS rules<\/a> on social distancing and self-isolating if you have any symptoms. I\u2019ve just survived fourteen days of self-isolation with my children and believe I probably deserve a medal, but really these are small sacrifices to protect the NHS and save lives.<\/p>\n We\u2019re also part of a nationally coordinated response to equipment sharin<\/a>g of assets such as PPE, chemicals, resources and coronavirus testing equipment, which is being expertly led by colleagues in the Faculty of Biology, Medicine and Health and the Faculty of Science and Engineering. We\u2019ve also opened our carparks for use by the NHS and a wide range of discussions happen every day about collaborating and sharing other facilities and expertise.<\/p>\n Public and civic engagement<\/strong><\/p>\n Since the outbreak of COVID-19 it\u2019s been clear that \u2018experts\u2019 have suddenly become more valued. Researchers have appeared more frequently in the mainstream media, trusted for the independence of their views. Policy-makers have also been keen to point out that they are following scientific evidence<\/a> and have been providing prominent public platforms for academic experts such as Professor Chris Whitty, Sir Patrick Vallance and Professor Neil Ferguson. In our own case Professor Cary Cooper<\/a> has been commenting across the popular press and broadcast media on wellbeing, leadership, unemployment and anxiety during the pandemic. Professor James Thompson has been documenting and sharing international examples<\/a> of \u201cartful care\u201d and artistic responses during this crisis.\u00a0We\u2019ve launched Manchester Museum in Quarantine<\/a> to bring sparks of joy, wonder and connection between our university museum collections, individuals and families around the world. And Professor Hugh Coe has contributed to evidence and debates on globally declining levels of air pollution<\/a> during COVID-19.<\/p>\n Lord Kerslake, who chaired the Civic University Commission<\/a>, said that being a truly civic university \u201cis not something that an institution can do in isolation. They need to work in collaboration with all of the key partners in their area\u201d. Civic engagement is at the heart of our new vision and strategic plan<\/a> because of the proud record we have in contributing to the wellbeing of our city region. The weeks and months ahead will be a challenging and uncertain time for us all personally, for the University and wider society. We need to look after ourselves, our families, our communities and our NHS. But it\u2019s also clear that our response to COVID-19 is bringing out the very best in our university community and offer inspiring examples of our values<\/a> and purpose to advance knowledge and wisdom for the good of society.<\/p>\n [\/et_pb_text][et_pb_post_nav in_same_term=”off” prev_text=”Previous” next_text=”Next” _builder_version=”3.17.6″ locked=”on”][\/et_pb_post_nav][et_pb_comments _builder_version=”3.17.6″ custom_button=”on” button_text_color=”#ffffff” locked=”on”][\/et_pb_comments][et_pb_text admin_label=”Related posts” _builder_version=”3.17.6″ locked=”on”]<\/p>\n Theories of disasters point out that during major societal crises the needs of individuals and society move closer together: we develop a greater sense of belonging and commonality and we tend to bring out the best in ourselves and our organisations. All of this has been evident across our University community since the extraordinary events brought on by the coronavirus (COVID-19) pandemic.<\/p>\n","protected":false},"author":521,"featured_media":3300,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":" [et_pb_section bb_built=\"1\" fullwidth=\"off\" specialty=\"on\" _builder_version=\"3.17.6\"][et_pb_column type=\"2_3\" specialty_columns=\"4\"][et_pb_row_inner admin_label=\"Row\"][et_pb_column_inner type=\"4_4\" saved_specialty_column_type=\"2_3\"][et_pb_post_title _builder_version=\"3.17.6\" featured_placement=\"above\" locked=\"on\" \/][et_pb_text _builder_version=\"3.17.6\"]<\/p> When I\u2019m out and about meeting staff I hear much debate about the why, what, when and how of change in our University. I wanted to share my thoughts on this often contentious topic \u2013 and hear your views too.<\/p> Early in 2020 we will launch our University\u2019s new vision and strategic plan \u2013 Our future. In order to fulfil Our future we need to ensure that we are in a financially sustainable position so that we have the funds to invest in the new staff, facilities and infrastructure which will be needed to bring our plans to life.<\/p> Our Financial Statements<\/a> for 2018\/19, which have been published following approval by the Board of Governors, confirm that more than 95% of our \u00a31.1bn income is spent on our core goals - on our staff and our students - to deliver research, education and social responsibility; with the remainder invested in the long term sustainability of our University. You can find a summary<\/a> of the Financial Statements on StaffNet.<\/p> However, this is a testing time for UK universities, due to the many external factors that have an impact on us - current home tuition fees are falling in real terms, whilst our costs (not just pay but non-pay too) are increasing. There are further and even greater tuition fee funding risks outlined in General Election manifestos as well as a range of Brexit-related risks that could affect our operations. The Office for Students (OfS) demands that we demonstrate both value for money for our students and our financial sustainability (in the sense of being able to invest to deliver our ambitious strategy, rather than survival). There are, of course, also ongoing unresolved national issues around pay and the continuing challenges around funding pensions in the higher education sector.<\/p> Our Financial Statements show an improved operating surplus (3.7% of income compared to \u00a324.7m (2.3%) in 2017\/18), with a rise in income from tuition fees, education contracts and research. As I mentioned earlier, we re-invest the surplus we achieve each year in activity in line with our strategy. Recently our funds have been used to create some new academic and Professional Services posts; to invest in key infrastructure including IT; to invest in some new buildings like our student accommodation at Unsworth Park; to improve the student experience by funding more full-time Residential Life staff and to upgrade a range of buildings and research and teaching spaces and resources. Increasingly it is also invested in environmental sustainability and meeting our ambitious carbon targets. So even when we are making difficult decisions in some parts of the University we continue to invest our surplus.<\/p> Whilst we have reported an operating surplus, our Board of Governors expects us to deliver a much larger surplus than this (at least 5%) if we are to be sustainable in the long-term. Our strategic change programme (including IT Modernisation<\/a>, the Student Experience Programme<\/a>, and the Research Lifecycle Programme<\/a>), alongside our continuous improvement plans, will ensure that we create the financial headroom to invest in people and facilities. The strategic change programme will also enable us to embrace new technologies and new ways of doing things that better support all our staff and students to be the best that they can be.<\/p> Yes, this means that some individual roles will change. New roles (some that we haven\u2019t yet identified) will be created and some roles will no longer be required. I appreciate that this will cause some uncertainty and where that is the case we will do everything we can to support staff, but the alternative is that we never change anything. If we fail to take advantage of advances in technology and develop more joined-up ways of working we will ultimately find ourselves outdated in the eyes of future students, funders and other stakeholders. Staff want to work for a progressive and successful institution, of which they can be proud. This means we cannot stand still.<\/p> When I talk to staff and students I often hear their frustrations about how difficult it be can be to get some straightforward things done, grappling with paper-based, manual and repetitive processes, on outdated systems and infrastructure, all of which serves to increase staff workloads. Everyone wants to do a good job, but regularly feel that our world-class status is earned in spite of our internal systems and processes, not because of them.<\/p> To deliver our new vision and strategic plan we will need to embrace new opportunities and face challenges with courage and determination. That will sometimes mean we have to make tough decisions and no-one is claiming it will be easy or that mistakes will not be made along the way. But where we do have tough choices to make we will commit to implementing changes fairly and with compassion to support the wellbeing of all our colleagues.<\/p> [\/et_pb_text][et_pb_post_nav _builder_version=\"3.17.6\" prev_text=\"Previous\" next_text=\"Next\" in_same_term=\"off\" locked=\"on\" \/][et_pb_comments _builder_version=\"3.17.6\" custom_button=\"on\" button_text_color=\"#ffffff\" locked=\"on\" \/][et_pb_text admin_label=\"Related posts\" _builder_version=\"3.17.6\" locked=\"on\"]<\/p> [related-posts-thumbnails]<\/p> [\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=\"1_3\"][et_pb_sidebar admin_label=\"Subscribe\" _builder_version=\"3.17.6\" area=\"et_pb_widget_area_3\" locked=\"on\" \/][et_pb_sidebar _builder_version=\"3.17.6\" area=\"sidebar-1\" show_border=\"off\" locked=\"on\" \/][\/et_pb_column][\/et_pb_section]<\/p>","_et_gb_content_width":"","_exactmetrics_skip_tracking":false,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-3244","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pslt"],"_links":{"self":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/3244","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/users\/521"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/comments?post=3244"}],"version-history":[{"count":8,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/3244\/revisions"}],"predecessor-version":[{"id":3305,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/3244\/revisions\/3305"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media\/3300"}],"wp:attachment":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media?parent=3244"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/categories?post=3244"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/tags?post=3244"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Related<\/h1>\n
Related posts:<\/h3>
Patrick Hackett: Operations and change\u00a0<\/h2><\/div><\/div><\/a>
Patrick Hackett: Working Together Charters - Actions speak louder than words<\/h2><\/div><\/div><\/a>
Stephanie Lee: Removing barriers and boundaries to learning<\/h2><\/div><\/div><\/a><\/div>
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Improving our financial performance will help to deliver our ambitious future plans, but we must also increase our capacity to create the funds and time to invest in our core goals. One of the ways we can do this is by changing what we do and how we do things.<\/p>Related<\/h1>