Nobody told me, being fair about it, that being a staff Governor was going to be a doddle of a job. And I’d say I was realistic about it all, and I certainly didn’t expect it to be a breeze. But it’s the lot of staff governors (me, the elected one, and the staff who are there by virtue of their post) to face up to the predictions and plans which review the really tough financial position of the University, and then come back to your everyday workplace and learn news about colleagues facing redundancy. That’s really demanding, and it comes with a new, uncomfortable feeling of being partly, but inevitably, responsible.
There was another Governors’ Away Day recently and you won’t need more than one guess to hit upon the topic of most discussions. Funds – and how we go forward, trying to still do what we’re good at, with far less resources. The Vice Chancellor spoke on a title of “The Glamorgan group to 2015 and beyond…” which was a really useful look at how the University’s strategic plan and mission will be taken forward in austerity times, and how we need to concentrate on three aspects of our raison d’être :
- What makes Glamorgan distinctive in a national and global context
- What we are passionate about and
- What drives Glamorgan’s economic engine.
I’d particularly welcome Blog readers’ points of view on these three points.
So here’s the thing: looking at, considering, working through, the Governors’ papers which show black and red figures for the faculties and departments is one thing. It’s clear we need to be in control of our finances and manage the process – we can’t just go with the flow. But then you come back to your desk and the guy who’s trying to nurse your PC to health is one of those whose post is at serious risk. Governors’ business in the boardroom is quite a ‘removed’ process, sterile and hygienic. Being a member of staff, a colleague with sympathies, is not. Far from it.