Broadfoot retires as uni vice chancellor
THE University of Gloucestershire’s vice chancellor Professor Patricia Broadfoot yesterday announced her retirement.
It comes at a time when the university is in financial crisis and seeking to save millions by the summer.
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Professor Patricia Broadfoot, vice-chancellor of the University of Gloucestershire
Professor Broadfoot, who earns £202,000 a year for her role including pension, will officially step down in July.
Deputy vice chancellor Dr Paul Hartley will take over as acting chief executive until a permanent appointment is made.
An announcement was made to all staff yesterday afternoon.
Professor Broadfoot’s leadership has been under question since October when it was announced the university’s Pittville and London campuses were to go up for sale with job losses imminent.
She has clashed with University and College (UCU) members who are threatening to strike during the May exam period if compulsory redundancies go ahead.
Major changes to the university’s faculties were also announced this week, with a reduction from four to three, beginning on August 1, as a way of saving cash.
Professor Broadfoot said: “I’m 61 and this is the time people think of retiring. You often approach retirement with mixed feelings but I have none of those.
“If the university were in the dire straits that it is sometimes painted, I would not have envisaged retirement, but it isn’t.“It’s time for the media to stop calling us the basket case down the road. We’re now a stronger university but we haven’t been very good about shouting about the things we do.”
The Reverend Malcolm Herbert, chairman of the university’s council, paid tribute to the vice chancellor. He said: “I’d like to thank Patricia for the significant contribution she’s made to the development of the university during her tenure and for her leadership over the last four years.”
Chancellor of the university, Lord Carey of Clifton, paid tribute to Professor Broadfoot’s “dedication”.
He said: “The professor has brought the university many gifts. “I’ve enjoyed working with her and admired so much her dedication and the way she worked tirelessly. “She has been an inspiring vice chancellor and we’re in her debt for her leadership at a time when all universities have been feeling the effects of severe economic crisis.”
The Bishop of Gloucester, the Right Rev Michael Perham, who is also pro-chancellor of the University of Gloucestershire, said: “She has brought to her office her academic reputation, her ambassadorial skills, and her genuine delight and interest in people and a real vision for the university.”
“Among her many contributions to our local life has been the way she worked to strengthen the university’s relationship to Cheltenham and Gloucester and the county.
“She is a very much a local person and we can look forward, I’m sure, to further contributions from her to the life of Gloucestershire.”
Paul James, leader of Gloucester City Council, wished Professor Broadfoot well in her retirement.
He said: “She has led the university through some very challenging times. I hope they will be able to recruit someone who will have the strength of leadership to sort out the issues the university has. Circumstances are unlikely to get easier as public spending tightens. The university is a huge part of Gloucestershire’s life. It already contributes to the economy and vibrancy of the city and county as a whole and has the capacity to develop this even further and flourish.”
Dr Hartley was educated at Sheffield City Grammar School and later Leeds University.
He holds a first-class degree in modern languages, and degrees of Master of Philosophy and Doctor of Philosophy.
He is the author of books and articles in the areas of applied language and German literature and has more than 30 years experience in higher education, having held senior management roles at Coventry University and the University of Gloucestershire.
COMMENT, by editor of The Citizen, Ian Mean: Business must play role in university’s survival
"THE message for Gloucestershire today after the bombshell news of the vice chancellor’s retirement must be that the county must fight to keep our university intact.
"It is sad that a brilliant academic like Patricia Broadfoot has decided to leave the fold after just four years.
But the job now is to ensure that our university’s financial base is stable, and the Government’s higher education finance arm – the Higher Education Funding Council for England (HEFCE) – is convinced that the university can stand on its own feet and is worth saving.
"Certainly everyone in Gloucestershire must believe that is the case. Otherwise, other educational bodies could quickly encircle the beleaguered university and gobble it up.
"The University of the West of England in Bristol has been watching with interest since the sad financial plight of our university has unfolded since late last year.
"How much debt does the university have on its books? That is not available, but it could be as high as £32 million. It has skated disastrously close to meltdown in the last 12 months, but hopefully is now pulling itself out of a deep financial hole with vital job cuts and cost efficiencies.
"That hardnosed business efficiency has been sadly lacking as the university has been forced to make major redundancies among teaching staff and, frankly, allowed the unions to have a major influence.
"Management of the financial crisis has been weak, as has been the whole marketing and communication of the university’s efforts. Its voice has been weak – it has not shouted enough about its good work.
"This is an university whose governing body has a high input of churchmen.
Is that the right balance of governance for what is a very big business? We believe not, and the whole operating structure of the governing board’s make-up must be changed.
"Our university is a big business and must be treated in that way. If it was in business on the high street, the administrators would have been circling before now.
"Our university simply must seek help from business people in the county who are sad to see what has happened to the institution many of them fought hard to develop.
"If the university gets out of its ivory tower, casts aside some of the arrogance which has been prevalent and seeks help it will be saved. If it fails to engage business, and our communities, it will be left floundering and vulnerable.
"That must not happen. We must not allow it to happen."
11 Comments
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by Sandra Jeans, Cheltenham
Saturday, March 27 2010, 12:51PM
“Dear Mr. Mean,
I was wondering just what precisely you meant by ¿allowed the unions to have a major influence¿? I¿m a former student and retired member of staff. I was also the Branch Chair of the academic staff union for some 13 years working alongside responsible and dedicated colleagues, who worked in partnership with the University (as the employer) in the best interests of the institution and its members (staff and students).
The University declares in various of its publications, including its Accounts, that it seeks to work in partnership with its trades unions. This is a fundamental principle of good management practice for which it has received acclaim through the work of the national Joint Negotiating Committee for Higher Education Staff. The University values include nurturing and respect for its staff and students, and ¿hardnosed¿ (your word) attitudes in ¿business efficiency¿ approaches have, I suggest, no place in any endeavour let alone an educational one. Business-like efficiency yes, but potential aggression and bullying no! The University must be a model of good practice in how it operates with its staff ¿ it has the development of young people in its care.
For many years there has been a healthy ¿tension¿ between the University (as the employer) and the recognised trades unions. This has been built on trust between both sides and is supported and encouraged by the Governing Body. Organisations which become adversarial between the employer and staff and their representatives become unhealthy and unsafe places to work or to study.
The University has developed jointly with its trade unions various policies, procedures, guidelines and codes of practice. Key amongst these is an Avoidance of Redundancy Procedure which was brokered through ACAS. Most important in this is the requirement for consultation at formative stages, and not when plans have formed, to meet legislative requirements. There is no excuse in the higher education sector not to be able to forward plan as it may take more than one year to close down an existing academic programme and start a new one. During such time students must be well supported by staff - they are paying for a quality service.
If people don¿t understand employment legislation, contractual agreements, and following due process then they should receive training to support them in their roles. Ultimately, it is the Governing Body/Board where ¿the buck stops¿ and their executive officers have rights to receive training and professional development. This does, of course, apply to both sides and trade union officers must be accredited to have authority to operate on behalf of members of staff, and must also consult and report as part of collective bargaining.
Yes, the people of Gloucestershire should be proud of their University, the earliest roots of which can be traced back to the Cheltenham Mechanics¿ Institute of 1834 and the Gloucester Mechanics¿ Institute of 1840. Those were enlightened times and the various colleges and schools which were set up, reformed or merged since that time have contributed to what the University is today.
A summary of the history and timeline may be browsed on the University web site.”
by Staffmember, Gloucester
Saturday, March 27 2010, 7:29AM
“You might like to look at the Times Higher article about Patricia retireing. It gives you a bit more about the whole situation at UoG and how this story has unfolded recently one comment suggests the following "Well, it seems that what Paul Bowler had said was true and is now being realised. The world now knows the truth, that Patricia Broadfoot was responsible for the deteriorating financial state at Gloucestershire with the shambles of the London Campus expansion, chasing a ridiculous speculative £40 million excursion into Blackfriars and no financial controls. It is widely known amongst staff that Paul Bowler had refused to make staff redundant while Patricia Broadfoot remained in post. Staff would welcome Paul Bowler back to let him get on with the job he was brought in to do, return Gloucestershire to financial stability before it is too late. Concerned staff at UoG"”
by Alex, Cheltenham
Saturday, March 27 2010, 7:15AM
“How on Earth can Broadfoot, Vice Chancellor of a lowly ranked university, earn more than the Prime Minister who manages the whole of the UK?
Absurd!”
by Will, Cheltenham
Friday, March 26 2010, 4:22PM
“As a local property developer I wrote to Ms Broadfoot a couple of years ago proposing a venture to support student accommodation - a large scale venture of considerable benefit to the Uni. It was a very strong proposal, one that has successfully worked at Warwick Uni ( a much more prestigious and forward thinking institution than the Uni of Glos).
I wasn't even given the courtesy of a reply to my letter. The least I would have hoped for is a letter to say "thanks but no thanks".
Sounds like it was time for Ms Broadfoot to move on and make way for some new energy and ideas anyway.”
by UCU, Gloucester
Friday, March 26 2010, 11:47AM
“The VC has presided over a period of unprecedented poor industrial relations and has attempted to circumvent the agreed policies, procedures and consultation channels in an attempt to steam roller changes that did not address the real cause of the financial crisis-namely debt. The University¿s salary bill is average for the sector and below average for Universities with comparable turnovers. The University¿s debt is the second highest in the sector and yet it is still planning to spend more on what they are terming a ¿reconfiguration¿ of the faculties which will mean that the proceeds from the sale of the London Campus will not be used to reduced the debt. UCU is still seeking to get the University to act more responsibly over its debts. One expert on HE funding and finances has said ¿Heavy borrowing, high gearing and the cost of capital projects, seem chiefly to blame for UG¿s poor financial position, rather than staff costs¿”