SYNERGY AGREEMENT

The Synergy Strategic alliance between the University of Glasgow and the University of Strathclyde was signed by both Principals in September 1998.
The two Universities have separate identities and missions which we intend to retain, but Synergy is a powerful way in which we can together enhance the strengths of each university. Opportunities in research collaboration allow us to create larger centres for activities and to explore exciting research possibilities across interdisciplinary interfaces. Opportunities for teaching collaboration allow us to make more effective use of resources and to offer more attractive course portfolios for students. Together, we can work together to promote the two Universities nationally and internationally and to promote the City of Glasgow with which we are so closely linked.

Since 1998, recognizing these benefits, there has been a substantial increase in the extent of collaboration between the two Universities. There are over 100 research collaborations. As of September 2002, there are 10 postgraduate joint degree awards and one joint department - the Naval Architecture and Marine Engineering Department.

This brochure is intended to reduce the time and costs of setting up further new collaborations. It provides details of options, issues to be considered in choosing options and guidelines on procedures, including University regulations. We hope you will find this useful. Further details about Synergy can be found on the web site.

Professor Andrea Nolan,
Vice-Principal, University of Glasgow
Professor James Love ,
Pro Vice-Principal, University of Strathclyde

on behalf of the Synergy Steering Committee, April 2003.

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MAKING SYNERGY WORK

As Synergy has developed we have learned a great deal about what makes for successful collaboration. We have also learned the pitfalls to avoid - so we hope these suggestions, from that experience, are helpful.

Rule 1 - Before getting deeply involved:

• Identify the benefits you expect
• Identify the benefits your partner expects
• Identify how much time and effort you are willing to put in to make it work
• Make sure that each partner does this.

In the most successful collaborations there has been the potential for real collaborative advantage for both 'sides'. It is more difficult and time consuming to work with two organisations than one. The two Universities have been working hard on ways of aligning our systems to make collaboration easier but we are two different organisations with different ways of doing things. This can complicate things. It is important that everyone involved from the outset believes the benefits to be worth the extra effort. Don't collaborate just for the sake of it - do it because there are real advantages.

Rule 2 - Make sure objectives are defined carefully and agreed jointly.

The best partnerships are ones where there is convergence of objectives and agreement on objectives and targets. If partners have a clear idea of where they want to go, this makes it much easier to see the way to get there.

Rule 3 - Make sure that the initiative is led by someone who believes it to be important and who will commit time to making it successful.

Collaborations have worked best where the leaders are able, respected and willing to champion the collaboration internally and externally.

Rule 4 - Design the collaboration so that it is most likely to meet its objectives - this may not be a 50/50 arrangement.

It does not matter whether it is a 50/50 split between the two Universities or whether one University has a larger role than the other. We have a wide variety of different arrangements within Synergy. Synergy is not about a winner and a loser - both Universities should gain but there is no reason why the proportions should be equal. It will all depend on what is appropriate in each situation.

Rule 5 - Always make clear in advance what resources you plan to make available,and how benefits and costs will be distributed, and make sure your partner understands and agrees this.

In successful collaborations there has been careful agreement on which resources each partner will supply to the collaboration. As the collaboration develops, this may evolve and change, but it has always to be on the basis of discussion and prior agreement to avoid unpleasant surprises.

Rule 6 - Agree realistic timetables and actions with provision for regular progress reviews.

Frustration can occur if one partner feels that the other partner is not pulling their weight, or giving the task as much priority. Agreed deadlines and monitoring points can help here. They may need to be changed because nothing ever works out exactly as expected but this can be handled if there is an agreement about processes. It may also be helpful to start slowly and build on success as you go along through the development of mutual trust. Identifying an appropriate jiont management/steering group at an early stage is helpful.

Rule 7 - Watch for snags which would otherwise hold up the grand plan.

We have had problems when initiators have passed on responsibilities to others who do not understand the objectives or the importance of the work. There are also examples of situations where initiatives have needed the help of others 'outside the loop' who have not understood the need for flexibility and co-operation. These problems are avoided when the leaders stay close to the initiative.

Rule 8 - Make sure that you understand the details that will need to be covered in collaboration.

For agreements to hold a joint seminar series, things may be fairly straightforward but they get more complicated with:

• joint modules or programmes
• joint research projects
• joint departments

We have found it helpful to spend time at the start of discussions to agree the details of resource allocation, administrative arrangements etc. The range of issues to be covered may be more extensive that expected. We hope this guidance booklet will help here. Please keep the Synergy Office informed of what you are doing and any changes you plan.

Rule 9 - Communicate, communicate, communicate and don't change the rules of the game without mutual agreement.

Trust and honesty are really important in making Synergy work and the best partnerships are ones where the partners are open with each other. If each partner has confidence in the other's commitment to the collaboration, this makes it much easier to handle changes as the collaboration develops. Since we are two separate organisations who have over many years competed in areas where we are now seeking to work together, this is really important!

Rule 10 - Try to understand your partner's political situation, as well as your own.

Because we are separate organisations, something which is easy to achieve within one system may be more difficult in the other and vice versa - processes and the politics may be different.

Rule 11 - Contact the Synergy Office if you would like advice and help.

Contact details are:

Synergy Office
C/o Office of the Vice Principal (Research)
10 Professors Square, University of Glasgow, Glasgow, G12 8QQ
Tel: 0141 330 3334 E-mail:
synergy@gla.ac.uk

[We appreciate the help of Professor Chris Huxham and Dr Siv Vangen of the Strathclyde Graduate School of Business with this section.]

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RESEARCH

• The Synergy Research Agreement
• Joint research proposals for external funding
• Research centres
• Joint post-graduate research training
• Research schools
• University Support for Synergy Research collaborations 
              -Information
              -Away-days, Seminars 
              -Pump-Priming Grants
              -The Synergy Fund 
              -Joint companies
              -Scholarships

• The Synergy Research Agreement

The Synergy agreement recognises each University as the other's preferred research partner. Staff are encouraged to look first for research partners within the two Universities, although this in no way precludes research collaboration with other institutions when this is more appropriate. Collaboration can take many forms: from informal networks to the operation of joint centres, research schools and companies. Research partnerships which involve more formal structures usually start in the first place through networking among academics, although there have been some examples where the initiative has been started "top-down". There is no need for formal approval for networking and joint research between the two universities unless new structures are needed. Nevertheless, it is very helpful if academics could let the Synergy Office know of such collaborations, since we aim to keep an up-to- date list of Synergy research. Clearly, where formal structures are involved, approval by Heads of Departments, Deans and others is likely to be necessary.

• Joint research proposals for external funding

There are many joint research grants held by staff in the two universities, ranging from small awards to multi-million pound grants for research centres. The two research offices are familiar with the handling of joint applications and the subsequent management of joint grants. Please apply to them for help with applications as necessary.
Contact points are:

University of Strathclyde:
Research & Consultancy Services, 50 George Street, Glasgow, G1 1QE, Tel: 0141 548 3707, E-mail: rcs@strath.ac.uk

University of Glasgow:
Research & Enterprise, 10 Professor's Square, Glasgow, G12 8QQ, www.gla.ac.uk/R-E/

Research and Enterprise University of Glasgow, and Research and Consultancy Services, University of Strathclyde, have agreed a joint code of practice, under the Synergy agreement, to ensure that they work effectively together to provide the best possible support of research and commercialisation. Copies are available on request from the Synergy Office or Research & Enterprise and Research & Consultancy Services.

• Research Centres

The two Universities already have a number of jointly run research centres including the Centre for Economic and Renewable Power Delivery (CERPD), Glasgow Strathclyde School of Scottish Studies (GSSS) and the Comparative Epidemiology and Informatics Group. Centres vary a great deal in size and in resources. They range from "virtual centres" which are groups of co-operating researchers with little dedicated resource, to fully fledged centres with staff and considerable autonomy. When considering setting up a joint centre which will have its own staff and resources this checklist may be useful:

Checklist for a Research Centre: The Concept:

• What are the objectives?
• Who are the competitors?
• What is unique about the centre which will make it succeed?
• What are the main risks that the centre will face?
• How strong is the collaboration and how committed are the partners?
• Is there a champion for the centre in each institution and can they work well together?
• What resources are available?
• What resources are required?
• Is there a funding gap and if so how might it be bridged?

If the decision is to proceed further, at the University of Glasgow advice should be sought from Research & Enterprise. At Strathclyde, Research & Consultancy Services should be consulted; such a proposal would first require Head of Department and Faculty approval. A substantial proposal would also require the approval of the University Management Group. A joint centre would require to be approved by both institutions but the same documentation should suffice for both. There are also ways in which urgent proposals can be "fast-tracked".
At the planning stage the following will need to be in place and approved by the universities:

Planning a joint research centre:

• A timetable, indicating targets and means by which they will be delivered
• A business plan with details of income flows and costs over a reasonable lifetime (normally the first five years), identifying the main risks
• Details of space and equipment requirements and agreement for their use
• Agreement on how benefits and costs will be shared
• Management and reporting structures, with involvement of both institutions
• Agreement on the identity of the administering university
• Agreement on employment contracts for staff

When the centre is up and running, the following will help it to succeed:

• Regular meetings of the members of the centre, overseen by the coordinator
• Regular meetings with external partners (as applicable)
• Actions to ensure the longevity of the centre
• Regular reviews of performance and targets
• Regular progress reports to both universities and any external partners

• Joint post-graduate research training:

The two Universities are now working more closely together in research training because:

• The taught element in post-graduate research training is increasing
• The two universities are already working closely together in a number of research areas
• There is a growing need to offer high quality training programmes to attract the best students and our combined resources are often the best route to this.

For the management of the instructional element of programmes, see the guidelines in the teaching section.
Some instances of joint supervision of research students already exist. In theory such arrangements may lead to an award of one or other of the Universities or to a joint award of both Universities. In practice procedural arrangements are much simpler for supervisor, students, Registry and Faculty Office if one or the other of the Universities takes the formal responsibility for all aspects of academic quality and standards and the student receives an award from the University. this is the approach we strongly recommend. This need not undermine genuine joint supervision arrangements and the final parchment can include eg "in association with the University of Glasgow/Strathclyde".

Successful joint supervision between two institutions involves very similar issues to joint supervision within one institution. The following checklist summarises key issues:

Key issues in joint supervision:

• The administering institution, under whose regulations the student will operate, should be agreed at the outset: the student will register with this University and be subject to its course and general regulations.
• The role of each supervisor should be clearly defined.
• Supervisors and students communicate regularly, record agreed objectives, programme content, timetable etc and agree on review processes and on any follow-up actions
• The physical location and working pattern of the student should be agreed
• Publication protocols should be agreed

Further guidance can be obtained from:

University of Glasgow:

The Planning Office,
The Gilbert Scott Building, University of Glasgow, Glasgow G12 8QQ,
Tel 0141 330 4120 E-mail: planningoffice@gla.ac.uk www.gla.ac.uk/services/planning/

The Senate Office,
Gilbert Scott Building, University of Glasgow, Glasgow, G12 8QQ
E-mail: j.mcallister@admin.gla.ac.uk
Tel: 0141 330 6063

University of Strathclyde:

Policy and Code of Practice for Postgraduate Research Programmes.
This updated version includes a proforma for seeking approval to jointly supervised research students.

• Research Schools:

There are many different definitions of research schools. They range from informal groups of researchers to groups of researchers with dedicated staff and resources. Typically they are a development of shared postgraduate research training programmes. A research school normally has some commitment to develop a joint research strategy which embraces the research interests and needs of staff as well as students. Successful research schools are characterised by the following:

• A research agenda which can only be met through collaboration and which is high in staff research priorities
• Capable, committed leadership
• External opportunities - particularly for income generation and financial support

Away-days are a good means of brainstorming opportunities in new areas. These are eligible for financial support from the Synergy Office (see below).

The Research Councils and other major funders such as the Wellcome Trust have specific requirements about the nature of postgraduate supervision and training and the quality of the postgraduate experience. More generally there is also the relevant section of the Code of Practice of the Quality Assurance Agency. Additionally the Funding Councils have jointly commissioned work on threshold standards for postgraduate training. Consultation on possible indicators has taken place, and is expected to lead to policy formulation which will affect the level of funding which the Funding Councils distribute to each institution for postgraduate research. It could be prudent to receive a briefing on these developments or to ensure that participants on an away-day are given relevant background material. Try to ensure that any briefing is not a constraint on creative brainstorming.

• University Support for Synergy Research collaborations

Information:
Information about the research interests of each University is found via each institution's web sites, but if the information needed is not available, please contact the Synergy office for help. The Synergy Office is also able to facilitate meetings to discuss emerging ideas for research collaboration if this is helpful, although it is not necessary to go via the Synergy Office unless you wish to do so.
Details of existing Synergy research collaborations can be found on the main Synergy web site.

Away-days, Seminars:
The two Universities are willing to provide financial support for meetings that are intended to explore new avenues of collaborative research between the two institutions. Please contact the Synergy Office. You will be expected to make a formal proposal that should include the following:

• Title of Away-Day
• Purpose of event, including what you would expect the outcomes to lead to
• Proposed programme outline
• Name of organisers from Glasgow and Strathclyde Universities including departments
• Probable number of people involved and their relevant areas of interest
• Proposed date and venue of away-day

In 2002-03 the funding available was up to £25 per person including VAT. Successful applicants for Synergy funding for away-days, seminars, workshops etc. are expected to submit a report to the Synergy Steering Committee within 28 days of the event. The report should include the following information: 

• Background information
• Aims and objectives of the event
• Programme details
• List of talks given (including short summaries)
• Details of any workshop sessions held
• Full list of participants
• Information on the departments involved
• The outcomes of the event
• Other research collaborations which have arisen as a direct result
• An implementation plan to follow up and monitor these collaborative opportunities
• Follow-up meetings between interested parties
• Timetable of likely events, e.g. grant applications, pilot experiments/studies etc

Pump-priming grants:
The Synergy Competition awards grants to help the development of proposals for collaborative research ventures between Glasgow and Strathclyde Universities.

This can take the form of financial support for administrative/teaching help to free up time (usually several weeks) to explore the viability of an idea or concept for collaboration - including away-days, or to draft collaborative grant applications etc. Applications for other uses of Synergy funds are welcomed. Where funds are awarded to pay for administrative or teaching help, it is expected that someone will be hired to take on those duties on a short-term basis.

Subject to availability of funds, the competition takes place annually. The maximum amount available is usually around £2000 per applicant with approximately 6 awards each year.

Annual competitions usually take place in February and are widely publicised on the Synergy web site and in the newspapers of the two universities. Administration is handled by the Synergy Office and decisions are made by a committee of Senior Officers from both Universities.

The Synergy Fund:

The Synergy Fund is a £4m fund owned jointly by both Universities. It has funds to aid staff with the early stages of commercialisation of novel and innovative technologies based on science and engineering, and can invest either into the University or into a spin-out company set up to commercialise the relevant technology. Subject to approval by the Fund Manager and certain guiding principles, sums of up to £150,000 per application can be made available. The Fund was created as a result of success in the first round of the University Challenge competition in 1999, organised by the Office of Science and Technology.

It is NOT a requirement of the Synergy Fund that applications should be joint ones from both universities. However, the Synergy Fund welcomes joint proposals, of which it is receiving an increasing number. It may be willing to exceed the award limit above for good joint proposals.

Initial contact should be made with Research and Enterprise, University of Glasgow or Research and Consultancy Services, University of Strathclyde who will be happy to discuss proposals and to offer advice and support in the application process.

Joint companies:

Both Universities have formed many spin-out companies from their research. Jointly owned companies or companies in which both Universities have equity stakes are also possible. This is a matter on which Research and Enterprise and Research and Consultancy Services will advise.

Scholarships:

Glasgow Strathclyde Universities (Synergy) postgraduate scholarships
Synergy postgraduate scholarships are funded by Glasgow and Strathclyde Universities. Each year, one award is made by Strathclyde, and one by Glasgow for jointly supervised projects. The first students on this scheme began their studies in October 2001.

Successful applicants for the Synergy scholarships must be of high calibre and it is unlikely that students with less than first class performance throughout will be successful. Successful applicants will demonstrate clearly how the award fits coherently with the Departments' overall research strategy and how it will either enhance existing Synergy collaborations or build meaningful new Synergy collaborations. In this way we hope to consolidate our existing collaborative research successes and to encourage new areas of combined research between our two universities.

Any applicants for Synergy postgraduate scholarships are also eligible to apply for the separate scholarships awarded by each institution. Details of competition dates and how to apply will be posted on the Synergy website, as well as being publicised by email to HoDs and Faculties at both institutions. See the Synergy website for further information.

Mac Robertson Scholarship
The Mac Robertson scholarship is open to any current postgraduate research student, from any discipline, at Glasgow and Strathclyde Universities. Preference will be given to students involved in collaborative research between Glasgow and Strathclyde Universities. This is a small grant which helps students to undertake approved activity preferably, although not necessarily, outwith Scotland. An individual scholarship will last for up to a maximum of one year from the date of the award (normally the start of the academic session), or from another date chosen by the Award Panel. The Panel will have sole discretion in deciding the size of the award made to scholars.

The aim of the Scholarship programme is to provide funding which will enrich and further the award- holder's academic experience and research achievements.

Further details can be obtained from Glasgow University's Student Recruitment and Admissions office (www.gla.ac.uk/sras E-mail: sras@gla.ac.uk).

Other Glasgow-Strathclyde Scholarships
In addition to the Synergy scholarships, external funding can be applied for, e.g. from a Research Council, for a Glasgow-Strathclyde PhD scholarship. Such students may receive a joint degree at the end of their studies, if their project has been agreed to be of a suitably collaborative nature. Please contact the Synergy office for further information.

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TEACHING

• Exchanges of teaching staff
• Sharing of modules
• Joint instructional programmes

There are a number of possibilities, each with varying levels of formality:  

• Exchanges of teaching staff
• Glasgow and Strathclyde students sharing common modules
• joint undergraduate and post graduate instructional programmes leading to joint awards of the two universities

This section deals with instructional programmes. Details of programmes for research students can be found in the Research Section.

• EXCHANGES OF TEACHING STAFF

There are no formal regulations which need to be invoked if a department wishes to use staff from the other institution. Departments can make their own arrangements and it is up to them to decide whether there should be any financial payments involved and whether the agreement is with individuals or between departments. University staff from both institutions are covered by insurance when working on the premises of the other. Please ensure that suitable staff are employed and that they are aware of relevant:

• health and safety guidelines
• any marking and examining obligations as well as teaching obligations
• course aims and objectives and quality assurance guidelines

It is advisable to inform the relevant Deans.

• SHARED MODULES

In certain instances the two institutions have agreed that Glasgow students may take modules approved by the University of Strathclyde and vice versa. The following basic guidelines have been agreed and may be further refined to suit specific degree regulations.

Identification of Modules for Sharing
Agreements will be made at departmental level and the departments concerned should agree on the modules to be made available to students in the collaborating university. Efforts should be made to find a convenient timetable for teaching and research for all concerned, taking into account the need for students to travel between both institutions.

Communication
This is the most important aspect of this agreement. There must be excellent communication between the departments, the students and the registries of both institutions. A Module Co-ordinator (agreed by both departments) must be appointed for each shared module. The Module Co-ordinator will be responsible for ensuring that both registries have the appropriate information about each shared module (module title, the course(s) that the module is to be part of etc) and for seeing that the shared module is publicised on web sites, in handbooks, etc.

Assessment
Both universities operate different assessment schemes. Assessment in shared modules will conform to the practice in the department delivering the module and where necessary the final mark will be converted (as agreed by the departments at the outset) into the appropriate format for the student's home institution. The Module Co-ordinator will be responsible for reporting student marks to the student's home institution in the format appropriate to that institution. The student's home institution will be responsible for recording and publishing the module result. Staff teaching shared modules should be invited to attend Boards of Examiners in each university.

Registration of students
Students will register at their home institution only. Each registry will determine whether and how to record the external module element of the curriculum for such students on their respective systems. At this stage, it is expected that students taking shared modules will only require access to the facilities of their home university.

Finance and Student Load
It is expected that there will be a comparable volume of student exchange so that cross charging will not be necessary. This will make the system simpler to administer.

Pitfalls to avoid with shared modules:

• Lack of clarity in financial arrangements so that one side feels unfairly treated
• Lack of clarity on objectives and operational arrangements
• Joint modules which do not fit with the degree programmes of which they are a part
• pre-knowledge needed by students
• duplication/overlap with other teaching
• Impossible timetables for students
• Imbalance in inputs - especially if not compensated financially
• Modules which are viewed as "second class" options by staff and students in the other institution
  

This document can be obtained from the Synergy Administrator, University of Strathclyde email a.bashir@mis.strtah.ac.uk

The memorandum provides for one of the two universities to be designated the lead institution whose main responsibilities are:

Via the relevant Department:

• To organise and keep records (including an Annual Course Report) of the Joint Course Committee and see that appropriate information is forwarded to both Faculties and Senates (through Faculty Offices and Registry) for information/approval as appropriate
• to organise and keep records (including student assessment results) of the Board of Examiners and see that appropriate information is forwarded to both Faculties and Senates (through Faculty Offices and Registry) for information/approval as appropriate

Via Registry, Faculty Offices and O&R Committee:

• scrutinising/implementing course regulations in accord with Senate policy and practice
• implementing and maintaining course and student data on the Student Record in line with course regulations
• Registering students, recording student progression and arranging graduations and parchments

The need to adopt this approach is because the detailed academic structures and processes and procedures of the two universities are at present different. By designating one university in this way, subsequent management of the programme in all its aspects is much easier. It significantly reduces administrative work and avoids confusion. For similar reasons we recommend that the administering institution does not normally change over time.

It should be noted that administrative responsibility should not be confused with the joint ownership and management of the programme. It implies no greater status or influence over the academic programme by one than the other and students receive a joint awards from both universities. Responsibility for management of the programme (say the role of programme co-ordinators) can, if you choose switch between institutions but we strongly advise you to keep to the administrative structures and processes of the original administering university. If at all possible, please involve the academic registrars of both for advice and discussions.

In line with the contents of the memorandum, a checklist of issues to be considered when setting up a joint programme is provided here:

• Checklist for setting up joint instructional programmes:

• Have Registry and Senate offices at both Universities been consulted at an early stage?
• Has the programme been through the required approval stages at both institutions, e.g. Faculty, Senate
• Which is to be the administering university, and are both happy with the decision?
• Has a Joint Committee been established?
• Has the programme been designed to meet the requirements of the administering institution for programme structure and degree regulations?
• Has market research and a competitor analysis been undertaken for the programme?
• Has a business plan been prepared and resource allocation agreed?
• Has a marketing plan for the programme been agreed, in consultation with professionals?
• Have quality assurance systems in accordance with the administering university been put in place?
• Have reporting systems in accordance with the administering university been put in place?
• Have systems for consulting students been set up?

As in other types of Synergy collaboration, the ultimate decision depends on both the attractiveness of the benefits and the degree of enthusiasm of both sides for the initiative. Joint programmes can be more attractive to applicants because the two combined Universities are able to offer more interesting subject combinations and ranges than a single institution, consistent with the need for the course to be a sound business proposition. The joint resources of both Universities can be used to promote the programme.

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JOINT STAFF APPOINTMENTS

The model which is currently recommended recognises and reflects current terms and conditions and arrangements in place in the respective institutions. To a large extent, the model relies on the maintenance of these arrangements, suggesting overriding processes only where necessary. It places considerable onus on the Head of department to become au fait with both Universities' systems.

Post Authorisation
Strathclyde and Glasgow authorise posts differently. Thus, the system appropriate to the employing institution should be adopted for the replacement of existing staff.

For new posts, it will be first necessary for the joint Deans to agree which should be the employing institution. Thereafter, the recruitment and selection procedure and support appropriate to the employing institution should be used.

For the purposes of candidate selection, it is recommended that representative voting members of the institution other than that to which the appointment is to be made be invited to sit on the interview panel.

The status of associate staff member should be offered by both institutions on a common and reciprocal basis to existing and future staff. This will cover:

• responsibilities to the Head of department and other department colleagues.
• Students
• Health and Safety, access to premises, employers and public liability
• Use of facilities
  

A model contract is available from the Synergy Office or from Human Resources Department, Glasgow University or the Personnel Department, University of Strathclyde.

Performance Review, Promotion and Reward
The Head of department will use the system appropriate to where the member of staff's employment lies.

Appraisal
We recommend a common methodology and timing for appraisal of all staff in the Department.

Grievance, Discipline and Dismissal Procedures
The Head of department will use whichever procedure is appropriate to the institution in which the member of staff is employed. If staff from both institutions are the subject of the procedures, a decision will be taken at that time which procedure will be used. In these circumstances both employing institutions will agree to implement decisions reached by the other.

Redundancy
Other than as specified in the Universities' Statutes, redundancy procedures and conventions are unwritten. In the event of a redundancy, a joint redundancy committee would be necessary to deal with issues of selection and redeployment.

Training and Development
Staff may access the training and development programmes available in both institutions.

Authority
An operating framework outside the department should be established. The two Deans, or other joint authority, must agree on a issues relating to authority to establish the operating framework of a merged department.

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MERGING DEPARTMENTS

• The Case
• The Model
• Issues

• The Case:

Any merger is a major decision for both universities with implications for both the merged department and for the universities as a whole. It is likely to involve major change for the academics and administrators involved and is not to be undertaken lightly. It is therefore essential that right from the earliest stage of discussion or consideration senior officers and deans of both universities should be informed and their guidance sought.
The two Universities encourage mergers when it is in both departments' interests and consistent with the overall strategy of the two Universities. The departments of Ship and Marine Technology (Strathclyde) and Naval Architecture and Ocean Engineering (Glasgow) came together to form a joint department, Naval Architecture and Marine Engineering in August 2001. The benefits which merger may bring which are not available to other forms of collaboration include:

• Larger critical mass for research
• facilitating infrastructure that would not otherwise be affordable
• research excellence in new combinations of research areas
• larger presence in internal research networks, increasing influence and research opportunities
• Economies of scale in teaching and administration
• improved efficiency of existing programmes
• improved content of existing programmes, increasing attractiveness to students
• possibility of new programmes
• more effective use of space
• higher quality and better recriutment through joint promotion of programmes
• More effective partnership than through other forms of collaboration because mutual commitment is stronger

For a merger to be worthwhile, the expected benefits should be substantial because there are high short-term costs:

• Set up of new administrative systems
• Set up of new financial systems
• Reorganising marketing - web sites, brands, recruitment etc
• Integration with strategy of two rather than one universities
• Reorganising teaching
• Possible physical moves for staff

• The Model

Mergers between the two Universities are new and we are working to ensure that simple and transparent models and processes are created. The general characteristics of the model that we recommend are:

A Model for Mergers

1. One University should be designated the administering institution with prime responsibility for handling financial arrangements, course approvals, assessment, quality auditing etc.

2. In addition to the department's own internal management structures, there should be a Management Committee to oversee the department and report to both Universities. The following members are suggested:

• Head of Department and Deputy
• A Dean from each University
• One senior officer from each University

3. Finances should be agreed annually by the department and the Universities and ring-fenced for an agreed period of time.

4. Staffing is a complex issue and should be the subject of early discussions with both Personnel Departments and Senior Officers.

5. Graduands receive a joint degree of both institutions and students are treated as students of both institutions.

6. Members of staff are eligible for membership of both University Senates and similarly are eligible to be members of their designated "home" faculty in both Universities.

The model can be adapted to suit specific circumstances.

If initial informal decisions suggest a merger as the way forward, a merger implementation committee will be set up with departmental, faculty and senior officer representatives, as well as representatives of service areas such as finance, estates, personnel, research services etc. The new department would receive central support in making the detailed arrangements for the merger.

Approval of the Courts of the two Universities is required for a merger. A detailed academic and business plan for the merged department has to be prepared as part of this process. Prior to Court, the plan is examined at Strathclyde by the Faculties and the University Management Group. Senate would also be invited to comment and would be required to approve joint teaching programmes.

At Glasgow University, a recommendation to Senate would be made to consider the formal collaboration between departments of the two institutions, and Senate would recommend to Court that a Committee is set up to explore the reality of establishing such a joint department. If it is agreed to proceed, a recommendation to create a joint department would be made to Court by an appropriate body via Senate (or Senate itself). If content with the proposal, Court would then agree by means of a formal Resolution to the establishment of the joint department, with any conditions relating to such establishment being added to the Resolution as an appendix.

• Issues:

  A checklist for use in the early days of consideration of a merger is:

  Early questions

  • What could you achieve in a merged department that you cannot achieve at present?
  • How big are the costs and benefits to the departments and to the universities?
  • What are the main risks involved?
  • Why is merger the best way to collaborate, compared with other options, at this stage?
  • Have you existing experience of collaboration which persuades you that the merger would work?
  • How supportive are staff in both departments towards a merger?

  The detailed academic and business case will require you to sort out:

  The Detailed Case

  • Alignment of degree schemes and Senate approval for the combined degrees
  • Initial financial audit of each department and forward business plan for the new department for next five years
  • Memorandum of Agreement between the universities
  • Departmental management structure
  • Organisational relationship with both Universities
  • Which University is to be the administrator
  • Staff employment arrangements
  • Staff appraisal and performance monitoring arrangements
  • New Head of Department
  • Relationship with students (who should have been informed of on-going Discussions)
  • Physical location issues and requirements for both research and teaching
  • Timetable for the merger process
    

  Once a merger is agreed, the next stages involve:

  Operational Arrangements

  • Sorting arrangements for teaching timetables - interim, longer term
  • Keeping students informed of progress and implications/options for them
  • Arrangements for student matriculation, student records, student cards
  • Arrangements for use by students of facilities in both Universities.
  • Publicising the merger and mounting recruitment campaigns in conjunction with both press offices
  • Schedule of Management Committee meetings
  • Detailed financial planning
  • Arranging formal review of the merger after an appropriate time - say - the end of the first year

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MARKETING AND PUBLICITY

For various reasons, including the possibility of attracting external funding, it is important to promote the fact that the partnership between the Universities of Glasgow and Strathclyde offers one of the UK's largest knowledge bases and has a combined research funding portfolio of around £100M per annum. Both institutions have basic guidelines on dealing with the press on their websites -
Glasgow at  http://www.gla.ac.uk/services/corporatecommunications/media/

and

Strathclyde at http://www.strath.ac.uk/press/

In addition, there are experienced press liaison staff who can offer advice on when and whether publicity for any project is appropriate.

Please contact:

Mike Findlay, Press Officer, University of Glasgow 0141 330 3535
or
Suzanne Hunt, Press Officer, University of Strathclyde 0141 548 4123

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