- Name, size purpose and objectives
The Polytechnic should be called Anglia Polytechnic.
The Polytechnic formed by the merger of the two colleges will, at
its inception, have 4,100 AFE funded FTEs in a total enrolment
of 5,000 FTEs.
The breadth of AFE provision will be wide,
embracing 14 of the current National Advisory Body's classification
of 19 programmes areas to be offered in a diversity of modes
attendence and levels of provision.
At present day prices, the annual budget of the Polytechnic is likely to be
£19M, academic staffing level 525 FTEs and overall staffing (excluding manual)
- will seek to expand its vocationally relevant provision to
match the economic and demographic growth of East Anglia,
having regard for the provision made by other centres of
higher education in the region.
- will seek links with other providers of HE in the region to
ensure the best possible service for East Anglia
(Cambridgeshire, Essex, Norfolk and Suffolk).
- will aim to be a comprehensive institution where the level,
mode and range of programmes will be influenced by client
demand. It will be particularly sensitive, however, to the
needs of mature and part-time students and, on a full cost
basis, to professional up-dating and retraining demands.
It will offer its courses within a comprehensive modular and
credit accumulation model which will be compatible with
emerging SE England and national schemes.
- will ensure that all programmes will enhance the employment
and career potential of students whether they be in the arts
and humanities or the technologies. Employment relevance
therefore will be a major objective in all programmes.
- recognising the direct link between economic development and
higher education, the Polytechnic will continue to foster the
closest possible partnership with employers and external agencies.
These partnerships will seek to influence course
programmes, pool educational and training resources and
encourage courses, consultancy, and applied research on a
- will sustain those aspects of existing work which have a
national reputation. The maintenance of high academic
standards requires that existing full time undergraduate programmes
are maintained and that new programmes are
developed to underpin all the main areas of work in the
Polytechnic as an immediate priority.
- Development Strategy to mid 1990s
To meet its objectives, the Polytechnic will place emphasis on:
- establishing a stronger base of vocationally-relevant
award-bearing education programmes which will secure its
resources and credibility;
- increasing its full-cost provisions of all types;
- increasing recruitment of overseas students;
- increasing funding from external agencies including
PCFC, MSC, EEC,
research councils, industry and commerce;
- establishing a Polytechnic-wide modular structure
for its programmes;
- establishing a regional network
with the Universities
and colleges in East Anglia (i.e. the four counties of Cambridgeshire, Essex, Norfolk and Suffolk).
The Polytechnics' Instruments and Articles of Government will be approved
by the Secretary of State. They will establish a Governing Board of up
to 24 members as set out in the Education Act (1988).
The Governing Board will appoint the Directorate and approve the
management and executive structure. It will determine budgets,
approve the Development Plan, set targets and monitor performance.
The Board will wish to determine its own committee structure
which will allow it to fulfill its statutory responsibilities. It is
hoped that, at least, it will establish two Advisory Boards to
represent and involve employers in Cambridgeshire and Essex and to
consider matters of particular local campus concern.
- Academic Board
The merger and incorporation provide an opportunity to design an
appropriate academic committee and consultative machinery, advice
on which will be provided by the joint Academic Boards Working Party
which has been established.
- Management and Executive Structure
To gain the full benefits of merger and incorporation, the proposals for
the internal structure:
- emphasise the single-institution concept rather than a loose
federation of two separate colleges;
- seek to delegate day-to-day operations, within the agreed
Polytechnic Development Plan, to a small number of Faculties
which draw together appropriate operational Schools;
- propose an efficient and cost-effective central management
An integrated final structure is being proposed so that
all staff can see the projected shape of the Polytechnic. Good management
dictates that the speed and completeness of its introduction
ensures continuing staff committment whilst not impeding flexibility.
An integrated Directorate structure will be introduced from the outset.
The nature and responsibilities of the Directorate will be determined by
the Governing Board. These proposals will be put forward for their consideration:
- At least initially, the Directorate should be located on the
existing campuses linked by a sophisticated communication system.
Each member would have Polytechnic-wide responsibilities and formal
campus responsibility although, as Faculties will be the main budget centres,
many "site" matters will be dealt with by the appropriate managers on site.
- In the initial four years, the Directorate should be larger (7) than
is envisaged eventually (4) to cope with the merger, incorporation,
implementing the Development Plan, accreditation and modularisation.
The final composition of the Directorate is envisaged as being
Director, Deputy Director and a maximum of two Assistant Directors.
- Initially it is proposed that there should be a Director and a
Pro Director each on four year contracts. They would work closely
together, sharing the abnormal work-load of merging two institutions,
negotiating and implementing a major expansion and adaption programme
and esablishing new relationships with PCFC, central and local government,
other agencies, employers and other centres of HE in the region.
The Polytechnic on its formation, will have much ground to make up on other
longer established Polytechnics. Internally there will be considerable
effort required to ensure high morale and the smooth running of the
institution as an independent corporation. One person would
concentrate on external affairs and strategic planning, the other
person on internal operations, with the title "Director and Chief
Executive" being held by each person for two of the initial four years.
- The division between external affairs and strategic planning on the
one hand and operations on the other is carried through into the
proposed responsibilities of the two Deputy and three Assistant Directors although,
clearly, there must be the closest working relationships.
The Assistant Director (Projects) would undertake a number
of major limited-life projects in the first two years of the
Polytechnic (implementing and refining Corporate systems,
devolution of financial and managerial responsibilities to Faculties,
senior management training, etc.)
- Faculty and School Structure
- Three faculties are proposed which would draw together
existing Schools and Departments in the two institutions as follows:
- Faculty 1
Built Environment, Technology and Computing (EIHE);
Construction, Engineering and Science (CCAT)
- Faculty 2
Business, Danbury Park Management Centre, EFETC, Law (EIHE);
Business and Management (CCAT)
- Faculty 3
Humanities, English and General Studies, Art and Design (CCAT);
Education, Health, Nursing & Social Work (EIHE)
- The three faculties would form large budget centres of comparable size.
Faculty 1 would be initially 1400 HE FTEs plus NAFE and
would grow to 2100 plus NAFE as the development strategy is
implemented. The comparable numbers for Faculty 2 would be
1200 plus NAFE rising to 1800 and for faculty 3 1580 plus NAFE
growing to 2000 HE FTEs.
- Central Units
There are a number of functions which, despite decentralisation, need to be
coordinated across all sites by one appointment.
In a number of cases movement in this direction could be evolutionary.
- Learning Resources (Computing Services, Library, Audio-Visual Aids,
- management Information
- Student Services
- External Affairs (marketing, public relations, fund raising, employer and education liaison, etc.)
- Course Operations (including modular structure)
- Validation, Review and Monitoring
- Staff Development and Research
A detailed Administration proposal will have to be developed which
reflects the academic and executive structure which is adopted as well as the demands of
- Development Centres and Short Course Conference Facilities
In addition ot the Faculties and Central Units, it is important that
there should be a number of projects which would be separate
budget centres and would act as cross-Faculty focusses for activities
aimed at reinforcing the Polytechnic's objectives:
These centres, which should be seen as project groups staffed by
temporary secondees from faculties, would act as focal points for
developing intelligence, research and consultancy activities in
liaison with regional and international agencies (EEC, MSC,
Local Authorities, etc.) and would encourage cross-Faculty initiatives
which underlined the Polytechnic objectives.
- Student Unions
Whilst there will be a unified Polytechnic, it is recognised that the
present Student Unions may find it more effective to co-operate within
a loose federation of independent Unions than to attempt one artificial Union spread over
a wide geographic area. This question clearly is a matter for the Unions to
determine and to seek Governors support as appropriate.
- Timing and Implementation
The two colleges should merge to concide with incorporation on 1st April 1989.
This early date is proposed subject to:
- The approval/support for the merger being given by Cambridgeshire and
Essex councils by Easter 1988.
- The support of PCFC.
- The approval of the Secretary of State for Education.