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Downsizing, Mergers and Maintaining Institutional Morale

This presentation by Guy Gregory, Personnel and Staff Development Director at the University of Bristol, explores strategies for improving institutional performance amidst challenges like decreased teaching and research funding. Key topics include repositioning through disinvestment, forming strategic partnerships, and understanding the impact of market-driven trends in higher education. Emphasis is placed on maintaining institutional morale, fostering employee engagement, and aligning university goals with individual aspirations to ensure a positive workplace culture and career growth opportunities.

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Downsizing, Mergers and Maintaining Institutional Morale

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  1. Downsizing, Mergers and Maintaining Institutional Morale Appendix A(v) Guy Gregory Personnel and Staff Development Director, University of Bristol

  2. Final slide last year! Options for improving performance through: Repositioning through disinvestment Strategic partnerships Merger

  3. Change Drivers • Impact of reduction in teaching funding Block grant + tuition fee mix? More HE in FE Increased private provision Consumer driven quality rating • Impact of reduction in research funding QR block grant – increased concentration Research Councils – increased competition Other streams

  4. Options • Salami slice budgets • Strategic disinvestment • Collaborate • Merger • Closure

  5. Trust and Integrity Nature of the job Link between University and individual goals Career growth opportunities Employee development Pride Co-workers Personal relationship with manager Drivers of Engagement

  6. “Labels and descriptors” The language used will be important

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