St Hugh’s is one of the largest Colleges of Oxford University, with more than 800 students, around 180 academic Fellows and staff and 125 professional and support staff. The College has an annual turnover of around £12.5m, and an endowment of £31m. Main duties and responsibilities are the following:To advise Governing Body on the financial policies of the College, their implications, and implementation;To oversee the drafting and annual revision of five year business plans and supporting budget forecasts, control expenditure and report on performance against budget, ensuring that College meets its objectives for financial sustainability;To act as the principal negotiator in all College contracts, identifying and appointing professional advisors as necessary and advising Governing Body on the appropriateness of draft contracts prior to committing College to them;To oversee the College's risk management processes;To be responsible for the contractual and legal aspects of employment of all college employees (academic and non-academic);To oversee the work of the professional support departments (Finance Office, IT Office, Estates Office, HR function, Communications and Marketing Office, Domestic Bursary) and to ensure that all professional support areas work collaboratively and in the best interests of College;To develop the Heads of professional services, providing leadership and challenge as well as support and development opportunities;To keep abreast of Government, University and other relevant initiatives which may have financial implications for the College, and advise Governing Body accordingly.

Oxford Limited is responsible for licensing, merchandising and brand management on behalf of Oxford University.

This investigation was commissioned by Scottish Government and led by Rt Hon Dame Elish Angiolini, DBE, QC, the former Lord Advocate of Scotland. My role was to pull together the chapters written by investigators, research the background to the inquiry and draft portions of the context and historical elements of the report. I also acted as proof reader and editor for the overall report, overseeing publication and final submission.

As well as serving as Vice Chair of the Governors, I chair the school's Finance Committee.

1. Institutional strategy design, implementation, monitoring• Drafted the University’s institutional strategic framework, “Shaping Our Future, Birmingham 2015”, including:o Design, implementation and monitoring of institutional Key Performance Targets (KPTs). o Development of a Management Information dashboard to support the KPTs at College Board level.o Supporting the strategic alignment of College and School indicators. o Developing a new institutional risk management strategy, risk matrix, and risk accounting methodology to ensure accountability is assigned appropriately.2. Horizon scanning, policy advice, policy drafting• Drafted the University’s strategic response to the Browne review, including:o Advising on, modelling and drafting University of Birmingham’s undergraduate fee policy.o Modelling the impact of the core/margin student number proposals on the University’s population forecasts, and the impact of the AAB+ unrestrained student recruitment environment. • Responsibility for horizon scanning across the Higher Education sector and related areas. 3. REF planning and management• Lead on design and implementation of institutional REF strategy; REF guidelines; REF submission policy; supporting the impact agenda. 4. Other responsibilities.• Setting targets and modelling the size and progression of the student population; fee modelling; resource allocation; planning, forecasting and measuring the teaching grant and research grant which follows the population. • Team of 25, including data analysts, financial and population modelers, policy experts, business partners, research experts, business intelligence experts.

1. Academic Policy and Quality• Development and implementation of School policies, systems and procedures for examinations and assessment, and syllabus review and expansion. Development of academic quality review processes, internal and external, including accreditations. • Monitoring University and Sector-wide developments in the area of academic quality assurance, briefing School senior management and drafting policy and strategy 2. Academic Services• Developing and managing academic staff workload allocation systems and the distribution of attendant resources. Modelling outturn effects of changes to organizational structure and/or allocation methodology on Teaching Groups. Development of performance indicators and cross functional management information reporting.3. Facilities and Infrastructure Management• Leadership of the departmental planning process for all new School buildings from specification, through design/build and occupation. (All technical aspects managed in conjunction with Estates Project Teams).• Planning annual forecasts of WBS accommodation usage and needs.

• Preparation of student number element of University’s five year plan, influencing budget of £45m• Calculating student load apportionment to teaching departments, ensuring correct and equitable allocation of financial and staff resource• Analysis of University’s government Teaching Grant allocation and implications on student number contract

• Day to day management of enrolment and re-enrolment function for the University• Assisting with completion and validation of statutory accountability returns to HESA• Assisting with production of recalculated load and modules• Design and refinement of initial KPI project for Vice Chancellor

• Identifying and scoping business development opportunities for Ambition:IT within policy intent of government training contract.• Customer relationship management.

• Identifying, researching and sourcing lines of stock; developing, writing, designing and updating company website, (http://www.plushpants.com) • Consultant to Life Cycle Analysis panel instigated by the government’s Environment Agency, examining the environmental impacts of reusable and disposable nappy systems• Advising Stockport Metropolitan Borough Council on strategies for waste minimisation and how encouraging cloth nappy use might help to meet LA21 waste reduction targets

• Managing all aspects of recruitment of overseas students• Representing UMIST at overseas education fairs; meeting with alumni and extending UMIST’s relationship with them• Administering the Foundation Year; processing applications; recruiting and advising on suitability of candidates; overseeing preparation of timetable; providing pastoral care and advice for Foundation Year students; advising faculty on equivalence of overseas school leaving qualifications• Administration of the SOCRATES project (an educational exchange project amongst EU students)• Servicing university committees• Monitoring performance of UMIST’s overseas students and success of recruitment practices against competitor universities