By Issac Romanowski and Stefano Dissanayake
The University has published the results of its institutional listening exercise, which was launched in July.
The report asked staff to reflect and respond to the university with their experiences, to make suggestions on how to move forward, what their vision of a recovered University looks like, and to address any concerns identified in the report.
The report revealed widespread trauma, mistrust, and calls for radical change in response to its ongoing financial crisis.
The full report can be read here.
All staff respondents have been anonymised. However the report findings paint a stark picture:
60–70% of responses cited psychological and physical impacts, including anxiety, depression, sleep disorders, and stress-related conditions.
One staff member wrote,
“This crisis caused my anxiety levels to increase… symptoms were almost uncontrollable.”
Trust in senior management has collapsed, with 85–90% of respondents expressing lost confidence.
Staff criticised the previous executive group for “bizarre over-confidence” and poor decision-making, and voiced anger over severance packages- such as the £150,000 payout to Ian Gillespie- awarded to those seen as responsible for the crisis.
Communication failures have deepened the divide.
Staff reported learning about developments from local media rather than internal channels, creating a “profound disconnection from the institution.”
Many fear for the university’s future, with one respondent stating,
“I’m not convinced there will be a University of Dundee in 12 months’ time.”
Listening Exercise Respondent
Those who remain after voluntary severance face increased workloads, diminished resources, and a toxic work environment.
The emotional toll includes grief over departing colleagues and anxiety about declining standards and student experience.
To rebuild trust, staff called for four key changes:
- A complete leadership reset and overhaul of communication practices
- Genuine staff engagement in decision-making
- Transparent accountability and fair processes
- Visible, accessible leadership committed to recovery
Respondents demanded an end to “secretive decision-making” and urged leadership to involve staff meaningfully, not as an afterthought.
One wrote, “I would never trust anything any existing staff say – has to be complete change at the top.”
The report also captured staff hopes for a recovered university: one that is financially stable, academically focused, and proud to serve both international and home students.
Many advocated for a smaller institution with specialised strengths, and a renewed emphasis on wellbeing, transparency, and community.
While the report offers a roadmap for reform, some staff remain sceptical. “If I’m honest, I’m not sure the trust can be rebuilt,” one respondent admitted.
The question now is whether senior management can act decisively on this feedback and rebuild the institution in partnership with its staff.
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