Mathematics, Support Services, Botanic Gadrens and Others see Their Fate Change as Consultation Period Ends

Today the changes were announced from the consultation period following the announcement of voluntary redundancies (VR) in the Strategy to Recovery, which aims to relieve the University of £20 million yearly in order to keep the institution running.

Significant changes include the redesigning of a previously at-risk mathematics undergraduate programme which is to be tested and launched in preparation for the 2028/29 session and the confirmed retention of the Global Room space, with specifics on this still to be announced. The Botanic Gardens is also to be funded until July 2027 to allow alternative proposals for its future to be developed. Counselling and Disability services resources have been confirmed to undergo no reductions.

Other significant change have been made following the rounds of engagement that began in June. In total, the University states that 10 of the 14 business cases regarding VR were altered with over 40 ‘discrete changes’ being made in this process. The Jute Journal are not yet sure what is meant by this term yet.

The University also reports that it has listened to feedback on proposals from staff, students and campus unions throughout the process which they note was extended by ‘several weeks’.

“[Staff, student and union] feedback has resulted in significant changes to proposals relating to almost all areas of the University as a result.” The statement reads.

The University maintains that proposals have been open to change since their outset and this has been demonstrated over the last several weeks and todays conclusions. However, despite this, there is still a need for the University to cut 154 staff members, down from an initial 190.

Included in the statement is a list of all engagement that the University has undertaken on these proposals. As they state “We were also clear that collective consultation would take as long as it would take until such time as the University believed consultation had reached its conclusion. In taking”. This subsequently implies that the University feels that conversations on VR have been exhausted in their eyes.

The list of engagement is as follows:

“· The minimum period for collective consultation was extended by several weeks to ensure that unions, colleagues and students had the time and space to feedback on proposals and to suggest alternatives.

· All business cases were discussed at least twice during 16 formal collective consultation meetings with our trade unions.

· Nine email updates sent to colleagues from the Chief People Officer.

· 471 local consultation engagement opportunities took place, equating to 275 hours.

· 7,572 colleagues (some colleagues participated in several events) attended one or more engagement opportunity.

· 390 emails were received through the Consultation Support inbox and considered.

· Meetings took place between UEG and DUSA Executive to explore the impact on students and potential alternative proposals.”

This is furthered by the list of ‘ areas of significant change’ that has also been published.

“· The original proposals envisaged reducing staffing by around 190 posts. That has been reduced to 154, split broadly equally across academic and professional services communities.

· In total, 10 of 14 business cases were altered, with 40 discrete changes taking place as a result of feedback and suggestions made during the process.

· The VR terms were also a product of collective consultation and represent a substantial improvement to the terms initially discussed with unions.

· The envisaged EBITDA outcome is forecast to be slightly less than 8% in 27/28 and 28/29. We will address this with continuing attention to the University’s operating costs in setting Faculty and Directorate budgets

· No reduction in counselling service resources or disability service advisor resources.

· Amended proposal to support co-ordination and transition of Student Funding.

· Retention of the Global Room space to ensure continued sense of belonging for students.

· Changes to proposals in Global Engagement and Future Students and External Relations, to support key student recruitment and conversion activities.

· Continuing to fund a basic operational service in the Botanic Garden to the end of July 2027 to allow key stakeholders and the local community to develop alternative proposals for its future.

· Allowing time for the Cooper Gallery to develop a business case and a new operational and funding model.

· Additional resource allocated to the Immigration Compliance team to ensure this important and regulated area of work is protected.

· Maintain the current Mathematics undergraduate programme for 2026/27 and 2027/28 while a redeveloped undergraduate offering is designed, tested and prepared for launch in 2028/29, subject to approval.”

Final process are to be undertaken when the University Court meets on the 8^th of September to place final votes on these proposed VR conditions and the possibility of introducing compulsory redundancies if 154 staff are not reduced through VR. For some on Court, this will be the first vote they will make in their new roles.