Joint Resource Allocation New Model Review Group (JRARGN)

Terms of Reference

JRARG is charged with recommending to Council, via PRAC, and Conference, a revised approach to resource allocation which distributes resources in a way that:

  • best supports shared academic plans;
  • within those plans, promotes income generation and cost efficiency;
  • is comprehensive, transparent and fair;
  • is administratively efficient; and
  • minimises the occasion for dispute.

JRARG’s review should include, but not necessarily be limited to, the following elements:

  1. Consideration of the principles [1] which governed the creation of the current JRAM and whether these remain fit for purpose;
  2. A review of submissions made to the previous JRARG consultation, including alternative models which were put forward but rejected since they did not fit within the set of ‘JRAM principles’ then in operation;
  3. Consideration of the collegiate University’s approach to resource allocation in the wider context, including University strategy and the external funding environment;
  4. A full review of all elements of funding encompassed within and distributed outside the current JRAM, including on both the University and College ‘side’;
  5. The development of a distribution structure which:
    1. ensures the transparency of the different funding streams and how these are split;
    2. is flexible enough to support changes to the cost base;
    3. is flexible enough to take account of changes in the external funding environment; and
    4. takes into account complexity of operation.
  6.  Analysis of the net impact of any changes on all the affected parts of the collegiate University and recommendations on approaches to moderation if appropriate; and
  7.  Regular consultation and communication throughout the process, including issuing summaries of deliberations after each meeting, wider consultation at key decision

[1]

  • The JRAM aims to support the strategic goals of the collegiate University as stated in the University’s Strategic Plan and to enable decentralised decision-making.
  • Income is initially allocated to activities ‘as generated’.
  • Income related to activities is distributed between the parties that contribute to the delivery of those activities using an approachinformed, as far as possible, by the available evidence.
  • Where the distribution of income ‘as earned’ as per b. and c. above does not support the strategic goals of the collegiate University, alterations should be made using transparent tax and transfer overlays rather than changes to the JRAM formulae.
  • Resulting sudden changes in the distribution of resources between different parts of the collegiate University should be moderated over a fixed period, again using transparent overlays, to allow colleges and departments to adjust.

Membership

 Name Position
 Professor William James  Pro-Vice-Chancellor (Planning & Resources) (Chair)
 Sir Drummond Bone  Master, Balliol College (Vice Chair)
 Professor Donal Bradley  Head of Maths, Physical & Life Sciences Division
 Professor Alison Etheridge  Deputy Head (Planning, Finance & Resources), Maths, Physical & Life Sciences Division
 Mr Christopher Wigg  Treasurer, St Anne's College
Professor David Paterson Deputy Head (Education), Medical Sciences Division
Ms Kirsten Gillingham Bursar, St Antony's College
Ms Moira Wallace Provost, Oriel College
Professor Roger Goodman Head of Social Sciences Division
Professor Sally Mapstone Pro-Vice-Chancellor (Education)
Professor Chris Wickham Head of Humanities Division
Professor Ian Walmsley Pro-Vice-Chancellor (Research)
OUSU Representative  


 

 

 

 

 

 

 

 

 

 

Officers in Attendance

  • Mr Stephen Purbrick, Head of Financial Planning & Analysis, Finance Division
  • Ms Judith Finch, Director, Conference of Colleges Secretariat
  • Dr Mike Glover, Director of Planning & Resource Allocation, PRAS
  • Dr Liz Bills, Senior Planning Officer, PRAS
  • Mr Kris Tiffen, Planning Officer, (Joint Committees), PRAS (Secretary)