2006 Annual Report - University of Salford
2006 Annual Report - University of Salford
2006 Annual Report - University of Salford
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Vice-Chancellor’s introduction<br />
<strong>Annual</strong> <strong>Report</strong> &<br />
Financial Statements<br />
Finally, I would like to thank all those staff and students who<br />
made our success over the past year possible. Several long<br />
serving and valued members <strong>of</strong> staff retired during this period<br />
and they leave with our special thanks and best wishes for<br />
the future.<br />
The proposed new Law School<br />
For the past two years we have been intensively examining<br />
how we organise and manage the <strong>University</strong>. The final report<br />
<strong>of</strong> the Deciding the Future group, which I chaired, was<br />
approved by Senate and Council at the end <strong>of</strong> <strong>2006</strong>, following<br />
an intensive period <strong>of</strong> staff consultation on its recommendations.<br />
These are far-reaching and will be progressively implemented<br />
over the next two to three years.<br />
While it is not possible to list all those who have left us, I must<br />
make special mention <strong>of</strong> Dr Malcolm Winton, who retired in<br />
May <strong>2006</strong>. Malcolm spent most <strong>of</strong> his career at <strong>Salford</strong>, for<br />
the last 14 years as our Registrar (only the second in the<br />
<strong>University</strong>’s history). He saw the <strong>University</strong> through some<br />
difficult times and we are all greatly in his debt. He is<br />
succeeded by Dr Adrian Graves who comes to us from Robert<br />
Gordon <strong>University</strong> and who has had a distinguished career in<br />
academic administration in the UK and Australia.<br />
Michael Harloe<br />
December <strong>2006</strong><br />
We recognise that many <strong>of</strong> the ways in which a ‘traditional’<br />
university like <strong>Salford</strong> has operated in the past are no longer<br />
suitable for modern times and especially for a university<br />
committed to enterprise in all that it does. New ways need to<br />
be found both to strengthen and improve our management<br />
and to engage staff and foster a real feeling <strong>of</strong> involvement in<br />
the institution and in helping to shape its future. Staff support<br />
for change is evident in all parts <strong>of</strong> the <strong>University</strong> and now we<br />
shall work hard to deliver it.<br />
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