Message from the Chair of the Board
02 Dec 2025
As we publish our Annual Report and Financial Statements, which summarise key elements of the University’s performance over the last year, a question I am sometimes asked is how the Board reviews the performance of the University leadership.
Each year, the Board sets the President and Vice-Chancellor clear objectives for the year ahead and reviews progress at the year’s end. This process draws on feedback from the Board, which includes Senate and Student Union board members, and from the University Executive, to ensure that our assessment is thorough.
Regular discussions throughout the year, including engagement with faculties and the wider student body, also help us stay connected to the University’s progress, challenges, and priorities. This is the end of Duncan Ivison’s first full year as President and Vice-Chancellor, and what follows here is a summary of the Board’s collective reflections. These were discussed in our meeting in October and capture the spirit of challenge and shared purpose that underpins our work.
Introduction to the University
There was clear consensus from the Board, and our wider community, that Duncan has made a strong start and has quickly established constructive relationships across our community - among staff, students, alumni, donors and civic partners - and has represented Manchester with energy, visibility, and credibility in a wide variety of forums. Duncan's communications with staff and students have been well received with messaging and listening clearly underpinning the inclusive and high-performance culture that many of you spoke to me about during Duncan’s recruitment process. Importantly too the University is seen as contributing thoughtfully to important national debates and signalling real ambition for the future.
Strategy
There was consensus that this has rightly been a huge focus of important work over the past 12 months and that the Foundations and Leaps were correctly judged. The level of engagement from staff and students was strong. The Board felt sighted on the work as it developed over the year and was in a position to approve Manchester 2035 as a 10 Year Strategy alongside a financial 5-year plan. Alongside the current sector wide headwinds, the Board will continue to focus on three areas:
- The investment choices that will need to be made
- Effectively measuring outcomes
- The capacity and capability of the organisation to deliver
Outcomes
Manchester 2035 reinforces the University’s focus on Teaching and Learning and Student Experience, Research, Social Responsibility and Innovation. The Board was proud that the University retained its top ten ranking for Social Responsibility. There has been real progress on our approach to Innovation through Unit M, and importantly, our first improvement in NSS scores for several years. We are not where we want to be yet, and we all recognise that a sector-leading student experience will require sustained and long-term attention. The momentum this year has been encouraging, and the Board was clear that this must remain an uncompromising priority.
The QS World University Rankings show that Manchester’s international research collaborations have also strengthened, with the University climbing to 7th globally, up from 12th last year, and we are now ranked 31st in the world for academic reputation - up two places from last year. These results reflect a robust international profile and a commitment to research that addresses global challenges. The increasingly competitive nature of international rankings underscores the need for ongoing efforts to improve upon our position. The establishment of the Global Rankings Taskforce will be vital in identifying further areas for improvement and ensuring Manchester continues to enhance its standing among the world’s elite institutions.
Leadership
Duncan was clear from the start that he wanted to move towards a more focused, accountable and collaborative executive model, supported by stronger planning and decision-making structures. This work is still at an early stage. The Executive will continue to refine new Committees over the course of this year. The Board is reassured by the direction of travel: a refreshed, clearer and more cohesive senior team; more transparent reporting; and the development of a wider leadership cohort that will be essential to delivering Manchester’s new strategy.
Finance
Duncan brings insightful thinking to how the financial plan can support the Manchester 2035 strategy. This has been a strong year financially, with an improved surplus and strong cost control. From 2025/26 onwards, the environment will become more challenging given the investment required to deliver the strategy and a tougher PGT and student recruitment landscape. Maintaining good financial management will therefore remain essential.
Philanthropy
This year the University launched its first major fundraising and volunteering campaign, 'Challenge Accepted'. If we become a major philanthropic university, we will mobilise our community to tackle the world’s biggest challenges and be better able to invest in
our own future. The Board are delighted to see the launch of the campaign and recognise that we are all responsible for its success.
In summary the Board is both pleased with the progress made over the past year and clear-eyed about the scale of the task ahead.
On behalf of the Board, I want to thank all colleagues and students across the institution for the work you do to deliver the impact the University has on the world and for the seriousness and commitment with which so many of you contributed to the development of the University’s ten year strategy, From Manchester, for the world.
With best wishes,
Philippa Hird
Chair, Board of Governors