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STRATEGY 2005 - 10
Contents
Director’s introduction 3
Cross Cutting Activities 11
Culture and Leadership 13
Communications 15
Efficiency and Sustainability 16
Functional Plans 18
Finance 19
Procurement 22
Human Resources 24
Estates and Buildings 26
Management Information Systems 28
Health and Safety 30
Internal Audit 32
Residential Accommodation 33
Conferencing and Events 35
Centre for Sport and Exercise 37
Research Support and Commercialisation 39
Incubation and Science Parks 41
The activities undertaken within Corporate Services Group are a key element in supporting the academic activities of the University, as well as ensuring that professional expertise and competency is exercised in the conduct of its affairs.
This first Corporate Services Group strategy document brings together work that has taken place within individual groups together with the overall direction established in the revised University Strategic Plan 2004 – 2008, also taking into account the recommendations from the Restructuring Review 2005.
My thanks go to all colleagues both within Corporate Services Group as well as colleagues in Colleges, Schools and other Support Groups who have contributed to this plan.
This Strategic Plan establishes the priorities for Corporate Services Group in supporting the University and College objectives in a transparent manner, and thus provides more clarity on the work priorities.
N A L Paul Director of Corporate Services
University Objectives having particular relevance in determining CSG plans Excellence in Education
- continue to enhance the quality of, and maintain breadth in our educational provision - increase the proportion of postgraduate students
Excellence in Research
- sustain and enhance our research quality - invest in our current and future researchers Excellence in Knowledge Transfer and Commercialisation
- embed a culture of commercialisation and enterprise across the University - exploit ideas for commercial application
- increase direct income and other benefits arising from knowledge transfer activity Quality Infrastructure
- recruit and retain excellent staff
- support and develop staff knowledge and skills
- progressively work towards having an estate which is world class and meets our business need - manage our estate effectively and increasingly seek to optimise our use of space
- be responsive to technological, legal and regulatory change
- ensure our equipment and IT infrastructure is modern, well maintained and put to best use Quality Services
- ensure our student, staff and other services meet customers’ needs and are perceived by our customers as being fast, friendly and fair
- deliver services which are based on an objective analysis of users' needs across the University, rather than satisfying requests irrespective of the impact on services as a whole
- deliver continuous quality improvement
- while showing a due regard for cost-effectiveness, facilitate and permeate a ‘can-do’ attitude and a customer-focused culture among staff engaged in providing services
- eradicate duplication of effort and streamline and standardise processes Quality Knowledge Management
- ensure that our information support infrastructures and services facilitate and enhance the work of all our users
Promoting Opportunity and Diversity
- mainstream equality and diversity perspectives into all University activities
- make the University an employer of choice for people from all backgrounds and a better place to work for all staff
- comply with the letter and spirit of relevant legislation Developing Leadership and Management
- have leaders and managers who have the required capability, competencies and commitment required to fulfil their roles and are empowered to do so
- have clearly defined roles and responsibilities
- achieve appropriate delegation of decision-making and monitoring of implementation - ensure staff are motivated and feel valued
Advancing Internationalisation
- further raise the University’s international profile and reputation
- promote international collaboration in education, research and knowledge transfer - attract and support greater numbers of international students
- create an enriched environment for the University community Engaging with the wider community
- enhance our profile locally and internationally
- contribute expertise to public debate and influence policy makers
- collaborate and interact with individuals and organisations outwith the University
Building effective partnerships and collaborations - achieve quality, best value and step-change - enhance our capacity and competitiveness - contribute more effectively to national priorities Effective governance and ensuring sustainability
- demonstrate good practice in governance - manage our resources effectively and efficiently - diversify and increase our sources of funding
- achieve a sustainable staffing profile which meets the University’s needs - be environmentally and socially responsible
Overview
The University’s mission is the advancement and dissemination of knowledge and understanding. As a leading international centre of academic excellence, the University has as its core mission:
• to sustain and develop its position as a research and teaching institution of the highest international quality and to benchmark its performance against world-class standards;
• to provide an outstanding educational environment, supporting study across a broad range of academic disciplines and serving the major professions;
• to produce graduates equipped for high personal and professional achievement;
and
• to contribute to society, promoting health, economic and cultural wellbeing. As a great civic university, Edinburgh especially values its intellectual and economic relationship with the Scottish community that forms its base and provides the foundation from which it will continue to look to the widest international horizons, enriching both itself and Scotland.
The University has set out its objectives and priorities in its Strategic Plan 2004-2008. Its goals are to provide Excellence in Education, Research, and Knowledge Transfer & Commercialisation, and these are supported by cross cutting and operational goals.
Core strategic goals Excellence in education Excellence in research Excellence in knowledge transfer and commercialisation Quality infrastructure Quality services Cross-cutting supporting goals
Quality knowledge management
Operational Priorities
Promoting opportunity and diversity Developing leadership and management Advancing internationalisation
Engaging in the wider community Building effective partnerships
Effective governance and ensuring sustainability
Three particular priorities are highlighted for the 2004-8 period:
i) preparation for, and success in the next Research Assessment Exercise ii) improvements in a wide range of services to students, and
iii) implementing revised pay structures
Other important priorities are: increasing grant and other income from non-SHEFC sources; improving opportunity and diversity with respect to students and staff; projecting and building on our strengths in knowledge management; and upgrading our student systems.
Corporate Service Group plays an active role in delivering these objectives. Its activities underpin and provide the environment in which colleges, schools and other support groups can work to deliver the University’s goals. The table shows those University objectives that have particular relevance to Corporate Services Group, and the plans outlined in this document are shaped to support and ensure their delivery. For some of the University’s objectives, CSG areas take a leading role, whilst for others they have an important role in supporting colleagues to achieve their objectives and targets.
University Core Strategic Goals Excellence in education Excellence in research Excellence in knowledge transfer and commercialisation CSG objectives
We aim to support delivery of the University’s core strategic goals by:
Creating a great environment for staff, students and visitors i.e. provide the infrastructure and fast friendly efficient
services that create a stimulating working and educational environment.
Promoting the University’s profile and reputation
i.e. use our internal and external interactions with others to enhance the profile and reputation of the University Utilising our professional competence
i.e. maintain and build our professional competence so that we can provide professional advice and direction and ensure compliance with statutory and professional standards
Corporate Services Group Aims
There are three elements to the aims of Corporate Services Group:
A) Creating a great environment for staff, students and visitors
i.e. provide the infrastructure and fast friendly efficient services that help create a stimulating working and educational environment.
We want our academic colleagues to minimise the time spent on administrative activities, and allow them to concentrate on their research and teaching activities in a stimulating working environment. Equally we want students to thrive in a stimulating educational environment.
We therefore aim to enhance and continually improve our activities to provide:
- premises that are fit for purpose, are a pleasure to work in, and which open the opportunity for inter-disciplinary and cross boundary contact and working
- residential and other facilities for students which provide a good living, recreational and social environment
- an electronic transaction and information infrastructure that is focused on web accessed systems and information, is available 24x7, has all transactions undertaken in core systems accessible University wide, has easy friendly intuitive input /viewing capability, with self service input at the point of origin
- processes, systems and services which operate effectively and efficiently across organisational boundaries, and which provide valued management information - a customer orientated culture where individuals in Colleges, Schools, other Support
Groups and external organisations feel that CSG staff are actively supporting them in achieving their goals, and helping resolve issues
- additional income generation and sharing of services across boundaries, where appropriate, such that the net cost of services is minimised.
- an environment where people feel valued and motivated, are treated with dignity and respect, understand their individual and corporate goals and are striving to meet and beat them, and are developed through training and other processes,
B) Promoting the University’s profile and reputation
i.e. use our internal and external interactions with others to enhance the profile and reputation of the University
We look to support and enhance the profile and reputation of the university in its physical projection to the outside world, and in the contacts we have with students, parents, business leaders, funding bodies, professional and sector bodies, politicians and public sector organisations etc. We will work with and support other colleagues across the University in their interactions with these contacts so that anyone dealing with the University and Corporate Services Group comes away with a positive and cohesive impression of the University
This involves:
- networking with contacts in HE and other public sector bodies, businesses, funding bodies, and the political, government and city structures
- customer orientated interactions with colleagues, student, parents and other contacts to ensure there is positive and cohesive communication, whether paper based, electronic, or face to face
- fast and effective delivery of services and advice
- supporting open days and presenting a positive and vibrant image in all interactions with prospective and studying students, and their parents etc
- common University branding on literature, websites, and other material being issued within and out with the University
- appropriate branding and signage on University buildings and across the University’s estate
University Core Strategic Goals Excellence in education Excellence in research Excellence in knowledge transfer and commercialisation CSG objectives
We aim to support delivery of the University’s core strategic goals by:
Creating a great environment for staff, students and visitors i.e. provide the infrastructure and fast friendly efficient
services that create a stimulating working and educational environment.
Promoting the University’s profile and reputation
i.e. use our internal and external interactions with others to enhance the profile and reputation of the University Utilising our professional competence
i.e. maintain and build our professional competence so that we can provide professional advice and direction and ensure compliance with statutory and professional standards,
Functional Plans Finance
Procurement HR
Estates & Buildings
Management Information Systems Health & Safety
Internal Audit
Residential Accommodation Conferencing and Events Centre for Sport and Exercise
Research Support and Commercialisation Cross Cutting Activities Leadership and Culture Communications Efficiency and Sustainability
C) Utilising our professional competence
i.e. maintain and build our professional competence so that we can provide professional advice and direction and ensure compliance with statutory and professional standards
Each group and function within CSG operates to professional and statutory standards. The functions have a responsibility for ensuring that the University maintains these standards across all of its activities, and that the professionalism is utilised when considering and delivering major changes and developments. In the University’s devolved structure, functional staff in local organisations continue to have a professional responsibility and accountability to the relevant functional director relating to matters of maintenance of University policy, professional competence and standards.
We therefore look to:
- maintain our professional competence though continuing professional development - establish and operate robust procedures for ensuring statutory and professional
standards are adhered to across the University.
- provide guidance, advice and direction to colleagues across the University in matters related to our professional competence.
Corporate Services Group Plans
The organisations which comprise Corporate Services Group operate individually within their own areas of professionalism, and collectively to achieve the above aims.
Each area within Corporate Services has established an overall plan for the next 5 years which supports the delivery of University and College/School strategic plans, and is aligned to the Estates Strategy and Knowledge Management Strategy. The plans aim to provide a framework for planning and prioritisation of day to day activities. Activities which do not align to the plans outlined in this document will be deferred in favour of activities that that have stronger strategic alignment. Where functional activities are devolved such that staff in Corporate Services Group provide the corporate professional leadership and support, with other staff in Colleges, Schools and Support Groups providing local services, the plans in this document reflect those activities which the corporate groups are leading on behalf of the University. Delivery of many of the plans involves the participation of staff across different areas working in teams.
In addition to each area’s plans, three areas of cross-cutting activities have been defined where benefits arise from driving activities forward collectively. These areas are
- Culture and Leadership
- Communications
- Efficiency and Sustainability
The plans outlined in this document reflect not only the activities within Corporate Services Group, but also the major drives and activities which the relevant functions are leading on behalf of the University.
As well as the major drives and activities, the plans also highlight key performance indicators, by which progress will be assessed. Where appropriate, the indicators directly reflect the University targets or Balance Scorecard indicators, whilst in other cases they reflect key measures of operational or business performance.
Many change objectives are supported by system developments. The key system developments that are required for delivery of the objectives and plans laid out in this plan have also been highlighted to ensure that system development activities are aligned to the strategic priorities.
Strategic Priorities
Whilst CSG areas are pushing forward a number of priorities relating their own functional activities, the following are regarded as the “top 10” activities for Corporate Services Group in the medium term
Support for RAE preparations - including HR and estates support for academic recruitment, IT support for data collection, and ERI support for research grant applications
Implementation of the pay and modernisation project and the subsequent changes in working practices
Development and refinement of Full Economic Costing in the University Implementation of estates development plans
Implementation of residential accommodation growth plans
Support for the project to upgrade processes and systems relating to student administration (EUCLID)
Growth of commercialisation and knowledge transfer activity Increased transparency and accountability of activities and costs Growth of income generating activities
Process improvement and efficiency
It is recognised that during 2006/7 the University will differentially move available funding toward academic use in preparation for the forthcoming RAE. The plans set out in this document will be adjusted accordingly to reflect the availability of funding.
C O R P O R A T E S E R V I C E S
Fig 1 The culture that we wish to create, and the behaviours we are seeking to encourage, which illustrate this culture, can be described as follows:
- We work for the greater good of the University Behaviours:
o Work priorities aligned to University, College and CSG/Support Group goals and medium term plans
o Only carry out work that supports these goals and plans
o We look to improve processes and interactions across organisational boundaries, and are not protective of our part of the process.
o We positively promote the University in our interactions with people outside the University
- We demonstrate a strong customer focused culture Behaviours:
o Anticipate and respond to needs of colleges, schools and other functions
o Anticipate and respond to the needs of students, visitors and other external users of our services and information
o Always be polite and helpful
o Respond to queries every time, and quickly
o Where initiating activities corporately – discuss, sell and get buy-in, don’t tell o Be fair, friendly and fast
- We demonstrate mutual respect for others Behaviours
o Always treat others, and expect to be treated, with dignity and respect
o Value and recognise efforts and achievements, share the credit with colleagues o Give and receive constructive feedback (whether to or from senior, peer and junior
colleagues) – the object being to learn and improve, not to denigrate or put down o Be friendly and open in all interactions with others
o Avoid gossip and criticism of others behind their backs o Accept legitimate decisions and direction by ones Line Manager o Consult and inform colleagues
o Respect confidentiality where required - We look continually for ways to improve what we do
Behaviours
o Make improvement suggestions in an open manner o Receive improvement suggestions positively, not defensively o Regard complaints or criticisms as opportunity to improve o Acknowledge mistakes, learn from them and improve o Value people’s views and opinions
- We work in strong teams Behaviours
o Respect and draw on other people in teams not only for their skills and knowledge but also for their values, commitment, behaviours and networks
o Willing to participate and contribute to teams (including multi-functional teams) led by others to deliver improvements – accept leadership of others
o Willing to pass own knowledge, experience and skills, contributions and suggestions, to others
o Willing to receive others’ knowledge, experience and skills, contributions and suggestions,
o No-one has their own exclusive territory o Everyone is flexible in their approach and work o Conscious team and relationship building behaviours - We are, and are seen to be, friendly, cohesive and professional groups
Behaviours
o Accept leadership and direction from Line Manager, and receive overall professional direction from the relevant Director
o Know generally all the areas of our work and be able to talk about it, answer general queries, and know where to go to provide answers to detailed queries o Communicate and work effectively as professional experts wherever employed in
the University
- We feel motivated, empowered and trained to deliver the goals we are aiming for Behaviours
o Undertake training, mentoring and other forms of development to update skills and knowledge, and to ensure we continually update our capability and professional competence
o Contribute our thoughts, ideas, and energies to delivering our goals o Willingness to change the way we do things to deliver a better service o Are thanked and appreciated for what we do
Culture and Leadership
The quality of our staff, the way they are led and motivated, the way they operate in teams and are developed, and the way in which they provide services and interact with our “customers” is fundamental to achieving our goals. Delivering this culture requires positive leadership at all levels of our organisations as well as positive “followership” in each team, whether they be more permanent teams or cross functional teams that come together to work on specific projects. The skills required in both leaders and teams need to be continually updated to ensure ongoing effectiveness.
Each area within Corporate Services develops its staff, and aims to conform with the University’s HR policies, including sustainable staffing and equal opportunities. Overall coordination and direction of the plans to deliver our goals in this area will be led by a CSG HR Oversight Group. This cross-cutting aim primarily addresses the HR development within and across Corporate Services Group to enable staff to contribute to the full. The HR aims with regard to the functional support across the University are described in the HR Support Group section.
Aims
To have confident motivated staff that understand what is expected of them, can perform efficiently and effectively, and are appreciated for what they do.
To develop leadership capability at all levels that provides clear direction, support, development and motivation for staff, such that staff and teams achieve what is expected of them
The culture that we wish to create, and values we aspire to are shown below. Fig 1 shows the sorts of behaviours we are seeking to encourage, which illustrate this culture.
- We work for the greater good of the University - We demonstrate a strong customer focused culture - We demonstrate mutual respect for others
- We look continually for ways to improve what we do - We work in strong teams
- We are, and are seen to be, friendly, cohesive and professional groups - We feel motivated, empowered and trained to deliver the goals we are
aiming for
Key areas of contribution to University Goals:
Quality infrastructure Quality services
Promoting opportunity and diversity
Developing leadership and management
Key drives over the next 5 years.
The key drives over the next few years are to
- implement the harmonised hours, the new pay and grading structures, and to change working practices as required to maintain competitively costed services - further development of leadership capability in managers at all level
- further development of customer service orientation in all our staff - recruitment and development of quality staff
Targets and KPI’s
data to be completed 2003/4 2006/7 2009/10
Staff FTE’s per £ of university income Sickness and absence rate
Annual Appraisal completion rate (%) 100%
% of staff undertaken customer service training Annual CSG Staff turnover (%)
Plans and major milestones 2005/6
- Establish the CSG HR Oversight Group
- Implementation of harmonised hours and new pay & grading structures, coupled with and changes of working practices or HR processes that arise from the negotiated agreement.
- Leadership needs analysis completed
- Establish sickness and absence monitoring and reporting processes
- Establish process for succession planning and personal development planning 2006/7
- Leadership development programme arising from needs analysis - All areas of CSG undertaken Customer service training
- Upgrade the management of Sickness and Absence cases
- Upgrade processes and capability for the monitoring and management of undue stress
2007/8
- Assess the benefit of extending Investors in People programme across Corporate Services Group
- Review and upgrade annual appraisal process
2008/9
- Examine the use of competencies as an aid to personal development planning and recruitment
Systems plans to support
The key system developments that are proposed to support these plans are
05/06 06/07 07/08 08/09 09/10
Communications
Corporate Services Group communicates within its own areas and with students and colleagues in Colleges and Schools in a number of ways. It provides much information via its websites, as well as utilising a variety of reporting and e-mail routes, including input to various committees. A “one-stop shop” help desk for queries related to the administrative systems already operates effectively whilst professional advice is provided from each group. Feedback from the Restructuring Review indicates that there is still more to work required to ensure effective easily understood and accessible communication to the wide population with whom we interact.
Aims
Effective communication of activities and contact points, and consultation on developments, such that colleagues in Colleges, Schools and other Support Groups, as well as student representatives and the wider community, such that they recognise and value the contribution that CSG groups make.
Effective internal communication to staff within CSG of the University, CSG and local achievements and plans, such that they understand and are committed to achieving them
Key areas of contribution to University Goals:
Quality infrastructure Quality services
Developing leadership and management
Engaging with the wider community
Building effective partnerships and collaborations
Key drives over the next 5 years.
- Re-design of website structure, content and maintenance processes in line with the corporate website development project and consider the communication needs of those who do not have ready access to a PC.
- Clarity of roles, responsibilities, contact points and service levels for colleagues in Colleges, Schools, and other Support Groups
- Transparency of work plans
- Communication of Plans and Achievements
- Utilise face to face communications through established groups in Colleges, Schools and Support Groups
- Use multi-functional teams for development activities as much as possible Plans and major milestones
2005/6
- Development of CSG Strategy and communication of it to Colleges, Schools Support Groups and within CSG
- Annual report on CSG activities and contribution to University/College objectives - Establish team to look at opportunities for improvement in communications
processes within and out with CSG - Produce directory of contact points - One stop shop IT Help Desk 2006/7
- Establish group to commence redesign and restructuring of CSG web site in line with corporate website development
- Examination of opportunity to improve work/programme management processes, and their visibility
- Development of service level agreements 2007/8
- Continued web-site redevelopment Systems plans to support
The key system developments that are proposed to support these plans are
05/06 06/07 07/08 08/09 09/10
Website re-development Work planning / monitoring tool
Efficiency and Sustainability
The University must achieve financial sustainability for the future whereby its income provides sufficient funds to meet the costs of its academic activities, the costs of its administrative activities as well as funding estate & infrastructure maintenance renewal and development. Financial sustainability therefore requires: transparency of the income and full costs of each area in the University, generation of further income, as well as improved efficient administration and professional services across the University.
Administrative and professional services are provided from a number of organisations including college and school administrative teams as well as corporate groups. Effective support will be provided where local administrative teams provide the day to day support utilising common systems and processes provided and supported centrally, backed up by corporate professional expertise.
Aims
To achieve transparency of the costs of services provided to colleges, schools and support groups
To reduce the proportion of academic staff time spent on administrative processes relating to CSG functional activities
To have easy to use, efficient common systems and processes operating across central support groups, colleges and schools, thus reducing duplication of activity and systems across the University
To generate additional external income from CSG activities
Key areas of contribution to University Goals:
Quality infrastructure Quality services
Effective governance and ensuring sustainability
Key drives over the next 5 years.
- Manage a significant shortfall in funding over the next 2 years as University funds are differentially skewed for academic use to support the RAE
- Under FEC processes, allocate central costs to Colleges and Schools, then progressively move towards Colleges and Schools holding the budgets themselves, and being charged for services they utilise and consume - giving them the ability to see and influence the level of service they require for their own needs
- Maximise benefits from Procurement and e-Procurement, e-Expenses systems - Implement changes in working practices arising from the harmonisation of working
hours and pay & conditions negotiations
- Implement Full Economic Costing and undertake a major review of grant processes - Implement EUCLID project to provide students with an easy to use, self service,
single point of electronic access for all administrative and other activities prospective and registered students
- Improved process and project management, and elimination of duplicate activities across the University
- Reduce the space usage by CSG groups
- Reduce the cost of providing core services across the University in real terms by at least 10% over 5 years (net of additional income generated)
Targets and KPI’s
2003/4 2006/7 2009/10
CSG costs as % of University Income 9.2% 9% 8.8%
Plans and major milestones
Many of the detailed actions related to the above are shown in the plans for individual areas, however the following milestones cut across functional boundaries
2005/6
- Income and Costs on a fEC basis by School available - Roll out of e-expenses system
- Review and set out improvement programme for grant administration processes between ERI and Finance
- Explore opportunities for shared services with other institutions and public bodies in the Edinburgh/Lothians region
2006/7
- Utilities costs start to be charged out to Colleges/Schools/SG’s on a pilot basis - Implement changes of working practices and structures following on from
harmonisation of hours and the Pay Framework agreement - Further space savings
- Renew and further improve procurement processes across CSG
2007/8
- System to facilitate improvement in student related processes implemented (EUCLID)
- Move to services provided to colleges and schools being paid for by them, under service level agreements
Systems plans to support
The key system developments that are proposed to support these plans are
05/06 06/07 07/08 08/09 09/10
Changes to HR, Payroll, Finance and other systems as a result of harmonisation of working hours and pay framework
Extension of InfoEd Grant Management system into Finance and its accessibility by College and School colleagues
Utilities charging system and links to EBIS and Finance systems
Changes to Finance, EBIS, HR and other systems as a consequence of EUCLID
C O R P O R A T E S E R V I C E S FUNCTIONAL PLANS
Finance
The Finance Function is responsible for the effective financial management and stewardship of the University and ensuring through its budgeting and forecasting processes, its financial funding activities and its interface with senior managers across the University, that the University’s financial position remains healthy, and that the application of its income results in a long term sustainable institution. Its activities include the provision of professional advice and direction, the delivery of management reporting that enables senior and local managers to effectively manage their activities; the delivery of statutory financial and fiscal reporting, and the processing of some £2,000,000 transactions every year related to income, expenditure, capital projects or financing. The overall function operates in a devolved manner with College, Support Group and Subsidiary accounting staff, as well as central Finance Department staff taking their professional leadership from the Director of Finance Strategic Intent
The aims of the Finance Function across the University are:
- Maintain tight stewardship over the University’s financial resources, ensuring that financial funding, i.e. cash and loan facilities are available for managed strategic growth without over commitment.
- Increase transparency of income and full costs of activities across the University
- Maintain and improve the University’s financial control environment including the management of financial risk
- Maintain and improve the financial systems and processes such that they are easy for users to access, operate quickly and efficiently - Tighten financial and management reporting such that accurate up to
date information reflecting income received and due, and expenditure undertaken and committed, is reported on a timely basis each month and at year end
- Develop a culture of customer service and support, and continually improve the provision of financial advice provided to academic and functional managers to assist them in the effective management of their area of responsibility and the University overall.
Key areas of contribution to University Goals:
Quality infrastructure Quality services Effective governance and ensuring sustainability
Key drives over the next 5 years.
1) Customer Service - develop a culture of customer service and support, and the active provision of financial advice
2) Systems and processes - improve finance systems and processes, ensuring that there are effective interfaces with feeder systems and that input is carried out “self service” at source without the need for any further manual intervention
3) Reporting - tighten monthly and annual reporting including moving monthly financial reporting to an accruals basis, and set up the accounting structures to ensure the objectives of long term sustainability are promoted. Establish regular short and longer term forecasting processes to enhance financial and business planning
4) Funding - review loan and other financial funding opportunities to support major University developments, as well as the. Management of insurance and taxation services.
5) Organisation - review the organisation of finance responsibilities across the University 6) Drive efficiency improvements in processes such that the resources dedicated to
transaction processing are reduced whilst resources providing local and central advice and support are enhanced.
7) Work closely with managers on the business planning of new activities
8) Improve the financial return with due regard for risk from the University’s Endowments, Investments and cash deposits.
Targets and KPI’s
??
2003/4 2006/7 2009/10
Customer satisfaction index
% of payments made via BACS 50% 85% 95%
% Financials documents sent electronically
0% 20% 80%
% Expenses paid electronically 0% 85% 95%
% eFinancials orders of total raised 86% 95% 100%
No. of Finance Systems Users 1609 3000 5000
% Return on deposit balances above base rates
University fEC surplus/deficit % Overdue debt
Plans and major milestones 2005/6
- implementation of Full Economic Costing, including establishing ongoing data collection processes, research grant accounting and reporting, annual FEC Income & Expenditure reporting at College level.
- re-engineer procedures related to student finances, and upgrade student fee collection processes and restructure debt collection processes and reporting - review organisational structure and implement any changes
- deliver training in customer service
- change accommodation arrangements in Charles Stewart House to reflect revised organisational structures and to reduce space usage
- move Construction Industry Tax to eFinancials and implement new legislative requirements
- development of a debt portal for students and on-line direct debits
- provide input to EUCLID vision for relating to the financial interface and fee/debt collection etc
- establish ongoing annual long-term forecasting process - implementation of e-expenses system across the University
- move Accommodation Services mainstream accounting on to core University accounting system
- pilot a corporate document management solution for Endowments - single Pay Spine and Salary Forecasting Model developments.
- meet RAE requirements
2006/7
- continue integration with other corporate systems such as EBIS, EUCLID, AS, Library
- continue the roll-out of the Stores Systems to key business units in the University and integration with corporate applications such as EBIS and Sciquest
- improve business processes via document management, increased systems usage, electronic forms and reports
- introduce a planning and budgeting toolset to improve forecasting and budget development
- introduce Fixed Asset module within eFinancials and improve capital accounting processes
- restructure accounting for Utilities
- deliver re-engineering of Research Grant processes across the University - establish accruals accounting monthly
- re-tender for taxation advice
- support implementation of EUCLID project
- manage revised student fees procedures with introduction of variable fees in England
2007/8
- delivery of EUCLID vision with regard to the financial interface with students - review processes relating to student finances following EUCLID implementation
- implementation of International Accounting Standards as applicable to the HE sector
- review Financial Manual
2008/9
- Achieve delivery of online payments and debt management strategy - Continue integration with other corporate systems
- Improve business processes via documents management, increased systems usage and electronic forms
- Maintenance upgrades of eFinancials, eProcurement and EEM 2009/10
- Continue re-engineering Financials systems and processes - Review Corporate Financial Systems Strategy
Systems plans to support
The key system developments that are proposed to support these plans are
05/06 06/07 07/08 08/09 09/10
Continue to develop Interfaces between Finance/ other corporate applications Continue to streamline processes/develop systems in line with best practice
Implement legislative changes e.g. Construction Industry Tax, Cardholder not present
Implement the CMG approved on-line payments and debt management strategy Input to strategic corporate development e.g. Pay & Reward, FEC, RAE, EUCLID, TRAC and Utility charging
To continue to roll-out to exploit the potential of existing applications
Procurement & Printing
Procurement activity covers the whole process from identification of need through to specification, evaluation, and selection based on whole life costing and value for money for all goods, services (including capital building works), ensuring compliance with ever tightening legislation, and professional good practice. Over one third of all expenditure by the University goes through a procurement process. In 2004/5 this expenditure amounted to £152m, from some 18,000 organisations.
The Procurement Office is a recognised leader both in the HE/FE sector as well as in the wider public sector (winner of the Government Opportunities Public Sector Procurement (Individual) Excellence Award 2004). This recognises expertise in procurement strategy, processes and systems development, purchasing practice, tendering/negotiation/monitoring of major contracts, syndicated activities, training, and statutory and professional compliance. The team are fully or part qualified in the Chartered Institute of Purchasing and Supply (CIPS) professional standards.
The Director of Procurement leads delivery of the strategy working through the central team in conjunction with College, School and Support Group staff with procurement responsibility to form a strong and developing professional network.
Printing Services provides and procures printing and related services for much of the University’s printing and reprographic or related needs, supporting origination, (design and photographic activity), as well as either producing finished work internally, including managing school copier placements or procuring print services at advantageous rates, to University corporate identity and appropriate professional, sustainability standards, from third parties.
Strategic Intent
The aim of the Procurement activity in the University is:
- Easier and simpler procurement by staff across the University - The right procurement decisions are taken - recognising both quality
requirements and value for money and probity
- Adding value by reducing costs of University purchases in terms of competitive pricing and purchase process efficiency
- Simplifying, speeding up, and improving procurement processes - Establishing contracts with reliable and responsive suppliers - Complying with EU and other procurement legislation and standards
In driving these forward, account will be taken of social, ethical and environmental issues and work with students in a Fairtrade University.
The aim of Printing Services is to manage internal and external services and production across all relevant areas in Print, Design and related consumables to achieve value for money for the University, using both local and central production and buying, as appropriate.
Key areas of contribution to University Goals:
Quality infrastructure Quality services
Effective governance and ensuring sustainability
Key drives over the next 5 years.
1) Introduce and develop e-Procurement processes and systems that are easy for staff to use.
2) Improve procurement practice and capability in teams across the University, and ensure coordinated approach across central and local teams.
3) Consider opportunities to aggregate requirements to make suppliers more responsive in terms of pricing and added value, including working with sector groups and other syndicates.
4) Improve processes relating to tendering and purchasing, such that procurement is electronic, quick, requires minimum human intervention and is established in a way that suppliers respond to effectively.
Targets and KPI’s
2003 2006 2009
Procurement influence 67% 80% 90%
% of orders electronic 26% 80% 90%
% of Schools using e-Procurement 19% 80% 100%
No of eProcurement Users 285 2000 4000
Value of eProcurement orders £1.37m £5m £9m
EU and LIT tenders 57 70 100
Print productivity ( average turnaround time) 6 5 3
Print productivity ( %jobs on time) 97% 98% 99%
Print quality (% right first time) 97% 98% 99%
Plans and major milestones 2005/6
• Roll-out of new e-procurement systems
• Ensure compliance with new EU legislative requirements from Jan 2006 • Papers relating to supported tenders available in the event of an FOI request • re-engineering of procurement processes throughout the institution
• support for EUCLID procurement project
• initiation of a University procurement training strategy
• introduction of EPS online print requisition/internal charging service • extension of Fairtrade University work with students
• update sustainable development strategy 2006/7
• provide expenditure influence and agree targets with Schools • establish Schools efficiency measurement and whole life costing • increase centre-led activity network to 80% of procurement • roll-out eTender to Schools
• establish training reviews and skills development planning • review and establish sustainable procurement targets • improve full economic costing procurement for researchers • identify opportunities for income through services to other bodies • extend EPS online to income generation for external clients • establish Information Services Group procurement strategy • complete CMVM procurement strategy
2007/8
• re-establish CSE procurement strategy
• complete Estates and CSG procurement strategy • establish online procurement training/ skills development • monitor efficiency gains and process benefits
• achieve sustainable procurement targets and FeC • achieve print value-add targets and extend client base 2008/9
• complete HSS procurement strategy • complete AAPS procurement strategy • monitor procurement network added value • achieve print value-add targets
Systems plans to support
The key system developments that are proposed to support these plans are
05/06 06/07 07/08 08/09 09/10
Cedar eProcurement Module Unity (HEEP) Integration E-Tendering Roll-out
Review Purchasing and T&S Cards SciQuest Roll-out
Human Resources
The quality of the University’s staff and the way they perform in their different roles are critical to the University’s success. The HR function, in conjunction with managers across the institution, has the responsibility for ensuring that the right staff are in place and performing effectively, and that the University operates in compliance with legislation and standards. The function is also the agent for managing change and improvement as it affects people across the University. The function operates in a devolved manner with Corporate HR providing the professional leadership and focussing on policy, standards, specialist advice, staff development, staff support services and HR process & system management. College and Support Group HR teams provide local advice and support to managers as well as supporting HR developments in each of these areas.
The range of activities which the function performs includes support for and development of managers and their organisations; development of staff to provide the knowledge and skills required for them to perform effectively; providing support for dealing with individual staff issues; ensuring compliance with legislation; developing and implementing University policy; developing and operating the procedures for recruitment and progression of staff; liaison with Representative Unions etc. Over the past 3 years the function has been implementing its HR Modernisation programme to align the function to the new University organisation structure, establish improved systems and processes, and support capability development. Over the past year delivery of Pay and Reward modernisation to the timetables set by the Scottish Executive, and within a set financial scope, has moved to the fore.
Strategic Intent
The aims of the HR function across the University are:
- Support senior managers to ensure that the University recruits, develops, manages and supports staff such that they perform effectively in their respective roles
- Maintain compliance with statutory and professional standards
- Improve and maintain modern staff policies, procedures and systems to provide effective services
- Provide HR specialist support and advice to assist academic and functional managers in delivering their strategic goals, in particular the management of change as it affects people.
- Ensure the effective support of ‘partnership’ working with all three trades unions and the discharge of negotiations on behalf of the University
Key areas of contribution to University Goals:
Excellence in research
Quality infrastructure Quality services
Promoting opportunity and diversity
Developing leadership and management
Key drives over the next 5 years.
1) Recruitment and Retention – provide the processes and support to ensure the University retains the leading academic staff it requires to deliver its goals in each subject area
2) Research Capacity – build the sustainable capability of our research staff and postgraduate students
3) Reward Modernisation – implement the UK National Framework for the modernisation of Pay Structures, including harmonisation of working hours and agreements to change working practices; and following agreement, implement the necessary changes in HR processes and work, and the changes of working practices that need to be embedded for the future
4) Leadership, management and staff development – development of the leadership capabilities of managerial staff across the institution, and the capabilities of staff to perform their roles
5) Effective Administration and Support – improvements in support activities eg support and advice to managers, sickness absence management, staff counselling,
management information, business processes, recruitment processes etc
6) Promotion of Equality and Diversity, Dignity and Respect, and support improvement of working life.
Targets and KPI’s
2003/4 2006/7 2009/10
Proportion of new appointments who are women Average cost per FTE
Headcount of staff development attendees Sickness absence - % time lost
Plans and major milestones 2005/6
- Recast HR strategy to align to the University strategic plan and create “people” balanced scorecard
- Implementation of pay and reward structures, harmonisation of hours and agreements to change working practices, including HR & Payroll system changes - Support for recruitment and retention of leading academic staff
- Review and revise policy on the use of Fixed Term Contracts
- Establish guidelines for the personal development of research and other staff and the processes and structures for its delivery.
- Sickness and absence reporting and management guidelines implemented
- Provide the development events/activities to Heads (and potential Heads) of School identified through the HoS leadership project, and extend project to Support Group leaders
- Develop the Staff Counselling activities to meet the increasing demands for this service
- Review of operation and effectiveness of central/devolved structure
- Review delivery of staff development provision including creation of new plan based in strategic priorities
2006/7
- Implementation of the ongoing work processes and changes of organisation/ responsibilities as a result of new pay and reward arrangements, and review of central/devolved structures
- Implementation of the relevant changes in the processes and delivery of personal development events/activities for research and other staff
- Provide the development events etc for Support Group leaders as identified through the training needs analysis
- Develop and implement revised policy and guidance on IPR and consultancy - Upgrade HR Web Site in line with corporate standards
- Upgrade management of undue occupational stress
2007/8
- All senior staff to have had their development needs identified and have completed the appropriate activity
- Implement and embed new Dignity and Respect policy
- Review of HR processes, to optimise them following changes as a result of Pay and Reward implementation
2008/9
- Undertake further improvements of HR systems and processes – self serve etc Systems plans to support
The key system developments that are proposed to support these plans are
05/06 06/07 07/08 08/09 09/10
Sickness and Absence reporting
Pay & Harmonisation - changes to HR and Payroll systems
Upgrade Web Site
Further improvements to HR systems – online pay slips etc
Estates & Buildings
Estates and buildings provides the key support activities for all premises on the University’s core estate, including cleaning, uniformed services, security, post, waste management etc as well as managing the travel infrastructure. It maintains existing buildings and ensures compliance with legislation, as well as managing the supply of utilities. A major part of its work is planning and implementing a large programme of estates developments, and it promotes efficient utilisation of space. In doing this it works closely with Colleges and Schools to develop the estates development strategies as well as interfacing with City Council Planners, funders and others to ensure developments are delivered timeously and on cost. E&B also manage all of the information related to estates plans, building condition, space and usage.
Strategic Intent
The vision is to have an estate that is effectively managed, capable of supporting world class academic activity and our business needs, whilst seeking to optimise use of space.
It should provide a modern stimulating working and learning environment
appropriate to the needs of a leading international centre of academic excellence. The estate is focussed on its core footprints in the Central Area (inc Holyrood), KB, Little France, Western General, and Easter Bush.
Key areas of contribution to University Goals:
Quality infrastructure Quality services
Engaging with the wider community
Building effective partnerships and collaborations
Effective governance and ensuring sustainability
Key drives over the next 5 years.
The key drives for Estates and Buildings over the next few years are: 1) estate development, rationalisation, refurbishment and maintenance 2) promotion of space efficiency across the estate
3) implementing Reward agreement, harmonisation of hours, changed working practices and where required restructure
4) devolution of utilities budgets and promotion of improved utilities usage
5) consider options for direct charging of FM services in response to client/user need 6) consider implications from sector space management model and options for space
charging
7) estate to be capable of responding to opportunity arising through partnership, collaboration or additional funding from any appropriate source
8) staff development plans and appraisal
9) implementation of the estate and FM related sustainability agenda Targets and KPI’s
(data to be input) 2003/4 2006/7 2009/10
Overall building performance analysis - % A and B Income / m2
Staff FTE / m2 Student FTE / m2 Recycling rate - % Energy consumption
Reduction in % of single car journeys Client satisfaction survey trends Plans and major milestones 2005/6
- Finalise Estates Strategy 2005-2015
- Obtain City Council Planning agreement to KB and Holyrood master plans - Estates developments, in particular: Potterow, SW extension refurbishment,
Appleton Tower, VET School, Main Library, Wm Rankine Building, Engineering Quad Phase 2,
- Establish framework procurement agreements for : asbestos consultancy and monitoring, separate trades, Quantity Surveying services
- Rationalise process for holding and analysing space data for estates benchmarking, and FEC reporting purposes
- Establish Pay Framework agreement and complete trade staff review - Work on harmonisation of HR procedures and processes across CSG - Review of alignment of premises/E&B teams with College/Site needs - Utilities costing and charging framework developed
- Work with partners on developments at Technopole and the Centre for Biomedical Research
- Roll out customer service and team work training - Refinement of appraisal system and roll out training
- Obtain agreement to the proposals for criteria based parking system
2006/7
- Estates developments, in particular: Potterow, Medical School SW Extension refurbishment, VET School, Main Library, Ashworth Extension (Centre for Infectious Diseases), Old Medical School (west)
- Estates Exits: marketing plans for Holyrood site (north west), Summerhall, Forrest Hill, 1-6 Buccleuch Place
- Completion of disabled egress related premises work
- Extending proposals for corporate branding of premises and branded direction signs and public realm strategy across the estate
- Implement changes of working practices and structure following from harmonisation of hours/Pay Framework Agreement/Trades Staff Review
- Commence implementation of Utilities cost devolution - Develop framework for direct charging of FM services
- Linkage of estate systems (room bookings etc) into EUCLID system - Consideration of options for introduction of central timetable system - Implement next stages of staff development
2007/8
- Estates developments, in particular: Potterrow, Vet School, Main Library, Ashworth Extension (CID), Old Medical School (west), Adam Ferguson,
- Estate Exits: Holyrood (north west site), Summerhall
- Extending proposals for corporate branding of premises and branded direction signs and public realm strategy across the estate
- Introduction of direct charging for FM services pilot study
- Linkage of estate systems (room bookings etc) into EUCLID system - Consideration of options for introduction of central timetable system - Implement next stages of staff development
2008/9
- Estates developments, in particular: Main Library, Adam Ferguson Building, - Introduction of pilot study for full space charging
- Estate Exits: further opportunities - Review of Estate Strategy
2009/10
- Estates developments: as developed in the Capital Plan - Update of Estate Strategy
- Consider extension of direct charging for services
-Systems plans to support
05/06 06/07 07/08 08/09 09/10
Update EBIS Space Records and building matrix for use in Building Analysis/FEC
System changes to facilitate Utility charging Linkage of EBIS with EUCLID and other corporate systems
Consideration of central timetable system Extension of booking system to embrace School controlled rooms
Management Information Services
MIS provide the key capabilities in implementing and maintaining the mainstream administrative systems of the University as well as operating other services such as the University identity card, visitor registration service, training etc. It manages mixture of “home grown” systems as well as package systems and has a developed capability in IT project management. It is looking to position the University amongst the leaders in IT administrative systems/web capability as illustrated by the early move toward portal architecture through the implementation of the MyEd portal and the use of EASE to reduce the number of password protected sign-ons users have to make.
Directionally the University is moving toward a more integrated system structure whereby information is entered once at source and then utilised throughout core systems and processes that are common across the University. Increasingly the university will use package systems to support its core administrative processes, with Web front end access, and in due course available 24/7 independent of location. Finance, HR and Estates all use such package systems already and the EUCLID project will move students systems down the same route. Outside mainstream core systems, other systems may be developed for specific reasons where the core systems do not provide, or are not expected to do so in the immediate future, the necessary functionality. MIS will increasingly be the focal point for both advice on such systems developments e.g. whether they should be undertaken in house or contracted out (and to whom), and will also specify the necessary technical requirements to ensure that such systems can be integrated and maintained alongside the mainstream systems.
Strategic Intent
MIS aims to provide a first class information service to support learning, teaching, research and the management of the University - creating advantage through the innovative use of information technology.
Key areas of contribution to University Goals:
Excellence in education
Quality infrastructure Quality services
Effective governance and ensuring sustainability
Key drives over the next 5 years.
The main drives for MIS over the next few years will be
1) MIS becomes the centre for implementing and maintaining/upgrading core corporate systems and provision of technical advice for all administrative systems implementations
2) System development priorities will focus on RAE, Reward Project, Full Economic Costing, EUCLID and improving the efficiency & effectiveness of business processes
3) Develop holistic approach to project management such that all projects are effectively managed and coordinated from both a user and MIS perspective, using a common project management methodology
4) All user systems accessed via the MyEd portal, further system integration, easy intuitive web access, electronic workflows replacing paper based authorisation and move toward 24/7 availability
5) Developing the IT infrastructure to ensure that capacity and performance are sufficient to meet increasing demand and that technical standards are set to enable effective integration of systems.
6) Coordination of IT technical support, infrastructure development, and project planning/delivery with EUCS
7) Increase efficiency of ongoing system maintenance activity to enable focus on development projects
Targets and KPI’s
2003/4 2006/7 2009/10
Server Availability 99.75 99.90 99.99
Unplanned Server Downtime 99.7 99.8 99.9
Plans and major milestones 2005/6
Infrastructure upgrade
Reinforcement of the projects web site and educating potential users in is capabilities 2006/7
Completion of migration of applications to new infrastructure Reduction of disaster recovery time to less than 1 day
Introduction of a hosting service for Oracle based research data Delivery of functions for the University Web Site re-development
Delivery of KPI information to support balanced scorecard implementation from existing data marts
Extend the visitor registration service to include virtual visitors and self registration 2007/8
Integration of EUCLID functions with existing infrastructure both MyEd and business applications
Deliver student timetable information via e-diary 2008/9
Integration of EUCLID functions with existing infrastructure both MyEd and business applications
2009/10
Systems plans to support
The key system developments that are proposed to support these plans are
04/05 05/06 06/07 07/08 08/09 09/10
Infrastructure upgrade Application migration to new infrastructure
EUCLID implementation University Web Site Functions e-Visitors
Management Information KPIs Student e-Diary
Introduction of MiFare ‘smart’ University cards
Health and Safety
Health and safety activities in the University are vitally important not only to ensure the safety and health of staff, students and visitors to the University but also to ensure the University can undertake its activities effectively, without falling foul of either criminal or civil law. A major failure can result in restrictions being placed on the work, whether teaching, research or support, that the University is allowed to undertake. It is therefore important that health and safety standards and procedures are properly established for all activities, that they are complied with, and that ongoing compliance is effectively monitored.
H&S Department has an excellent reputation for its knowledge and competence and is recognised as one of the leading such departments in the sector. It takes the lead in establishing standards and advising staff and students across the University on the
procedures required for their implementation, to ensure that a satisfactory level of health and safety performance is attained and maintained.
Strategic Intent
The aim of Health and Safety activities across the University is to ensure all staff, students and visitors to the University carry out their activities in a safe and healthy manner, and in compliance with regulatory and professional standards, and best practice.
The Health and Safety Departments' fundamental aim is keep the university at the forefront of H&S practice in the sector by:
- providing professional leadership, advice and direction to all members of the University community
- establishing University policies, procedures and standards and leading the implementation of new regulations and best practice
- maintaining a high awareness and competence in Health and safety management in staff across the University, to contribute to a positive health and safety culture
- providing training, occupational health, safety audit and other services
Key areas of contribution to University Goals:
Quality infrastructure Quality services
Effective governance and ensuring sustainability
Key drives over the next 5 years.
1) Promotion of awareness and increased competence in Health and Safety management across the University and thereby reduce the number of accidents and incidents to as low an incidence as is reasonably practical
2) Managing implementation of new legislation and practice (e.g. Fire Safety) 3) Completion of HSE biological safety “partnership intervention” programme,
4) Assisting in the creation of centres of excellence within the University for health and safety practice,
5) Review and enhance radiation protection policy, guidance, training and competence assessment, whilst accommodating the requirements of SEPA 6) Increasing the profile of occupational health compliance and health promotion
activities
7) Completion of comprehensive H&S audit programmes, including AON and specialist audits
8) Maximising opportunities for income generation by the various Units of H&S Department, whilst maintaining a balance with essential U of E work 9) Promotion of awareness and increased competence in Health and Safety
management across the HE and FE sectors (SHEFC “CHASTE” project) Targets and KPI’s
2003/4 2006/7 2009/10
Total No of Reportable Accidents / Incidents 20 19 18
Staff Reportable incident rate per 1,000 staff 1.3 1.1 1.0
No of enforcement, improvement or prohibition notices, 0 0 0
No of prosecutions 0 0 0
