5 th march 2010. scale of ambition international is centre stage transition to a low(er) growth...

5th March 2010

Scale of ambition International is centre stage Transition to a low(er) growth environment Emphasis on process and service

More effective and efficient service provision across the University

Greater clarity of responsibility Closer working relationships between the

central services and the Faculties A structure that allows us to continue to

grow and is fit for purpose for the future

(Total 856)

£’m

Income 17.5

Payroll 21.2

Non-Payroll 14.3

(based on the 09/10 budget)

All Divisional Directors now in place Consistent Job descriptions and delegations Immediate priorities clear in most areas Organisational issues within Divisions being

dealt with Need to ensure full alignment with

University Strategy

Capital programme Space utilisation Bond restructuring IT resilience ERDF/HEIF Graduate employment progress International partnerships Improved HR support

Stronger Lancaster brand Management information gaps Business development/diversification with

industry Changes in the student body

◦ Here at Lancaster◦ Overseas campus

Speed of process/systems change Recruiting and retaining the right people Working across boundaries Doing all of this as resources are squeezed

Stronger Lancaster brand Management information gaps Business development/diversification with

industry Changes in the student body

◦ Here at Lancaster◦ Overseas campus

Speed of process/systems change Recruiting and retaining the right people Working across boundaries Doing all of this as resources are squeezed

Payroll efficiencies of £1m+ in real terms for 2010/11

Creates savings and room for re-investment (£400k)

Zero base approach to non-payroll budgets Opportunity to focus on priorities.

Need to reflect University priorities Shared services Cut out unnecessary process Identify waste Active supplier management

Source: EMS 2008/09

Finance Review / Agresso Residences system PAP phase 1 Recruitment / Flexible benefits On line store

Revised delegations New policy (Finance, HR etc) New guidance

HR system CRM

PG acceptances up 40% year on year Conversion rate 17% from 12.6%

Duplicate record keeping Printing of purchase orders Monitoring of trivia

Clear ownership Proper resourcing

PAP (Phase 2) Sophia Alumni and Development E-Expenses HR manager self-service User identity Management

Web (pending)

Project Status Rank Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec JanLUSI (Must) Approved 1 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6Decant Approved 2 1.8 1.8 1.8 1.8 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6Sophia (core resource) Approved 3 3.3 3.3 3.3 3.3 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1Sopia (addtn dev resource) Pending Approval 3 4.3 4.3 4.3 4.3 4.1 4.1 4.1 4.1 4.1 4.1 4.1 4.1Postgraduate Admissions Approved 4 6.8 6.8 6.8 6.8 6.6 6.6 6.6 6.6 6.6 6.6 6.6 6.6ADEMS Approved 5 7.8 7.8 7.8 7.8 7.6 7.6 7.6 7.6 7.6 7.6 7.6 6.6LUVLE (Must) Approved 6 10 10 10 10 9.8 9.8 9.8 9.8 9.8 9.8 9.8 8.8Decision Support Approved 7 11.6 11.6 11.6 11.6 11.4 11.4 11.4 11.4 11.4 11.4 11.4 10.4Service Continuity Approved 8 12.1 12.1 12.1 12.1 11.9 11.9 11.9 11.9 11.4 11.4 11.4 10.4Agresso (inc e-Expenses) Approved 9 13.1 13.1 13.1 13.1 12.9 12.9 12.9 12.9 11.4 11.4 11.4 10.4UIM Approved 13 13.6 13.6 13.6 13.6 13.4 13.4 13.4 13.4 11.9 11.9 11.9 10.9HR Manager Self-service Approved 14 13.8 13.8 13.8 13.8 13.6 13.6 13.6 13.6 12.1 12.1 12.1 11.1pFact Pending Approval 12 13.8 13.8 13.8 13.8 13.6 13.6 13.6 13.6 12.6 12.6 12.6 11.1LUSI (Should) Pending Approval 15 13.8 13.8 13.8 13.8 13.6 13.6 13.6 13.6 12.6 12.6 12.6 11.1LUVLE (Should) Pending Approval 16 14.9 14.9 14.9 14.9 14.7 14.7 14.7 14.7 13.7 13.7 13.7 12.2Academic Collaborative PartnershipsPending Approval 17 14.9 14.9 16.9 16.9 16.7 16.7 16.7 16.7 13.7 13.7 13.7 12.2Web Content Manangement Pending Approval 18 14.9 14.9 18.9 18.9 18.7 18.7 18.7 18.7 13.7 13.7 13.7 12.2Enterprise Search Pending Approval 19 14.9 14.9 18.9 18.9 18.7 19.7 19.7 19.7 14.7 14.7 14.7 12.2

Basic data (e.g. on staff and students) Regular reports Information for decisions KPIs

Basic housekeeping/data custodians Review of key systems (Agresso/LUSI etc.) Re-launch Decision Support Project

◦ Completion of student profiles and performance project

◦ Response to Faculty concerns on student data Support for Director of Planning

More joined up approach required to large companies

Matrix management inevitable Discussions on roles ongoing Need to revisit CRM Probably need clearer statement on areas

of focus Mechanism to resolve all this through BEB

Setting an example Clear contact points with Faculties (Partner

model) Visibility and transparency of targets Strategic Plan workshop

1) Major Themes ‘Stop it’ (STIG) International partnerships Student Journey

2) “Just do it” Finance and procurement shared service Energy savings Recognising successes

Sets high standards (World Class) Preferred partner Somewhere people want to work A learning organisation that embraces

change Prepared to take a lead (and to follow) Problems discussed openly

International partnerships Innovation management Student lifecycle Process/systems change Staff development

To provide services in support of our core business (Teaching, Research and, Knowledge Transfer)

To provide professional advice and support based on a range of specialisms

To support the development and implementation of the strategic plan

To help manage risk and compliance issues To do those things that can be best done in

a single place on behalf of the University as a whole

Getting the basics right Doing more with less Pace of change Clarity of process Building the right relationships with faculties Getting the right people involved at the right

time Demonstrating success (KPIs/benchmarking) Internal communications