service expectation statements · service expectation management is one of the three components of...

SERVICE EXPECTATION STATEMENTS

SUPPORT GROUPS & PLANNING UNITS

Supporting colleagues and students through the provision of effective and efficient delivery of services and support activities

RA2018 – Resource Allocation Model

SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐

CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 1

This document is the property of the University of Edinburgh. Once printed, this document is considered uncontrolled and may be out of date.

Refer to Governance and Strategic Planning for the official, current version.

CONTENTS

PART ONE ......................................................................................................................................................................2

Introduction ...................................................................................................................................................................... 3

Definitions ........................................................................................................................................................................ 4

Service Expectation Management Process ..................................................................................................................... 5

PART TWO .....................................................................................................................................................................6

Corporate Services Group Summary ............................................................................................................................... 7

Information Services Group Summary .............................................................................. Error! Bookmark not defined.

University Secretary’s Group Summary ............................................................................ Error! Bookmark not defined.

Centre for Open Learning (formerly OLL) ......................................................................... Error! Bookmark not defined.

PART THREE ................................................................................................................................................................ 14

Appendix 1 – Corporate Services Group Planning Units .............................................................................................. 15

Appendix 2 – Information Services Group Services ......................................................... Error! Bookmark not defined.

Appendix 3 – University Secretary’s Group Planning Units .............................................. Error! Bookmark not defined.






PART ONE

INTRODUCTION

DEFINITIONS

SERVICE EXPECTATION MANAGEMENT PROCESS






INTRODUCTION

PURPOSE

Service Expectation Management is one of the three components of RA2018

along with Planning discussions and decisions, and the Resource

Allocation Model.

Service Expectation Management refers to the

development of understanding between Support

Groups and Colleges/Schools about the service

and activity requirements to support the

strategic and operational goals of the University.

Service expectation statements describe the

services provided by Planning Units in the three Support

Groups, CSG, ISG and USG. Services are categorised into

Universal Activity, University Services and Unit Specific Services.

Consultation between Colleges and Support Groups is critical to the success of this component of

RA2018. The process for the management of service expectations, and publication of Service

Expectation Statements is currently under development.

HOW TO USE THIS DOCUMENT

The main body of the document contain the summaries of the Support Groups and Centre for Open

Learning. This will be of interest to Portfolio Managers (Heads of Support Group), Heads of College and

College Registrar and GaSP for managing RA2018 on an ongoing basis, among others.

The Appendices contain detail. This will be of interest to groups such as users of services, planners,

those involved in Service Excellence Programme looking for cross‐over activities and opportunities to

improve efficiencies and effectiveness.

INCLUSIONS & EXCLUSIONS

Each Support Group and first line Planning Unit are included in this document.

College and School support services are currently excluded from this document as expectations are

generally set during Planning Round.

NOTE: INTERNAL CHARGING

The development of RA2018 has been predicated on delivering transparency of the gross cost of

Support Group activity and services. Consequently the Model has been developed without

consideration as to the use of internal charging or other cost recovery mechanisms. Internal charging is,

however, a well‐ingrained mechanism for cost recovery for many services delivered by Support Groups.

Therefore, the Model will provide two resource allocation views, the first being the gross view not

factoring in internal charging cost recovery and the nett view factoring in internal charging cost

recovery.






DEFINITIONS

UNIVERSAL ACTIVITY

Activity that has no simple, consistent cost driver. It may not be related to size and shape of

organisation. It may also be subject to a simple strategic decision as to budget size. For example: Court

and Internal Audit.

UNIVERSITY SERVICES

Services provided across the University with cost drivers that are largely similar across all areas. Services

may however, be tailored to meet varying needs across the University. For example: Student

Recruitment & Admissions.

UNIT SPECIFIC SERVICES

Services that are unique to specific units. There may be understood cost drivers, or it may be a pass

through cost. For example: 24 hour security.

COST DRIVER

A cost driver is the unit of an activity that causes the change in activity's cost. A cost driver is any factor

which causes a change in the cost of an activity. — Chartered Institute of Management Accountants.

COST DRIVER WEIGHTING

A cost driver weighting is the amount that a cost driver changes by for a given activity. For example:

Student Recruitment and Admissions spend twice as much on an average Full‐time Undergraduate for

Admissions activities than they do on an average Full‐time Post‐graduate. An average Distance Learner

of Part‐time Unstructured student costs only a quarter of an average Full‐time Post‐graduate to provide

Admissions activities for.

The cost driver weightings are expressed as below for the purposes of RA2018 (using Student cost driver

as an example).

UNIVERSITY SERVICE GROUPING

FT UG FT PG DL PT US PT S & OLL COST DRIVER

Admissions activities 2 1 0.25 0.25 0.05 Student

Note that only the Support Group Summary cost driver weightings are used in the model. The cost

driver weightings for lower level units have been aggregated where practicable to reduce the number

and complexity in the model. They remain in the Service Expectation Statement Appendices for

informational and understanding purposes.






SERVICE EXPECTATION MANAGEMENT PROCESS

UNDER DEVELOPMENT






PART TWO

CORPORATE SERVICES GROUP SUMMARY

INFORMATION SERVICES GROUP SUMMARY

UNIVERSITY SECRETARY’S GROUP SUMMARY

CENTRE FOR OPEN LEARNING (FORMERLY OLL)






CORPORATE SERVICES GROUP SUMMARY

PURPOSE OF CORPORATE SERVICES GROUP

Create the most effective environment to enable and encourage excellence in research, teaching, dissemination and exploitation of knowledge. Support and enhance the university’s brand image. Ensure compliance with professional and statutory standards and University policy, and provide professional advice.

PLANNING UNITS

• Accommodation, Catering & Events (services & activities in development)

• Central Bioresearch Services (& Veterinary Scientific Services)

• CSG Corporate

• Estates

• Finance

• Health & Safety

• Procurement

• Research Support Office

• Social Responsibility & Sustainability

• Sport & Exercise

BENEFITS OF SERVICES

• Modern flexible sustainable safe estate with state‐of‐the‐art research and teaching equipment providing a safe, fit‐for‐purpose environment across the University estate. Thus delivering a world class estate to meet University goals.

• A wide range of high quality, efficient and effective financial management support services including a range of decision‐making support information for the senior management team.

• Annual planning and resource allocation cycle support, preparation of the university budget, cash flow analyses and the university's full economic cost (fEC) analyses, returns and rates for external research proposals.

• Procurement activities focussed on the delivery of the University’s strategic objectives including value for money, reduction of risk (e.g. reputational damage, financial risk) and influencing policy & practice.

• A unified cost effective business model for researchers using animals from a pro‐research standpoint, meeting all financial costs, and 100% fully cost recovered.

• Health and safety training, auditing services and advice on a wide range of health and safety issues as well as specialised training, guidance and advice for those working in hazardous environments (biological materials and radiation).

• Clear carbon savings and financial benefit from the implementation of an effective sustainability programme.

• Enhanced reputation & profile with students and partners through elite performance and inclusive sport activities.

• Support the development of research grant proposals and improve the quality and quantity of research funding applications submitted.






UNIVERSAL ACTIVITIES

UNIVERSAL ACTIVITIES PROVIDED BY CSG

ACTIVITY GROUPING DETAILS UNIT DELIVERED BY

CSG Corporate

CSG strategy, policy & management

CSG corporate management & administration support

Management of subsidiary companies including ERI management fee

CSG Corporate

Estates

Estates strategy, policy & management

Estates projects

Property management

Transport & parking

Estates

Finance

Strategic Finance Management & Policy

Finance Business Partnering – Financial & Management Accounting, Finance Specialist Services (Business Support, Taxation & Insurance)

Finance

Health & Safety Health & Safety strategy, policy & management Health & Safety

Procurement Procurement ‐ strategy, policy & management Procurement

Research Support Office

Research Support Office strategy, policy & management


Social Responsibility & Sustainability

Social Responsibility & Sustainability strategy, policy & management (inc. update Climate/Carbon Strategy)


Sport & Exercise Sport & Exercise strategy, policy & management Sport & Exercise

MEASURES OF SUCCESS

SERVICE GROUPING HOW DO WE KNOW WE HAVE SUCCEEDED?

CSG Corporate CSG strategy alignment with University strategic goals and objectivesEstates Capital Planning.

Planning Round and resource allocation for the CSG Support Group.

Governance and management of services and facilities through Committees.

Measures of success from CSG Planning Units.

Estates Deliver a world class estate to meet university goals.

Provision of well‐designed, fit‐for‐purpose spaces.

Provision of parking for essential users across the University estate.







Finance The seven key financial metrics that we report quarterly to Court via the ten‐year forecast are managed to Satisfactory (Amber) or Strong (Green) status over the Ten Year Period.

Mandatory returns are completed.

Health & Safety Minimise accidents & incidents, occupational ill health, enforcement notices & civil claims experience.

Achieve accreditation in occupational safety, health & wellbeing.

Procurement Compliant procurement & reporting.

Value for money & procurement influenced spend (%)


Number & value of research applications (& awards).

Application to award conversion rate.


Compliance & reputation.

Sport & Exercise Providing a clear vision for sport & exercise at the University.

Clear, dynamic & authoritative lead for sports & exercise related policy/strategy development.






UNIVERSITY SERVICES

UNIVERSITY SERVICES PROVIDED BY CSG

SERVICE GROUPING

DETAILS SCALE OF SERVICE

COST DRIVER

Estates

Maintenance of the estate

Utilities

Waste & recycling

TBC Weighted Space

Finance

Payments & receipts, research grants and contracts administration, payroll, pensions, systems support & training

TBC Weighted Staff / Student

Health & Safety

Health & Safety guidance & compliance – Occupational Health, Occupational Hygiene, Fire Safety, Radiation Protection, Biosafety, Training & Audit


Procurement Procurement information, support, advice & training

TBC

Weighted staff/ student

NB. more appropriate cost driver is non‐staff influenceable spend


Research Support Office ‐ pre‐award research project support TBC

Weighted Staff FTE


Social responsibility & sustainability initiatives (efficiencies, savings, fair trade, responsible investment & local)

Social responsibility & sustainability community & public engagement


Sport & Exercise Facilities and Operations

Services and Programmes TBC

Weighted Space

Weighted staff/student


Estates Major projects delivered within planned timeframes.

Improved user satisfaction with local Estate environment.

Reduction of landfill & increased recycling.

Finance Core financial systems availability % (measured weekly) IS systems development projects delivered to plan. Department PC/Hardware support is delivered to plan. Time taken to resolve helpdesk calls is on or ahead of target metric. Positive feedback ratings on training courses.






Working capital metrics, % payments received (& paid) on time; % outstanding debt. Annual Finance department customer satisfaction survey results. Amount of suppliers subscribed to self‐service. 100% payroll payments “right first time”. Customer queries, % cases resolved/outstanding.

Health & Safety Minimisation of reportable accidents & incidents and effective management of enforcement notices. Successful statutory health surveillance programmes High level of client satisfaction

Procurement High level of compliance with procurement legislation at local and University levels Procurement influenced spend (%) Reduction in spend through procurement efficiencies and collaborative contracts


Application to award conversion rates No. & value of research applications No. & value of research awards, total & by funder type Value of research income p.a.


Compliance with legislative obligations Enhanced reputation associated with delivery of agreed Climate Strategy, reduced CO2 emissions and waste, and increased landfill diversion

Sport & Exercise Footfall (by space, time of day and user type)

Balance sheet (profit loss)

IiP status (staff retention rates ~ absence; length of service; feedback)

Aon Risk Management Audit / other external accreditations (BUPA; AALS etc)

Events held (% bid success rate)

Patient throughput (and loyalty / clinical review)

Awards, accolades and testimonials

Gym memberships; visits per week; retention; mix

COST DRIVERS & WEIGHTINGS

STAFF 90 % STUDENT 10 %

STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+

STUDENT FT UG FT PG DL PT US PT S & OLL

Finance ‐ payments & receipts, research grants and contracts administration, payroll, pensions, systems support & training

1

1

1

1

1

1

1

1

1

1









STUDENT FT UG FT PG DL PT S PT US & COL

Health & Safety guidance & compliance – Occupational Health, Occupational Hygiene, Fire Safety, Radiation Protection, Biosafety, Training & Audit

1

1

1

1

1

0

1

0.5

1

0.25





Procurement – information, support, advice & training

1

1

1

1

1

1

1

1

1

1





Social Responsibility & Sustainability Initiatives

2

1.25

0.25

1.75

1.5

0.1

2

0.5

0.25

0.5





Social Responsibility & Sustainability community & public engagement

2

1.5

1.5

2

0.5

0.1

0.75

0.5

1

0.5





Sport & Exercise

Services and Programmes

1

1

1

1

1

0

1

1

1

1







T1 T2 T3 T4 COST DRIVER

Sport & Exercise

Facilities Operations 0.24 1 1.33 1.45 Weighted Space


Estates ‐ maintenance of the estate; utilities; waste & recycling

0.24 1 1.33 1.45 Weighted Space

STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+ COST DRIVER

Research Support Office ‐ pre‐award research project support

1 1 0 0 0 Weighted

Staff FTE


UNIT SPECIFIC SERVICES PROVIDED BY CSG

SERVICE GROUPING DETAILS COST DRIVER

Central Bioresearch Service

Central Bioresearch Services strategy, policy & management



Veterinary Services Weighted staff/student


Central Bioresearch Service ‐ provision of support to & equipment for research purposes

Weighted

staff/student1

MEASURES OF SUCCESS



Delivering a unified cost effective business model to the researchers of the University using animals. This has to be from a pro‐research standpoint but still meet all financial costs and be 100% fully cost recovered. Analysis of the cost drivers demonstrates excellent service to PPL Holders and the Pl researchers using animals

1 Include staff & students from MVM & SCE schools only (tbc)






PART THREE

APPENDIX 1 ‐ CORPORATE SERVICES GROUP PLANNING UNITS

APPENDIX 2 ‐ INFORMATION SERVICES GROUP SERVICES

APPENDIX 3 ‐ UNIVERSITY SECRETARY’S GROUP PLANNING UNITS






APPENDIX 1 – CORPORATE SERVICES GROUP PLANNING UNITS

CENTRAL BIORESEARCH SERVICES


UNIT SPECIFIC GROUPING

DETAILS CUSTOMER & BENEFIT

Central Bioresearch Services

Central Bioresearch Services strategy, policy & management

CBS provides services to the Colleges of MVM and CSE. Delivering a unified cost effective business model to the researchers of the University using animals. This has to be from a pro‐research standpoint but still meet all financial costs and be 100% fully cost recovered.


Veterinary Services


Central Bioresearch Service ‐ provision of support to & equipment for research purposes

MEASURES OF SUCCESS

SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?


Delivering a unified cost effective business model to the researchers of the University using animals. This has to be from a pro‐research standpoint but still meet all financial costs and be 100% fully cost recovered.

Successful application for AAALAC status.






1

1

0.75

1

1

1

1

0.5

1

0.4

Weighted staff/student2

2 Include staff & students from MVM & SCE schools only (tbc)






CSG CORPORATE

UNIVERSAL ACTIVITY

UNIVERSAL ACTIVITY GROUPING

DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON‐£)

CSG Corporate CSG strategy, policy & management

Provide the physical, operational and commercial environment as well as the professional expertise that underpins and supports the educational, research and knowledge transfer activities of the University, which in turn provide economic and societal benefit to local, national and world wide communities.

Provide a number of committees which help the University manage its services and facilities, Health & Safety, Space Enhancement and Management (SEMG), Sustainability and Environmental Advisory Group (SEAG), Estates Committee and Capital Projects Group.

Interfaces with business community, City Council, Scottish Enterprise & other stakeholders.

Business continuity.

CSG Corporate CSG corporate management & administration support

Support the CSG Corporate strategy, policy & management activities.

Project sponsorship, management & delivery of CSG & University projects & initiatives ‐ for example, Alan Turing Institute, mergers, review of subsidiary companies, Worktribe, LEAN & about 40 CSG IT projects.

CSG Corporate Management of subsidiary companies including ERI Management Fee

Contribution to ERI (University subsidiary company) as a management fee. The core University funding supports ERI to deliver business development, patents, licensing, spin‐out companies, management & oversight of incubation activities and relationships with Technopole and BioQuarter science park partners, management of equity holdings & other University subsidiary companies including Old College Capital.

Subsidiary company policy & management.






MEASURE OF SUCCESS


CSG strategy, policy & management

CSG strategy alignment with University strategic goals and objectives

Estates Capital Planning

Planning Round and resource allocation for the CSG Support Group

Governance and management of services and facilities through Committees

Measures of success from CSG Planning Units

CSG Corporate Management & Administration Support

Provide efficient & effective support to the CSG Corporate Senior Management Team

Management of subsidiary companies including ERI Management Fee & CSG projects

Delivery of projects to plan, quality, budget & the management of change.

ERI delivering business development, patents, licensing, spin‐out companies, management & oversight of incubation activities and relationships with Technopole and BioQuarter science park partners, management of equity holdings & other University subsidiary companies including Old College Capital.






ESTATES

This Statement describes the services provided by the Estates Department in the support of the University of

Edinburgh’s strategic and operational goals. This statement provides clarity about the general and specific services

that the Estates Department provides to the University community.

UNIVERSAL ACTIVITY



Estates Estates strategy, policy & management TBC

Estates Estates Projects TBC

Estates Property Management TBC

Estates Transport & Parking TBC

UNIVERSITY SERVICES


DETAILS CUSTOMER & BENEFIT COST DRIVER

Estates Maintenance of the Estate TBC

Weighted space

Estates Utilities TBC

Weighted space

Estates Waste & recycling TBC

Weighted space

MEASURE OF SUCCESS


Estates strategy, policy & management

Manage key metrics to target

Estates Projects Delivery against programme

Property Management TBC

Transport & Parking TBC

Maintenance of the Estate

Response & completion performance

Scheduled inspections

User satisfaction







Utilities

Waste & recycling Reduction of landfill & increase recycling



Maintenance of the Estate


Utilities 0.24 1 1.33 1.45 Weighted Space

Waste & recycling 0.24 1 1.33 1.45 Weighted Space

UNIT DETAIL

ALL UNIVERSITY SERVICES (NB. RAM Category column to be included)

Services Service Statement Consumer / Customer & Need it meets

Benefit to Consumer/ Customer

Performance Measure

Cost Driver

Reactive maintenance

Unscheduled repairs undertaken as a result of a breakdown or failure in buildings or components of buildings determined by six priority levels (ranging from 1= immediate response to 6= within an agreed date)

Colleges and Support Groups, staff, students, visitors, members of the public The need for the provision of a safe, secure fit‐for‐purpose operational environment across the University estate.

Maintain a safe and secure working environment Consistent or improved building user satisfaction

Success in meeting response and completion times within each defined priority

Space

Planned preventative maintenance

A schedule of checks and actions designed to prolong and secure the ongoing operational integrity of building components.

Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public The need for a well maintained estate where the number of faults are minimised via a regime of checking at pre‐determined intervals

Provision of a safe, fit‐for‐purpose operational environment across the University estate.

Adherence to and recording of a defined schedule of inspections or activities

Space

Compliance A schedule of essential checks and actions against a range of assets

Colleges, and Schools, Support Groups and Departments/

Provision of a safe, fit‐for‐purpose operational environment across

Adhering to and recording of a defined schedule of essential

Space








Performance Measure

Cost Driver

designed to ensure the University complies with current legislative requirements and standards.

Staff, Students, visitors, members of the public The need for a well compliant and safe estate

the University estate.

inspections or activities

Major replacements

Specific one off projects to replace/renew building components due end of life/deterioration.

Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public The need for a well compliant and safe estate

Provision of a safe, fit‐for‐purpose operational environment across the University estate.

Delivery against project programme and overall value for money

Space

Landscape Maintenance of soft landscape areas across the University and in house design for such areas within capital developments and major refurbishments. Maintenance of areas of biodiversity and provision of snow/clearing and gritting during inclement weather.

Colleges and Support Groups, staff, students, visitors, members of the public The need for the provision of a safe, secure fit‐for‐purpose operational environment across the University estate. A world class campus environment and improved aesthetic environment. Contribution to University SRS goals.

Provision of a well maintained and attractive soft landscaping across the university. Safe access routes across the estate during inclement weather. Welcoming environment for visitors

Meeting response and completion times within each defined priority

Space

Cleaning A schedule of cleaning activities to ensure standards are achieved and maintained and delivered at a time of minimum disruption to customers and consumers. Unscheduled cleaning activities for reactive requests e.g. spills

Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public The need for a clean and pleasant working environment.

Provision of a clean and hygienic environment across the University estate.

Adhering to and monitoring of a defined schedule of activities and inspections

Space

Servitorial A schedule of user and building support activities (e.g. building opening/closing; room support; mail delivery) to ensure the smooth running

Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public.

Provision of an efficient level of building support services across the University estate

Adhering and monitoring to a defined schedule of activities and inspections

Space








Performance Measure

Cost Driver

of teaching and research operations.

The need for open and ready for purpose buildings and rooms.

Waste and recycling management

The provision of non‐hazardous waste services across the core and non‐core estate e and of hazardous waste services to specific units. A compliance function to ensure University complies with current (waste‐related) legislative requirements and standards. Manage the environmental impacts of the University and to ensure that corporate environmental policy and environmental legislation are adhered to.

Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public The need for waste and recycling to be removed and disposed of in a timely and appropriate manner

Provision of a safe, compliant fit‐for‐purpose operational environment across the University estate.

Weight of waste to landfill/ Avoidance of landfill Waste related kg CO2eq

Space

Parking Management and operation of car parking areas across all University sites to ensure essential business use can be accommodated and a fair and unbiased approach to allocation of a finite number of spaces in high demand.

Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public The need for parking to those who require it most.

Provision of parking for essential users across the University estate.

Delivery of parking, ensuring fairness and transparency to those who have demonstrated the greatest need.

Space

Security Management and operation of 24hr mobile security patrols and 24 hr staffed control room.


Provision of safe University environment and professional reactive response to incidents.

Adhering and monitoring to a defined schedule of activities and inspections

Space

Furniture Provision, maintenance, removal and transfer of freestanding furniture to all areas of the University.


Provision of well‐designed spaces which meet building needs and offer value for money.

Meeting response and completion times within each defined priority

Space








Performance Measure

Cost Driver

Procurement of and design advice on furniture for major capital projects and refurbishments.

Small projects and Minor Works

Delivery of the University’s agreed small and minor works programme and ad hoc requests made by Colleges and Support groups for ongoing small building improvements


Provision of well designed, fit‐for‐purpose spaces.

Delivery of projects on time, within budget and quality. User satisfaction

Estates Investment budget? Schools pay for some aspects

Capital Projects

Delivery of the University’s agreed capital programme in line with the Estate Strategy.


Delivery of a world class estate to meet University goals.

Safe delivery of projects on time, within budget and quality parameters Successful implementation of individual project business cases that meets user satisfaction, return on investment and objectives

Estates Investment budget?

Special Projects

Delivery of University’s special or strategic projects in line with institutional strategic priorities.


Delivery of a world class estate to meet University goals.

Safe delivery of projects on time, within budget and quality parameters Successful implementation of individual project business cases that meets user satisfaction, return on investment and objectives

Estates Investment budget?






FINANCE

This Statement describes the services provided by Finance in support of the University of Edinburgh’s strategic and

operational goals. It provides clarity about the general and specific services that Finance provides to the

University Colleges & Support Groups. The Colleges & Support Groups in particular have confirmed that the

services outlined below support their strategic and operational goals.

The purpose of Finance is to provide financial stewardship of the University, development of its financial strategy,

and the provision of financial advice related to the University's strategic development, financial planning and

record‐keeping, as well as financial reporting to the senior management team. These responsibilities are carried

out via the Directorate team and the staff of the Finance Department.

To focus attention on what matters most to our success, KPIs have been developed to ensure that customer

expectations are met, to set objectives, to provide standards, to provide visibility for monitoring performance, to

highlight problems and determine action and to provide feedback for continuous improvement of services and

measure improvement.

UNIVERSAL ACTIVITY



Finance Finance strategy, policy & management

Finance Finance Business Partnering – financial & management accounting, Finance Specialist Services (Business Support, Taxation & Insurance)

UNIVERSITY SERVICES



Finance



MEASURE OF SUCCESS


Finance Business Partnering – financial & management accounting, Finance Specialist Services

All new business cases will be formally reviewed through the business case model.

Mandatory tax returns are completed on time.







(Business Support, Taxation & Insurance)

All new business cases are scrutinised for tax planning.

Return on cash invested on deposit

Quarterly Ten Year Forecast provided to Court and other Committees.

The monthly cycle of committee papers are completed on time.

The monthly management accounts completed with actionable insights. University is fully compliant with statutory and other financial reporting obligations. The annual financial accounts, TRAC, SFC and other mandatory returns are completed and submitted on time without errors.


Core financial systems availability % (measured weekly)

IS systems development projects delivered to plan.

Department PC/Hardware support is delivered to plan.

Time taken to resolve helpdesk calls is on or ahead of target metric.

Positive feedback ratings on training courses.

Working capital metrics, % payments received (& paid) on time; % outstanding debt.

Annual Finance department customer satisfaction survey results.

Amount of suppliers subscribed to self‐service.

100% payroll payments “right first time”.

Customer queries, % cases resolved/outstanding.






1

1

1

1

1

1

1

1

1

1







UNIT DETAIL

Service Service Statement (How each service impacts the University)

Performance Measure RAM Category

Cost Driver

Directorate

The Directorate lead the Finance Department to provide a wide range of high quality, efficient and effective financial management support services.

The 7 key financial metrics that we report quarterly to Court via the TYF are managed to Satisfactory (Amber) or Strong (Green) status over the Ten Year Period. 99% of Finance Transactions are ‘Right First Time’ i.e. accurate, complete and on time. 100% of Finance Staff are appraised and have PTPs

Universal Activity


Reception The Reception welcomes visitors to Charles Stewart House and provides a wide range of support to the Finance Directorate Office.

Annual Finance Department Customer satisfaction survey results

Universal Activity


Income Section

The Income Section ensures that income generated by the provision of goods, services and tuition is billed correctly, that this income is received promptly and if not, debt recovery action is taken. The team manages the integrity of the sales ledgers and customer records.

Working Capital metrics e.g. % payments received in line with payment terms/ % outstanding debt.

University Services


Cashier Section

The Cashier Section provides a wide range of services including: processing and recording all income; disbursement of cash; active management of treasury balances; processing large or urgent online payments; advice on banking, cash, and income; refunds of online payments, merchant terminals, BACS and tracing income received.

% of outstanding queries. % return on cash invested.

University Services


Accounts Payable

The Accounts Payable team ensure that all approved purchase ledger payments to staff, students and suppliers are made correctly and paid on time. This team plays an active role in managing the university’s payment fraud risks.

% suppliers subscribed to self‐service Working Capital metrics e.g. % payments made in line with payment terms.

University Services


Financial Accounting

The Financial Accounting team provides a comprehensive financial accounting service to the University. The team is responsible for all general accounting work, endowment

University is fully compliant with statutory and other financial reporting obligations.

Universal Activity









Cost Driver

accounting and the co‐ordination and preparation of the Annual Financial Report and Statements. It also provides certain mandatory financial reports to external stakeholders.

Financial Information Services (FIS)

The FIS team is responsible for providing a first point of contact for all services offered by the Finance Department including responsibility for the management of the help and support of purchase, sales and research (transactional) systems. The team supports systems development of all transactional finance systems, and has a general process improvement remit. The team also manages the training for finance skills and transactional systems across the University.

Time taken to resolve calls is on or below target metric. IS Projects delivered as planned. Standard feedback ratings on training courses.

University Services


Management Accounting

The Management Accounting team provide a range of routine and ad hoc decision‐making support information for the senior management team. The team support the annual Planning and Resource Allocation cycle, prepare the University budget, cash flow analyses and the University's full economic cost (fEC) analyses and returns. The team also calculate the fEC rates for external research proposals. The team work closely with College and Support Group Accountants, and directly support both Corporate Services Group (CSG) and the University’s Secretary’s Group (USG).

Quarterly Ten Year Forecast provided to Court. Monthly cycle of committee papers completed on time. Monthly management accounts with actionable insights. TRAC, SFC and other mandatory returns are completed and submitted on time without errors.

Universal Activity


Payroll

The Payroll team provides a comprehensive service to employees, students, casual staff and pensioners on all payroll related matters. The Team also liaises with various external bodies, including HM Revenue & Customs, Department of Work & Pensions, Banks and Building Societies.

% of outstanding queries. 100% of Payroll payments each month ‘Right First Time’ i.e. made complete, accurate and on time.

University Services


Research Grants

The Research Grants team manage the post‐award function in the University. This includes all the administration of externally funded grants and contracts. The team provides advice on Sponsor rules, budgets, forecasts, and research management information. Services include financial reporting to sponsors;

% of Income collected. % of contracts closed on time.

University Services









Cost Driver

Invoicing and submitting claims; monitoring and reviewing budgets; providing expense advances; liaison with sponsors on grant amendments; provisions of research KPIs and management reports.

Pensions

The Pensions team manages the administration of a range of Defined Benefit and Defined Contribution pension arrangements within the University of Edinburgh. The pension schemes are a mix of national and local arrangements covering both contractual and automatic enrolment requirements.

% cases resolved within target metric.

University Services


Systems Accounting Section (SAS)

The SAS team are responsible for the strategic oversight of financial systems. Support, maintenance, upgrade and development of core systems‐ including eFinancials General Ledger functions, chart of accounts and reports, Webfirst, BI, eAuthorisation systems and Banking Systems. The team also provide support for PCs, hardware and the Finance Department web and wiki pages.

Core Systems availability % (measured weekly) IS Projects delivered to plan. Department PC/Hardware support is delivered to plan.

University Services


Finance Specialist Services

The Finance Specialist Services team provides a range of professional business partner support. This includes: Supporting the development of business cases supporting capital investment decisions and strategic developments; Ensuring that the insurance needs of the University are regularly reviewed and appropriate insurance cover is negotiated and contracted. Providing a responsive service to University staff and ensuring that all claims made against / for the University are managed in an efficient manner; and Providing high quality specialist business advice on all relevant tax matters.

All new business cases will be formally reviewed through the business case model. % of outstanding insurance claims. Mandatory tax returns completed on time. All new business cases are scrutinised for tax planning.

Universal Activity







HEALTH & SAFETY

This Statement describes the services provided by the corporate Health & Safety Department in support of the

University of Edinburgh’s strategic and operational goals. This statement provides clarity about the general and

specific services that Health & Safety provides to Colleges & Support Groups. The Colleges & Support Groups

have identified that the services outlined below support their strategic and operational goals.

The Health and Safety Department provides appropriate and effective support to facilitate the University's

attainment of its core objectives in teaching and research, whilst preserving the highest quality of health and

safety practice across the University's wide spectrum of activities, so meeting all its legal and moral obligations in

this regard. The Health and Safety Departments' fundamental mission is therefore to assist and advise the

University Court, and all members of the University community, in ensuring, so far as is reasonably practicable, the

health, safety and welfare whilst at work of all employees and students, and the safety of authorised visitors and

members of the public entering the precincts of the University.

UNIVERSAL ACTIVITY



Health & Safety Health & Safety strategy, policy & management

UNIVERSITY SERVICES



Health & Safety Health & Safety guidance & compliance – Occupational Health, Occupational Hygiene, Fire Safety, Radiation Protection, Biosafety, Training & Audit


MEASURE OF SUCCESS


Health & Safety strategy, policy & management

Minimise accidents & incidents and occupational ill health.

Avoid enforcement action.

Minimise civil claims experience.

Promote positive good health and wellbeing (reduce sickness absence)

Achieve accreditation and awards in occupational safety, health and wellbeing.

Health & Safety guidance & compliance – Occupational Health, Occupational Hygiene, Fire Safety,

Consistency of compliance and best practice via health and safety auditing programmes.

Success of statutory health surveillance programmes.

Client satisfaction.







Radiation Protection, Biosafety, Training & Audit

Reportable accidents & incidents, and occupational ill health.

Enforcement experience.

Civil claims experience.

Success of training delivery e.g statutory first aid training delivered to staff





Health & Safety

1

1

1

1

1

0

1

0.5

1

0.25


UNIT DETAIL

Service Service Statement Performance Measure

RAM Category

Cost Driver

Health & Safety Office

Includes Directorate, and administrative support. The Directorate is responsible for the strategic direction of the Department, ensuring that the services provided are fit for purpose and value for money. Preventing injury and ill health, and ensuring legal compliance are primary goals.

Accident and ill health statistics; enforcement experience; civil claims experience

Universal Activity

Weighted staff/student FTE

Biosafety Unit (BSU)

The BSU provides services to assist those working with biological materials. This includes training, guidance and advice for those who work with pathogenic and/or genetically modified organisms or materials, and with specified animal pathogens.

Accidents and incidents involving biological agents; enforcement experience with HSE Biological Agents Unit

University Services


Biosafety Training Institute (BTI)

The BTI provides accredited professional biosafety training, via its core course which is UoE validated at SCQF Level 11 – equivalent to a module on an MSc course. A number of internal UoE candidates have successfully completed the course, and obtained the Biosafety Practitioner Level 1 qualification; however, the major focus is outward looking, with the goal of spreading biosafety competence as widely as

No. of successful candidates; revenue generated by hybrid and e‐learning courses

N/A? Revenue generating







RAM Category

Cost Driver

possible, utilising the UoE’s global outreach.

Fire Safety (FSU)

FSU provides guidance and advice on all aspects of fire safety at the University. The Unit offers a range of services to the University community and represents the University to outside organisations

Accidents and incidents involving fire; enforcement experience with Scottish Fire Authority

University Services


Occupational Health Unit (OHU)

OHU provides an independent, impartial and confidential service to benefit University employees and employer. OHU advises managers and employees on health related matters which effect employees at work

Success of statutory health surveillance programmes; provision of other services at satisfactory level for clients

University Services


Occupational Hygiene Unit (OccHygU)

OccHygU provides guidance on general health and safety matters as well as specific occupational hygiene related subjects, including measurement of workplace parameters.

Accidents and incidents relating to occupational hygiene issues; enforcement experience

University Services


Radiation Protection Unit (RPU)

The RPU undertakes a number of services to assist those working with radiation ‐ ionising, non‐ionising and laser ‐ and to represent the University to outside organisations, including radiation safety training, waste collection, instrument and leak testing, qualified expert services

Accidents and incidents relating to all types of radiation; enforcement experience with HSE and SEPA

University Services


Training & Audit Unit (T&AU)

The T&AU provides a wide variety of health and safety training and auditing services to the University and can advise on a wide range of health and safety issues. There are a variety of courses available as standard, but the Training and Audit Co‐ordinator can also tailor courses to suit staff needs. The Health and Safety (First Aid) Trainer principally delivers First Aid training to University Staff but also offers the courses on a commercial basis. Commercial Training Section (CTS) looks after revenue generating courses, including the BTI, and the related engagement with other institutions and with industry.

Numbers of staff trained through various media, including statutory first aid training; levels of revenue generation c.f. targets

University Services


College and School etc. professional H&S Managers

There is now a network of around 10 IOSH qualified H&S professionals in the Colleges, Schools and Support Groups, each of whom has a dotted line to the DoH&S for direction and continuing professional development. Their line


n/a Weighted staff/student FTE







RAM Category

Cost Driver

management is upwards to the Head of School/College as appropriate. These individuals provide an invaluable service to their (often very large) areas of responsibility, and link to corporate H&S.

College and School etc. non‐professional H&S Advisers

There is a further network of “part time” health and safety advisers, normally with the benefit of internal training only (though this may include IOSH courses taught by UoE) These individuals normally have other roles, in areas which do not perceive themselves as requiring a full time professional h&s input at local level.


n/a Weighted staff/student FTE






PROCUREMENT

UNIVERSAL ACTIVITY



Procurement Procurement strategy, policy, procedures & management

Focus procurement activities on the delivery of the University’s strategic objectives.

Compliant procurement and reporting

Value for money

Reduction of risk (e.g. reputational damage, financial and legal risk)

Influencing policy & practice, including SRS

Reputation as a leader/influencer

Advance knowledge of changing legislative or professional environment

UNIVERSITY SERVICES



Procurement Procurement information, contracting, support, advice & training

Compliant procurement.

Reputation with funders.

Contract pricing.

Value for money.

Reduction of risk.

Efficient ordering via eProcurement.

Efficient bids to supply via eCommerce.

Procurement awareness among devolved budget holders.


NB. more appropriate cost driver is non‐staff influenceable spend

MEASURE OF SUCCESS


Procurement strategy, policy & management

Legal compliance/legal challenges

Procurement influenced spend (%)

Collaborative contracts

Procurement information, support, advice & training

Procurement influenced spend (%)

Procurement efficiencies generated










Procurement information, support, contracting, advice & training

1

1

1

1

1

1

1

1

1

1


UNIT DETAILS

Service (i.e. what do we provide)

Outputs/ Outcomes

Benefit (i.e why?)

Performance Measure

Cost Driver / Cost per Unit (approx.)

RAM CATEGORY

1 Delivering access to a broad range of University‐wide contracts

Output – university‐wide contracts Outcome – reduced local, ad hoc purchasing

Compliant procurement Reputation with funders Fixed pricing Value for money Reduction of risk Efficient ordering via eProcurement

% of “procurement influenced” spend Volume and value of eProcurement spend Procurement efficiencies delivered Contract Management

Efficiencies Reputation Compliance Financial risk i.e. costs of penalties, clawbacks, contract set‐aside, etc. Efficiency delivered per £1 spent 85% to 90% “procurement influenced” of influenceable spend

Universal Activity

2 Providing procurement information, support, advice, training, legal advice

Output – variety of sources of advice and support Outcome – better informed, trained and supported local buyers and budget holders

Compliant procurement Reputation with funders Value for money Reduction of risk Procurement awareness among devolved budget holders

% of “procurement influenced” spend Procurement efficiencies delivered Number of legal challenges to procurements

Efficiencies Reputation Compliance Financial risk i.e. costs of penalties, clawbacks, contract set‐aside, etc. Size and scale of devolved purchasing model i.e. number of authorised signatories and order points

University Services







Outputs/ Outcomes

Benefit (i.e why?)

Performance Measure


RAM CATEGORY

Efficiency delivered per £1 spent 85% to 90% “procurement influenced” of influenceable spend

3 Providing procurement support as a partner in high risk/value projects

Output – procurement advice and support specific to the project Outcome – procurement process that delivers best value for money and adheres to the best legal and professional standards

Compliant procurement Reputation with funders Value for money Reduction of risk

% of “procurement influenced” spend Procurement efficiencies delivered

Reputation Compliance Financial risk i.e. costs of penalties, clawbacks, contract set‐aside, etc. Efficiency delivered per £1 spent 85% to 90% “procurement influenced” of influenceable spend

University Services

4 Deliver a procurement strategy to help deliver the University’s objectives

Output – a procurement strategy Outcome – procurement focussed on delivering the University’s strategic objectives

Focus procurement activities on the delivery of the University’s strategic objectives.

Legal compliance eg requirement for published strategy

Reputation Compliance

UniversalActivity

5 Providing legally compliant, sustainable, ethical procurement processes and procedures for the University, including meeting statutory reporting requirements

Output – compliant, sustainable and ethical processes and procedures Outcome – reduced risk of legal challenge, fines or reputational damage

Compliant procurement and reporting Value for money Reduction of risk (eg reputational damage, financial risk)

% of “procurement influenced” spend PCIP score (top quartile)

Reputation Compliance Risk

UniversalActivity







Outputs/ Outcomes

Benefit (i.e why?)

Performance Measure


RAM CATEGORY

6 Influencing procurement policy and practice at sector and government level

Output – input into consultations, membership of key groups/committees Outcome – the interests of the University are represented/protected

Influencing policy and practice Reputation as a leader/influencer Advance knowledge of changing legislative environment

Impact of legislative changes on University procurement Use of collaborative contracts

Reputation Risk % of University spend using collaborative contracts.

UniversalActivity

RESEARCH SUPPORT OFFICE

UNIVERSAL ACTIVITY




Research Support Office ‐ strategy, policy & management

Improve the quality and quantity of research funding applications submitted through the University of Edinburgh.

Support the development of all research grant proposals and provide academic staff with a comprehensive range of pre‐award support services.






UNIVERSITY SERVICES




Pre‐award research project support

Research funding opportunity scanning in the global marketplace.

Negotiation with research funders.

Relationship management of research funders.

Support staff in Schools, Centres and Institutes to assist researchers find, apply for, and administer UK, EU and international research grants.

Implement and administer the Worktribe Research Management system that provides Research Application and Award activity support.

Organise and deliver events, provide information about funding opportunities and guidance on proposal writing.

Provide guidance on costing and pricing research proposals.

Provide support relating to core research agreements commonly in use by the University, for example: clinical trials, confidentiality, consultancy, material transfers, studentships and student assignations of intellectual property.

Maintain and develop the PURE academic database used by the University of Edinburgh as its Current Research Information System (CRIS). Information held in PURE relates to research‐active staff and their projects (HR data and grant awards etc.) and collates research activity information (mainly publications, but also other types of output such as professional activities, impacts and press clippings).

Operate PURE as the University’s Open Access publications repository.

Populate the Edinburgh Research Explorer from PURE.

Provide Research management application and award performance management & benchmarking reports.

Compliance with Universities UK Condordat.

Deliver, in partnership with IAD, learning & development for research services professional staff.

Weighted Staff FTE

MEASURE OF SUCCESS



Application to award conversion rates

No. & value of research applications

No. & value of research awards, total & by funder type

Value of research income p.a.







STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+ COST DRIVER


1 1 0 0 0 Weighted

Staff FTE






SOCIAL RESPONSIBILITY & SUSTAINABILITY

UNIVERSAL ACTIVITY




Social Responsibility & Sustainability strategy, policy & management (inc update Climate/Carbon Strategy)

UNIVERSITY SERVICES




Social Responsibility & Sustainability initiatives (efficiencies, savings, fair trade, responsible investment & local)





MEASURE OF SUCCESS



Compliance & reputation

Delivery of agreed Climate Strategy

Contribute to corporate objectives ‐ reduce CO2 emissions, waste; increase landfill diversion

Submit PRI reports

No. of active champions across the University

Events feedback

Reach of communications campaigns & events

Per new Community Strategy objectives










Social Responsibility & Sustainability initiatives

2

1.25

0.25

1.75

1.5

0.1

2

0.5

0.25

0.5






2

1.5

1.5

2

0.5

0.1

0.75

0.5

1

0.5


UNIT DETAIL


Outcome or Output Indicators

Benefit (i.e. why?)

Performance Measure

Cost Driver

RAM Category

Delivering an updated Climate / Carbon Strategy for UoE

Climate Strategy in place on time Future targets met

Strategic Needs Risk Management Reputation Compliance Stakeholder Expectations

Targets to be set as part of the strategy development Delivery of agreed Climate Strategy in 2016


Universal Activity

Energy / Carbon Engagement* and Local Energy Savings (with Estates)

Awareness Raised / Local Action / # of staff volunteers / # of planned and proposed energy efficiency projects / Savings

Financial Savings Carbon Savings Enables achievement of Strategy Innovation A better place to study and to work Links to learning, teaching and research Industry engagement

Contribute to corporate objective of 10% over 2 years # of active champions across the university


University Services

Resource Efficiency (with Estates)

Waste avoided through re‐use and

Financial Savings Resource Savings Stakeholder Expectations Compliance

Contribute to corporate objectives to reduce waste, increase reuse


University Services







Outcome or Output Indicators

Benefit (i.e. why?)

Performance Measure

Cost Driver

RAM Category

correct recycling Landfill diversion rate

InnovationIndustry engagement

Financial savings Landfill diversion

Supply Chain SRS (Fair Trade and Sustainable Procurement) (with Procurement)

Risks and opportunities in supply chains (human rights, environment, etc.)

Risk Management Compliance Reputational Links to learning, teaching and research Industry engagement

Risks and opportunities mapped Category briefings Participation


University Services

Responsible Investment (with Finance) (8.5%)

Risks and opportunities analysed and acted upon. PRI needs met

Risk Management Financial + Reputational Stakeholder Expectations Industry engagement

Reviews completed and new commitments implemented PRI reports submitted


University Services

Localised Advice and Projects (i.e. LifeCycle Analysis, School Specific Work)

Project specific. Carbon avoided. Positive social impacts.

Risk Management Reputational Financial Savings Links to learning, teaching and research

Contribute to corporate objectives (energy, resource efficiency, etc…)


University Services

Community and Public Engagement and Links to Learning and Teaching (CAM, OCW, Specific schools, Events, etc.)

Students able to explore SRS in curriculum or University supported activities. Support to community engagement

Reputation Innovation A better place to study and to work + Links to learning, teaching and research and Industry engagement

# Involved Feedback Reach of communications campaigns and events TBC once community strategy finalised


University Services






SPORT & EXERCISE

UNIVERSAL ACTIVITY



Sport & Exercise Sport & Exercise ‐ strategy, policy and management

Creating a clear and uplifting vision for sport & exercise at the University

Providing a clear, dynamic and authoritative lead for sports & exercise related policy/strategic development

Promoting (celebrating) the demonstrable benefits arising from involvement in sport & exercise:

Improving health & well‐being (reducing absence rates ~ students/staff)

Boosting productivity and performance (students/staff)

Amplifying the University’s profile and reputation

Enhancing user experiences

Engendering life‐long community (students, staff, graduates, external) and sense of belonging

Ensuring prudent financial planning, management and controls

Upholding full compliance with University regulations, systems, mandate and vision, including people management pledges

Forging synergies and positive linkages with academic and support services across the University, including academic sport, International office, Estates Dept, Communications & Marketing and Recruitment & Admissions office

Using sport & exercise provision as a means of actively promoting the University (locally, nationally and internationally) and attracting students and events (sport & cultural)

Developing mutually beneficial partnerships

Succession Planning

UNIVERSITY SERVICES



Sport & Exercise ‐ Facilities and Operations

Providing clean, safe, accessible, efficient and sustainable sporting infrastructure.

Scope:

• Pleasance Sports Complex & Gym

• St Leonards Land

Positive experience/high satisfaction levels

Health & Safety compliance

Social responsibility and sustainability gains

Community access

Accessibility

Weighted Space








• Peffermill Playing Fields

• Firbush Outdoor Education Centre

• Woodlands Outdoor Centre

Event hosting (incl exams, Festival/Fringe, domestic & international sport)

Sport & Exercise ‐ Services and Programmes

Delivering an appealing, affordable, high quality and wide‐ranging sport & well‐being programme with life‐long impact.

Scope:

Gym Support & Memberships

FASIC Sport & Exercise Medicine

Indoor Climbing

Rec sport, incl adventure sport & swimming

Performance Sport

Sports Transport Exercise classes, Workshops

Vocational Courses Personal training Healthy University (incl SPA/OHU)

Conferences & Events

Space utilisation

Student / Staff experience

Student / Staff recruitment/retention

Reputation & profile

Partnership working with national sports bodies (incl camps/events)

More productive work‐force (staff/student)

Income generation & potential

Health & Well‐being

Delivery of vocational courses/training with personal development and life‐skills/employability gains (Edinburgh Award)

Access to expert clinical care, and well‐being guidance, locally

Weighted Staff/ Student

MEASURE OF SUCCESS


University

Sport & Exercise Strategy and Policy

Footfall (all areas) and growth

% space usage

Range of activities offered (and attendance)

Balance sheet (monthly / annual) and % CSG grant to overall costs

Courses held & Events Hosted

Performance sport ranking

Student satisfaction and Awards/Accolades

Retention rates (by membership type)

Facilities and Operations &

Services and Programmes

Footfall (by space, time of day and user type)

Balance sheet (profit loss)

IiP status (staff retention rates ~ absence; length of service; feedback)

Aon Risk Management Audit / other external accreditations (BUPA; AALS etc)

Events held (% bid success rate)







Patient throughput (and loyalty / clinical review)

Awards, accolades and testimonials

Gym memberships; visits per week; retention; mix

Customer satisfaction (user comments; net promoter score; social media traffic)

Service uptake and Class attendances (and user mix)

BUCS ranking; BUCS medals; National titles & squads





Sport & Exercise ‐ Services and Programmes

1

1

1

1

1

0

1

1

1

1



Sport & Exercise

Facilities and Operations


UNIT DETAIL

Service (what do we provide?)

Service Output Benefit(why?)

PerformanceMeasure

Cost Driver

RAM Category

1 Gym Service& Membership

Fitness advice to members/guests Motivational challenges & events Blast classes 7‐day p.w access (0630‐2200 M‐F; 0900‐1900 S‐S) Personal training option

Student experienceCommunity access Income generation Health & Safety Reputation & profile Inspiration Personal well‐being Belonging & Fun

Gym memberships uptake (no / income) by Visits per week Retention Equality mix Social media campaign Customer satisfaction survey

(gym only, doesn’t include costs for MEM, ADM, reception etc)

University services

2 Exercise classes/ Workshops

Delivering varied/vibrant programme of 68 classes/5 W’shops pw Year round timetable

Student experienceCommunity access Personal well‐being Belonging & Fun Achievement/Self worth Reputation & profile

Class attendance (actual / % capacity / user demography) Customer satisfaction surveys

? sqm space used & time

University services








PerformanceMeasure

Cost Driver

RAM Category

Belonging & FunOptimal space use

3 Performance Sport

Individual Performance Programme (delivering S&C; sports medicine; cash; profile; flex study; athlete flat; mentoring > c 20 talented students) Team Performance Programme (as IPP but to 8 focus sports ~ Archery/W‐B’Ball; M‐Rugby;Swim; Rowing; Orienteering; Fencing; Hockey)

Student experienceRecruitment Reputation & profile Inspiration Links to partners and co‐funding opps Belonging & Fun Supporting International Agenda

BUCS Ranking (4th) BUCS medals / titles National titles / medals National squads rep

University services/Universal activity

4 Facilities Hire

Offering access to sport provision at Pleasance/Peffermill/St Leonards Promoting recreational sport Encouraging community links Supporting I‐M & EDex programmes Vocational courses (pool life‐guarding)

Promoting recreational sport Space utilization Social interaction Fun Health & Well‐being Community use Income generation Edinburgh Festival/Fringe residency Training opportunities and Employability

Footfall and % space usage Range of activities Balance sheet Courses held (NPLQ) Events held

?sqm space > running costs > % usage

University services

5 Outdoor education

Presenting outdoor pursuits to academic, sporting and community groups Delivering a recreational outdoor experience Affording chance to pursue outdoor education qualifications Enabling wider access during summer vacation

Student experienceHosting reading parties to enhance academic exchanges Health & Well‐being Income generation Social mixing Fun

Bed‐nights occupancy Balance sheer

University services

6 FASIC ~ Sport & Exercise Medicine Centre

Delivering multi‐disciplinary sport & exercise services (physio; medical consultancy; sports massage; podiatry)

Access to expert clinical care, locally Income potential Partnership working with national sports bodies (incl camps)

Patient throughput (by user category) Balance sheet Clinical review Courses held

University services








PerformanceMeasure

Cost Driver

RAM Category

Academic teaching (u/g sports science) Vocational courses (taping; Pilates; first aid) Consultancy (elite sport; fire service rehab; OHU) Clinical research

Synergies with academic teaching/research Core support to I/T performance offer Delivery of vocational courses/training

7 Climbing Wall

Providing instruction / accreditation in indoor climbing Equipment hire Hosting competitions/events Delivering vocational courses

Student experienceCommunity access Profile Balance sheet Health & Well‐being Social interaction Fun

Competitions hosted Climbing m’ships sold Footfall, by user group Courses held

University services

8 Healthy University (championing health & well‐being through physical activity)

Information on benefits of active lifestyles SPA programme Health challenges and incentives Linkage to OHU service Satellite gyms Academic research via PAHRC

More productive work‐force (staff/student) Reduced absence Happier community Belonging CSR & environmental gains Reputation

Absence ratesStaff / student Satisfaction levels Healthy Working Lives rating Research output

University services

9 Vocational training / Internships

Delivery of vocational and certificated courses (FASIC; Firbush; Coaching; Climbing; St Leonards)

Student experienceEmployability Academic synergy Reputation Edinburgh Award

Courses heldSatisfaction levels

University services

10

Developing and celebrating exceptional staff

Optimal service delivery

Student/member satisfaction/ retention Reputation Staff recruitment/ retention Business efficiency

IIP ratingStaff turnover/ feedback Customer comments Absence rates

Universal activity

service expectation statements · service expectation management is one of the three components of...

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