SERVICE EXPECTATION STATEMENTS · Service Expectation Management is one of the three components of...
Transcript of 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 Once printed, this document is considered uncontrolled and may be out of date.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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 2
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.
PART ONE
INTRODUCTION
DEFINITIONS
SERVICE EXPECTATION MANAGEMENT PROCESS
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 3
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.
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 4
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.
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 5
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.
SERVICE EXPECTATION MANAGEMENT PROCESS
UNDER DEVELOPMENT
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 6
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.
PART TWO
CORPORATE SERVICES GROUP SUMMARY
INFORMATION SERVICES GROUP SUMMARY
UNIVERSITY SECRETARY’S GROUP SUMMARY
CENTRE FOR OPEN LEARNING (FORMERLY OLL)
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 7
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.
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 8
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.
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
Research Support Office
Social Responsibility & Sustainability
Social Responsibility & Sustainability strategy, policy & management (inc. update Climate/Carbon Strategy)
Social Responsibility & Sustainability
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 9
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.
SERVICE GROUPING HOW DO WE KNOW WE HAVE SUCCEEDED?
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 (%)
Research Support Office
Number & value of research applications (& awards).
Application to award conversion rate.
Social Responsibility & Sustainability
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 10
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.
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
TBC Weighted Staff / Student
Procurement Procurement information, support, advice & training
TBC
Weighted staff/ student
NB. more appropriate cost driver is non‐staff influenceable spend
Research Support Office
Research Support Office ‐ pre‐award research project support TBC
Weighted Staff FTE
Social Responsibility & Sustainability
Social responsibility & sustainability initiatives (efficiencies, savings, fair trade, responsible investment & local)
Social responsibility & sustainability community & public engagement
TBC Weighted Staff / Student
Sport & Exercise Facilities and Operations
Services and Programmes TBC
Weighted Space
Weighted staff/student
SERVICE GROUPING HOW DO WE KNOW WE HAVE SUCCEEDED?
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 11
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.
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
Research Support Office
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.
Social Responsibility & Sustainability
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
Weighted staff/student
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 12
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.
STAFF 70 % STUDENT 30 %
STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+
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
Weighted staff/student
STAFF 50 % STUDENT 50 %
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
Procurement – information, support, advice & training
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
STAFF 70 % STUDENT 30 %
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
Social Responsibility & Sustainability Initiatives
2
1.25
0.25
1.75
1.5
0.1
2
0.5
0.25
0.5
Weighted staff/student
STAFF 30 % STUDENT 70 %
STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+
STUDENT FT UG FT PG DL PT S PT US & COL
Social Responsibility & Sustainability community & public engagement
2
1.5
1.5
2
0.5
0.1
0.75
0.5
1
0.5
Weighted staff/student
STAFF 50 % STUDENT 50 %
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
Sport & Exercise
Services and Programmes
1
1
1
1
1
0
1
1
1
1
Weighted staff/student
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 13
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.
T1 T2 T3 T4 COST DRIVER
Sport & Exercise
Facilities Operations 0.24 1 1.33 1.45 Weighted Space
T1 T2 T3 T4 COST DRIVER
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
UNIT SPECIFIC SERVICES PROVIDED BY CSG
SERVICE GROUPING DETAILS COST DRIVER
Central Bioresearch Service
Central Bioresearch Services strategy, policy & management
Weighted staff/student
Central Bioresearch Service
Veterinary Services Weighted staff/student
Central Bioresearch Service
Central Bioresearch Service ‐ provision of support to & equipment for research purposes
Weighted
staff/student1
MEASURES OF SUCCESS
SERVICE GROUPING HOW DO WE KNOW WE HAVE SUCCEEDED?
Central Bioresearch Service
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)
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 14
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.
PART THREE
APPENDIX 1 ‐ CORPORATE SERVICES GROUP PLANNING UNITS
APPENDIX 2 ‐ INFORMATION SERVICES GROUP SERVICES
APPENDIX 3 ‐ UNIVERSITY SECRETARY’S GROUP PLANNING UNITS
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 15
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.
APPENDIX 1 – CORPORATE SERVICES GROUP PLANNING UNITS
CENTRAL BIORESEARCH SERVICES
UNIT SPECIFIC 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.
Central Bioresearch Services
Veterinary Services
Central Bioresearch Services
Central Bioresearch Service ‐ provision of support to & equipment for research purposes
MEASURES OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Central Bioresearch Services
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.
COST DRIVERS & WEIGHTINGS
STAFF 50 % STUDENT 50 %
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
Central Bioresearch Services
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)
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 16
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.
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 17
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.
MEASURE OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 18
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.
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
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON‐£)
Estates Estates strategy, policy & management TBC
Estates Estates Projects TBC
Estates Property Management TBC
Estates Transport & Parking TBC
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
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
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 19
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.
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Utilities
Waste & recycling Reduction of landfill & increase recycling
COST DRIVERS & WEIGHTINGS
T1 T2 T3 T4 COST DRIVER
Maintenance of the Estate
0.24 1 1.33 1.45 Weighted Space
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 20
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.
Services Service Statement Consumer / Customer & Need it meets
Benefit to Consumer/ Customer
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 21
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.
Services Service Statement Consumer / Customer & Need it meets
Benefit to Consumer/ Customer
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.
Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public.
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.
Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public.
Provision of well‐designed spaces which meet building needs and offer value for money.
Meeting response and completion times within each defined priority
Space
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 22
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.
Services Service Statement Consumer / Customer & Need it meets
Benefit to Consumer/ Customer
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
Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public.
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.
Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public.
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.
Colleges, and Schools, Support Groups and Departments/ Staff, Students, visitors, members of the public.
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?
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 23
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.
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
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON‐£)
Finance Finance strategy, policy & management
Finance Finance Business Partnering – financial & management accounting, Finance Specialist Services (Business Support, Taxation & Insurance)
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Finance
Payments & receipts, research grants and contracts administration, payroll, pensions, systems support & training
Weighted staff/ student
MEASURE OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 24
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.
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
(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.
Payments & receipts, research grants and contracts administration, payroll, pensions, systems support & training
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.
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 S PT US & COL
Payments & receipts, research grants and contracts administration, payroll, pensions, systems support & training
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 25
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.
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
Weighted staff/student
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
Weighted staff/student
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
Weighted staff/student
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
Weighted staff/student
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
Weighted staff/student
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
Weighted staff/student
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 26
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.
Service Service Statement (How each service impacts the University)
Performance Measure RAM Category
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
Weighted staff/student
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
Weighted staff/student
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
Weighted staff/student
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
Weighted staff/student
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 27
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.
Service Service Statement (How each service impacts the University)
Performance Measure RAM Category
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
Weighted staff/student
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
Weighted staff/student
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
Weighted staff/student
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 28
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.
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
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON‐£)
Health & Safety Health & Safety strategy, policy & management
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Health & Safety Health & Safety guidance & compliance – Occupational Health, Occupational Hygiene, Fire Safety, Radiation Protection, Biosafety, Training & Audit
Weighted staff/ student
MEASURE OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 29
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.
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
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
COST DRIVERS & WEIGHTINGS
STAFF 70 % STUDENT 30 %
STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+
STUDENT FT UG FT PG DL PT S PT US & COL
Health & Safety
1
1
1
1
1
0
1
0.5
1
0.25
Weighted staff/student
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
Weighted staff/student FTE
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 30
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.
Service Service Statement Performance Measure
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
Weighted staff/student FTE
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
Weighted staff/student FTE
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
Weighted staff/student FTE
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
Weighted staff/student FTE
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
Weighted staff/student FTE
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
Accident and ill health statistics; enforcement experience; civil claims experience
n/a Weighted staff/student FTE
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 31
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.
Service Service Statement Performance Measure
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.
Accident and ill health statistics; enforcement experience; civil claims experience
n/a Weighted staff/student FTE
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 32
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.
PROCUREMENT
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON‐£)
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
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
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.
Weighted staff/ student
NB. more appropriate cost driver is non‐staff influenceable spend
MEASURE OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Procurement strategy, policy & management
Legal compliance/legal challenges
Procurement influenced spend (%)
Collaborative contracts
Procurement information, support, advice & training
Procurement influenced spend (%)
Procurement efficiencies generated
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 33
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.
COST DRIVERS & WEIGHTINGS
STAFF 50 % STUDENT 50 %
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
Procurement information, support, contracting, advice & training
1
1
1
1
1
1
1
1
1
1
Weighted staff/student
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 34
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.
Service (i.e. what do we provide)
Outputs/ Outcomes
Benefit (i.e why?)
Performance Measure
Cost Driver / Cost per Unit (approx.)
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 35
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.
Service (i.e. what do we provide)
Outputs/ Outcomes
Benefit (i.e why?)
Performance Measure
Cost Driver / Cost per Unit (approx.)
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
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON‐£)
Research Support Office
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 36
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.
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Research Support Office
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
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Research Support Office
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.
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 37
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.
COST DRIVERS & WEIGHTINGS
STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+ COST DRIVER
Research Support Office
1 1 0 0 0 Weighted
Staff FTE
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 38
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.
SOCIAL RESPONSIBILITY & SUSTAINABILITY
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON‐£)
Social Responsibility & Sustainability
Social Responsibility & Sustainability strategy, policy & management (inc update Climate/Carbon Strategy)
UNIVERSITY SERVICES
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
Social Responsibility & Sustainability
Social Responsibility & Sustainability initiatives (efficiencies, savings, fair trade, responsible investment & local)
Weighted staff/ student
Social Responsibility & Sustainability
Social Responsibility & Sustainability community & public engagement
Weighted staff/ student
MEASURE OF SUCCESS
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
Social Responsibility & Sustainability
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 39
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.
COST DRIVERS & WEIGHTINGS
STAFF 70 % STUDENT 30 %
STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+
STUDENT FT UG FT PG DL PT S PT US & COL
Social Responsibility & Sustainability initiatives
2
1.25
0.25
1.75
1.5
0.1
2
0.5
0.25
0.5
Weighted staff/student
STAFF 30 % STUDENT 70 %
STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+
STUDENT FT UG FT PG DL PT S PT US & COL
Social Responsibility & Sustainability community & public engagement
2
1.5
1.5
2
0.5
0.1
0.75
0.5
1
0.5
Weighted staff/student
UNIT DETAIL
Service (i.e. what do we provide)
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
Weighted staff/student
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
Weighted staff/student
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
Weighted staff/student
University Services
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 40
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.
Service (i.e. what do we provide)
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
Weighted staff/student
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
Weighted staff/student
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…)
Weighted staff/student
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
Weighted staff/student
University Services
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 41
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.
SPORT & EXERCISE
UNIVERSAL ACTIVITY
UNIVERSAL ACTIVITY GROUPING
DETAILS SUPPORTS UNIVERSITY / VALUE OF ACTIVITY (NON‐£)
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
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 42
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.
UNIVERSITY SERVICE GROUPING
DETAILS CUSTOMER & BENEFIT COST DRIVER
• 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
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
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)
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 43
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.
SERVICE OFFERING HOW DO WE KNOW WE HAVE SUCCEEDED?
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
COST DRIVERS & WEIGHTINGS
STAFF 50 % STUDENT 50 %
STAFF AP 5‐9 AP 10+ PS 1‐5 PS 6‐9 PS 10+
STUDENT FT UG FT PG DL PT S PT US & COL
Sport & Exercise ‐ Services and Programmes
1
1
1
1
1
0
1
1
1
1
Weighted staff/student
T1 T2 T3 T4 COST DRIVER
Sport & Exercise
Facilities and Operations
0.24 1 1.33 1.45 Weighted Space
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 44
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.
Service (what do we provide?)
Service Output Benefit(why?)
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
RA2018 – Resource Allocation Model
SERVICE EXPECTATION STATEMENTS ‐ DRAFT FOR REVIEW ‐
CSG SERVICE EXPECTATION STATEMENTS ‐ DRAFT 20160804 45
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.
Service (what do we provide?)
Service Output Benefit(why?)
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