1. business and industrial

Estates and Facilities
Management Directorate
Business Plan
2010 - 2011
Ian King
Director Estates & Facilities Management Directorate
February 2010
final and approved
1
Foreword by Ian King, Director of Estates and Facilities Management
3
1. Time Period for the Plan
5
2. Strategic Context
5
3. Report on the balanced scorecard
7
4. Horizon Scanning - Issues Facing EFM over the Next 3 Years
13
5. 2010/11 balanced scorecard
18
6. EFM Risk Register
22
7. Awards, accolades and profile
23
8. Update on the Most Recent Strategic Planning Return – 2007/8
23
9. Financial Overview
24
10 Training and Development
25
11 Corporate Responsibility
25
Appendix 1 – EFM Business Planning Process
26
Appendix 2 – EFM Organisational Charts
27
Appendix 3 - 2008/9 Balanced Scorecard
34
Appendix 4 – EFM Risk Register
35
Appendix 5 - Strategic Planning Return – 2007/8 (extract)
39
final and approved
2
Foreword by Ian King, Director of Estates and Facilities Management
We in EFM are the largest directorate employing over 400 staff across all the buildings we own
occupy or otherwise rent, including all the Halls of Residence and the outlying campuses at
Bath and Swindon, and we provide the widest range of different services from emergency
breakdown to catering, from security to pooled teaching and the entire range of sporting
activities. I know that all our staff are proud of their job they do and want to do the very best
they can for our customers, ie, staff, students and visitors alike.
Last year our directorate took part in the widest consultation we have ever been involved in,
with over 300 of our staff taking part in face to face workshops with Paul Cross and/or
Rosemary Botchery – this is an annual process which will take place again later this year. You
told us that whilst EFM generally did a great job, communications could be better (particularly
between us and the rest of the university) some of our management practices could be more
consistent and we could work across our divisions (and across other directorates) more
effectively.
These are valuable insights, and I would like to thank everyone who took part in this exercise –
with such a large and diverse directorate, the only way to find out what is really happening and
where improvements may be needed, is to talk to the people doing the job on a daily basis. I
have heard these challenges and done something about it. At last years’ DMG awayday I
started a number of initiatives (which were published in the September 2009 newsletter) and in
March 2010 we will be having our first EFM senior management conference at which we will
discuss the issues the directorate have raised; I will be meeting each of the new Executive
Deans when they are appointed and I will assign a DMG member to act as the single point of
contact for each of them, so that we can understand what their needs are and work with them
to provide the kind of services that we all want to see. By working with the new academic
faculties we can give them the benefit of our experience and extensive knowledge of our
buildings and estate whilst at the same time understanding what they need from us so that we
can deliver to a consistently high quality day in day out, and I will expect to see improvements
across the board in the coming year.
The last year was a very successful one, having achieved numerous accolades and awards
and we have consistently risen to the challenges thrown at us from all quarters, including the
weather! Over the next year we face more challenges, this time in the form of more budgetary
pressures and increased demand for better services from our students. Students have real
choices nowadays, and for the money they pay for their education (the average student racks
up over £20,000 in debt) they expect consistently high quality standards and if we do not meet
final and approved
3
their expectations they will take their money and go elsewhere. To meet this challenge we
must do what you said – ie, reach across our directorate and to other directorates and work
with people from across the university. Gone are the days when we did not know what other
directorates contributed to the student experience, and I am arranging team working with the
likes of corporate affairs so we can start down that track and work together to create an
unforgettable experience for our students.
The good news is that our directorate is packed with excellent people who have a willingness
to change and want to work with colleagues across the university, and a large part of our
directorate will be moving into the open plan John Payne building in March 2010 which will
make communications all the easier; I am genuinely looking forward to the next year and I
know the hard challenges we face will make us all the stronger and I have no doubt that we will
rise to the task. I would like to thank everyone for their hard work and dedication and I know
that the coming years will bring out the best in us all.
final and approved
4
1.
Time Period for Business Plan
This business plan covers the period January 2010 to January 2015, with the main focus being the
2010/11 financial year. This business plan is produced in accordance with the EFM business
planning process (see appendix 1).
2.
Strategic Context
In highlights, the Brookes estate consists of 135 buildings, 69% of which are in condition A/B (ie,
brand new or very good); 1925 car parking spaces; 3358 hall bed spaces; 2553 cycle spaces; 99%
freehold owned and all costing around £106 per square meter per annum to run, which works out
at £868 per student (FTE). We recycle some 40% of our waste and 36% of our energy comes
from renewable sources. Brookes employs some 2789 members of staff and we teach over
18,000 students of whom over 25% come from Oxfordshire (source data – EMS return 2007/8,
2008/9 annual accounts and 2010 Governors’ report).
Please see appendix 2 for organisational charts.
final and approved
5
The following diagram summarises the strategic context for EFM:
KEY EXTERNAL FACTORS
Economic turndown, reduction in budgets, demographic
changes, increased HEI competition in the UK and for
foreign students, uncertain political future, student
behaviour trends
KEY BROOKES FACTORS
New 2020 strategy and vision (white paper is the reference
as at February 2010), reorganisation from eight schools to
four faculties, other University-wide objectives including
achieving gold standard IIP for November 2011, the
enhancement of local community relations, and the focus
on the student experience
EFM RESPONSES
EFM Mission, Vision and Strategy, annual business
planning process with SMART objectives, enhancing
communications across EFM and across directorates,
building business links with the new faculties, scanning
future trends and working with the PVCs to anticipate future
requirements, review EFM organisational structures and
deliver the masterplan
EFM Directorate Business Plan
Summary business plan comprising EFM divisional
business plans and including a balanced scorecard
Strategy
Property
Services
Hospitality
Sport
Campus
Services
Major Capital Projects
Figure One – EFM Strategic Context
final and approved
6
3. Report on the balanced scorecard - the 2008/9 balanced scorecard is included in Appendix 3
The key areas of focus for EFM remain those included in the previous and the current balanced
scorecard:
Innovation and
Learning /
Continuous
Improvement
Customer Focus
Internal Business
Processes / Skills
and Capabilities
Finance
These four areas were tested in the first of an annual EFM consultation process during 2009
(which will be repeated in 2010) where the majority of EFM staff were canvassed as to their views
on EFM in a series of face to face workshops with the associate director, strategy and Rosemary
Botcherby from OCSLD. This provided an excellent overview of how these key focus areas
interact and the learning from this formed the base from which the new objectives were set.
final and approved
7
Performance Against 2008/9 Balanced Scorecard KPI’s
KPI
Status
Any comments
Innovation and Learning / Continuous Improvement
•
Finish within the Top 30 of the
British Universities and Colleges
Sport (formerly BUSA) standings
by 2010
Finishing positions
07/08 = 37th
08/09 = 47th
09/10 = Incomplete
This has largely been as a result of increasing
difficulties in fulfilling BUCS fixtures as a result of
increasing Weds afternoon timetabling; and a
move towards in-house competitions outside of
BUCS
•
Improve functional suitability
across teaching and learning
space from level 4 to 2 by 2010
The demolition of Darcy and the purchase of new
•
Achieve HSE Bronze Award,
MSC accreditation and Good
Egg accreditation.
Achieved in full
•
A directorate risk register will be
produced in partnership with the
Finance and Legal Services
directorate
Achieved in full and included in this plan
•
An
EFM-wide
consultation
process will be undertaken to
inform target setting within the
new business planning process
by July 2009
Achieved in full and reference to it included in this
Develop cross departmental and
divisional links (eg, campus
brightening
and
transitional
art/events/works)
The project panel system has achieved this and
•
buildings including Willow has made this possible
plan
as the detailed plans are developed closely liaison
will be required to ensure that the new building
systems and higher levels of quality are met with
changes in organisational structures and
reciprocal systems across EFM operational
services
final and approved
8
•
•
Implementation of Hand held
computers for maintenance staff
and use Helpdesk reports to
streamline work processes in
readiness for greater demand
with the expansion of the
Maintenance Helpdesk service
Handhelds are being trialled as is a single
Develop a pan-university
Corporate Responsibility
framework and achieve
ISO14001 at Wheatley campus
This will be achieved by the end of 2010
telephone number for all pooled teaching rooms in
Headington
Internal Business Processes / Skills and Capabilities
•
•
•
To operate compliant with UUK
Code of Practice with zero
substantiated complaints
To enhance communications
and internal operations, EFM will
co-locate physically during 2009
and launch a new website
Achieved and ongoing
EFM will take steps to reach IIP
level 4 (gold) within 3 years in
line with University aspirations
(and will lead on CR)
EFM is undertaking an internal IIP assessment so
The new website is launched and the co-location
will happen in March 2010
that a programme of initiatives can be developed
to ensure EFM gains gold standard and
contributes to the Brookes target
•
Communicate all matters arising
from building works or planned
building works to internal and
external stakeholders in a timely
and accurate way
Various mechanisms have been developed
including communication ambassadors, an
enhanced website, improved newsletter and an
EFM works calendar, alongside close working
with the communications staff in Corporate Affairs
•
To produce an integrated
forward and maintenance report
and Life cycle costing analysis
for the university estate, and
investigate means of reducing
the Sports Division’s current
Energy Consumption (278.18
Kwh per m2) by 10%, so as to
bring in line with the Brookes
average (2503.68 Kwh per m2)
The main focus in the coming year will be to
expand this project to include stakeholders and
write a business case to fund the assessment of
the backlog maintenance profile.
Swimming Pool cover bought and installed at
Harcourt Swimming Pool, significantly reducing
energy costs.
Discussions ongoing regarding future areas of
savings with university’s Energy and Carbon
Reduction manager
final and approved
9
Customer Focus
•
increase standard of cleaning
definitively across all academic
sites to 80%, with aspirations to
increase to 85% from 2010
onwards
Achieved in full
•
Reduction in crime reported
across all of the University
Estate by 10%
Achieved in full
•
85-90% of students will agree or
strongly agree that they had a
good customer experience in
Halls of residence (variety of
metrics used)
The local rating is 90% agreeing or strongly
Conferences will receive an
overall rating of 70% in the
venue masters mystery buyer
survey and 90% local rating as
good or excellent overall.
There will be a focus on maintaining the
•
agreeing
excellent services rating within Venuemasters
to demonstrate a commitment to customer
service
•
A cross-directorate customer
service champion will be
appointed during 2008/9
This person reports to DMG with full, confidential,
accounts of his experiences using EFM services
across all campuses
•
Achieve a planning consent for
Phase 1 of the Gipsy Lane
masterplan
The first application was refused but a second has
been lodged and is awaiting determination (as at
February 2010)
•
Integrate with relevant Student
societies, delivering lectures to
students and offering student
placements within the division
this happened last year and will continue this
year, we also support a myriad of student projects
with access to facilities, production of data on the
estate, interviews with key staff members,
feedback on proposal and student information
requests. In addition we have employed students
in the department and are currently looking at the
intern application option. Additionally we have set
up 2 monthly meetings with the SU
•
Map space use across the
university and establish a
proactive approach to improving
the quality of the built
environment for students and
staff, together with targets for
space occupancy
final and approved
this work proceeds well with the recent space audit and using
this approach in a number of specific projects such as the
relocation to John Payne and planning space requirements
for masterplan works.
10
Finance
•
Raise the number of students
participating in university sports
competition by 5% annually for
each of the next 2 years
Inter University competitors
•
EFM directorate will meet
agreed financial targets
EFM has achieved ‘green’ status again
•
Assess financial KPI’s starting
with EMS data to enable the
expansion of EFM services to
reach upper quartile
performance without incurring
an increase in total property
costs. These include:
Workshops with all divisions have been
•
Increase sports membership
sales revenue by 10%
annually for each of the next
3 years, and decrease the
annual overspend attributed
to Sport while not
compromising service
provision
07/08 = 862
08/09 = 967
09/10 = Incomplete
undertaken to teach how to use EMS statistics
and these are being used in financial planning
Membership Sales Revenue
07/08 = £184,906
08/09 = £306,674
09/10 = £328,462
•
reduce mail costs by 7 10% with the introduction of
clean mail (date)
•
Hospitality services to
achieve a target surplus of
£1,389,000
Achieved £2523k (Halls £810, Conferences
£1666, Catering £47)
•
Assess and report on project
fees as a percentage of total
project costs
John Payne Building Consultant Fee Analysis
– Feb 2010
This is where mail is pre-sorted to achieve a
discount when it arrives at Royal Mail
Fees stated as percentage of projected
overall project build cost of £4,078,000
(excluding VAT and subject to Final Account).
Architect
Design Engine £189,727-00 (4.7%)
Project Management
Gentle Consulting £81,756-00 (2.0%)
Construction Management
Gentle Consulting £245,000-00 (6.0%)
final and approved
11
Structural Engineer
Dewhurst MacFarlane £65,100-00 (1.6%)
Quantity Surveyor
Cyril Sweet £84,442.68 (2.0%)
Services Engineer
Capita Symonds £58,348-00 (1.4%)
Planning Consultant
West Waddy £12,285.19 (0.3%)
BREEAM Consultant
Ferguson Brown £20,570-00 (0.5%)
Sound Consultant
Sandy Brown £5,500-00 (0.1%)
H+Safety Advisor
Ridge £11,480-00 (0.3%)
Landscape Consultant
Russel Matthews £670-40 (0.01%)
Handover Manuals Provider
E Documents £5,632-00 (0.1%)
Building Regs Approved Inspector
Butler and Young £8,000-00 (0.14%)
Fitout Works
Gentle Fit out works £12,000 (0.3%)
Total percentage of all above on project cost
of £4,078,000 is 19.6%. Normal charges within
the sector as a whole vary widely. This project
lies very much on the top end of the range which
is due to the following:
1. Construction management fees included
(normally included in contractors
overhead&prelims)
2. Other associated Building Regs Fees,
BREEAM Fees, Fit-out fees etc.
included (normally shown separately)
3. Late changes requested to the size of
the building (increase in height)
final and approved
12
Achieved
Partly Achieved
Not achieved
Hospitality Division, Sports Division, Campus Services, Property Services, Capital Projects,
Strategy, Business and Finance
Conclusions
This analysis shows that the EFM directorate is maintaining its traditionally strong financial
performance, that it is seeking and gaining formal recognition through external audits (eg, IIP and
SUMS etc) and awards, and that it is including stronger KPI’s in its performance monitoring.
The directorate has undergone considerable management upheaval over the past 2 years and a
new can-do culture with better communications and greater self-awareness is starting to emerge.
All divisions are using customer feedback more systematically, and external reports such as the
2009 National Student Satisfaction Survey (which prompted considerable upgrades to AV in
teaching rooms). The next section summarises some of the issues EFM sees as material over the
next few years, and then sets out next years’ objectives and KPI’s. The headings for the balanced
scorecard remain but with a more outward looking and collaborative emphasis.
4.
Horizon Scanning - Issues Facing EFM over the Next 3 Years
This overview identifies the key strategic EFM-wide initiatives which will take place over the next
three years in response to the strengths weaknesses opportunities and threats which face the
Directorate and the University, and as part of the EFM strategic objectives set out above. The
SWOT assessment is carried out annually and reviewed at various strategic DMG’s. The director
of EFM and associate director, strategy interviewed each of the four PVCs to assess their needs in
the light of the newly formed 2020 strategy.
The following issues have been identified by DMG (Directorate Management Group) and where
actions have been agreed these are included.
final and approved
13
1.
2.
3.
4.
Issue
Action
Cross-Directorate Working.
We recognise that as the definition of
the student experience becomes
clearer (AESC 10/03 paper from John
Raftery) then the emphasis will be on
cross directorate working to create a
truly excellent student experience,
from the provision of buildings to
services including catering and sports.
This requires a joined up approach
with other directorates, and a focus on
modelling the institutions values to
provide “space to think”.
Working with Schools during the
strategic consolidation process to
identify how EFM can support the
future plans of the newly formed
larger schools. This is particularly
important because there are activities
that can be undertaken with only four
schools that would be more difficult to
try to attempt with the current eight.
For example it may be possible to
focus on the management of
individual buildings by directorate
members.
Consolidations of estate and space
planning, with the aim being to reduce
the overall amount of space that we
have, including the relocation out of
Birch House by 2013. The issue here
is that the utilisation of space across
the estate is known to be low either at
or below sector average, and a new
room booking system is being brought
in during 2010 which should enable
space to be freed up. With the
impending cuts and likelihood of
greater cuts with a potential change of
Government then the estate needs to
be consolidated in parallel with the
development of the NLTB.
EFM to invite other Directorate Directors to
meet with EFM to engage in a workshop at
high level to discuss the issues which face
them with regard to the student experience
and the provision of services, and the
options for working together on a day to
day basis. It is anticipated that this will turn
in to a series of meetings and workshops
which would lead to the formation of teams,
the creation of innovative actions learning
groups, cross functional working groups
and so on.
Organisational structure of EFM, to
deliver more consistent high quality
services across the estate. It is
considered that a potential change in
the organisational structure of EFM,
perhaps by decentralising staff to
work in the new Schools, would
increase the empowerment of staff,
improve the likelihood of local
innovation and provide a more
detailed focus on the quality of the
buildings and the experiences going
on within them.
Consideration will be given to changing the
operational structure with a focus on a hub
and spoke model whereby central functions
remain centralised within the Directorate
but those functions which can be
localisation are attached to the schools
with a potential dual line management role
(similar to that developed with the
management accountants in the Finance
and Legal Services Directorate).
final and approved
The Director of EFM will meet the Deans
when they are appointed in April/May. In
the meantime a business link process to be
developed between DMG staff and the
Schools. This will result in the rewriting of
the estates strategy by end of 2010.
A demolition programme will be developed
to run alongside the NLTB development
based on the assumption that after the
NLTB is built there will be no further
phases at Gipsy Lane for some years,
whilst development moves over to
Wheatley Campus. Alongside that, a
system of engaging university colleagues
in space utilisation improvements will be
developed.
14
5.
Improving specific student experience
issues. This includes catering,
cleaning, energy use etc. This to
include a focus on catering, bus
service, conferencing, and a specific
focus on innovative approaches to
experiences such as bespoke Halls
which cater to certain student
preferences.
EFM is undertaking a number of activities
to focus upon and enhance the consistent
quality of management and the capability
to be able to improve these very important
services. Processes so far incorporating
include customer feedback and close
scrutiny by others not directly related to the
division in hand. Later on in 2010 a new
service level statement (SLS) will be
written which will look at standards of
behaviour and service delivery across the
whole of the directorate. This SLS will
concentrate in particular upon areas which
have a direct impact on the student
experience, the ability to provide consistent
high levels of quality, management
capability, and most importantly a response
to those matters which are raised in
customer feedback through a variety of
different channels including satisfaction
surveys. EFM seeks to become a beacon
of excellence to whom other universities
turn when looking for how to provide good
services.
6.
Managing student accommodation
holistically. One of the issues that has
been raised by local residents is that
of a perceived mismatch between the
management of students
accommodation and impact those
students have on the local community
which is then perceived not to be
managed. It seems that there is a call
to extend the administrative boundary
of the halls of residence management
so that Brookes is focussing on the
whole impact of its student body and
how they are housed rather than
simply their behaviour once they walk
through the doors.
EFM will review the policies and the
approach that it takes to the management
of student accommodation, the behaviour
that it expects and can expect from its
students, its communication with local
landlords and residents and how that can
be turned to understand how best to
manage students, the understanding of the
impact that students have on the local
community and the maintenance of a
healthy dialogue with people who are
affected by the housing of students, and
who have a stake in its management
(including Landlords).
7.
Enhancing communications outside of
the EFM Directorate. One of the
sources of information, innovation and
continuous improvement is the
understanding of how others carry out
the tasks within EFM both outside of
the university and outside of the HE
sector. It is important to bring that
learning back to the directorate.
UK and international networking and
learning opportunities will be identified and
encouraged at all levels within EFM and
networking events will be held on the back
of events that are already taking place. For
example EFM will ensure that when it gains
awards and accolades, when it opens new
projects and introduces new initiatives that
it will look across the piece to see who else
can be involved in it from outside the
university and internationally. This event
will then be turned into both a promotional
and a learning event.
final and approved
15
8.
Marketing and communication will be
enhanced for the benefit of the
Directorate and the University. One of
the issues with EFM is the huge
impact it can have on the reputation of
the University through the highly
visible works that it does such as the
maintenance of buildings the
construction of new projects and so
on. These need to be enhanced in
order to make the best of what we do.
Clearly this involves a close
relationship with Corporate Affairs.
Work with Corporate Affairs to understand
the sorts of messages that the University
wishes to put out and ensure that an
understanding of these messages is
communicated across EFM so that when
opportunities to promote these messages
arise through normal day to day activities
they are recognised and promoted.
To establish a student engagement
strategy with aims including treating
students as peers and encouraging
students to play a larger role in EFM
operations (eg chairing campus brightening
meetings).
9.
The reduction of energy consumption.
Energy consumption is high within the
University largely due to the old
buildings, and the excess space. In
addition there are a plethora of
different energy saving projects which
need to be discharged.
Write an energy strategy and increase the
capacity of EFM to deliver projects quickly.
10
Enhance the status of Corporate
Social Responsibility being led by
EFM, for the benefit of a number of
joined up agenda items within
Brookes including local community
relations, the use of scarce resources
and the integration of CR into the
curriculum.
EFM is delivering the first HE Sustainability
Report in May 2010 and will be working on
this leading edge project after that. There
will be a raft of projects included in the
action plan which will be discharged over
the coming months. In addition there is an
LGM bid with other universities seeking up
to £250,000 of funding for CR activity.
11.
To provide leadership norms for EFM
staff to guide actions.
Building on work by DMG in 2009 this is a
more detailed approach to aligning staff
behaviour to the expectations and
requirements of University and Directorate.
final and approved
16
In August 2009 the EFM Directorate Management Group (DMG) held their annual away day and
brought in a raft of new objectives and initiatives which were cascaded across to all staff within the
directorate. An important part of this exercise was the EFM consultation process which took place
across July and August and covered around 300 staff members; this is an annual process and we
will try to include more people next time. The process was an opportunity for staff to tell DMG what
they thought, and the outputs from this were published in the September EFM Newsletter.
As part of the EFM newsletter outcomes, a set of actions and activities was produced which is
expected from staff and will contribute to meeting that vision.
The Brookes 2010-20 strategy will be completed in March/April 2010, and whilst there may need to
some changes in emphases, the content is nearly completed and has been shared with DMG, and
this business plan is likely to need little, if any, changes to suit the new mission, vision and
objectives. However, quality remains our watchword. EFM directorate strategy has many
references to quality, not least our mission:
By 2020, Oxford Brookes will be the university campus others aspire to
Estates and Facilities as a Directorate has responded to this and has set the following objectives
•
To achieve gold standard IIP by February 2011
•
To implement a DMG Business Partnership Link with each School and Directorate to
better understand mutual business needs by the end of December 2009
•
To review and evaluate financial performance and respond in line with University
constraints
•
To produce the next edition of the Service Level Statement by September 2010
•
To feature in the top quartile Universities that count ranking and achieve Platinum
ecocampus status across the whole of Brookes, by 2012, as part of the corporate
responsibility programme
•
To support a minimum of 4 EFM Business Improvement Teams per year.
final and approved
17
The University is also embarking on an extensive Master Plan to develop its Estate in pursuit on
these aims and EFM is committed to supporting this process. In addition, there are more
fundamental organisational changes which require scanning and proactive response, and the EFM
directorate has produced a 3 year horizon scan upon which detailed SMART objectives will be
based in the coming planning cycles.
5.
2010/11 balanced scorecard
These are in addition to the current directorate objectives.
KPI
Status
Any comments
Innovation and Learning / Continuous Improvement
Implement DMG Business
Partnership links with designated
school/directorates in developing a
better understanding of mutual
business needs
Liaise with Corporate Affairs
regarding the campus brightening
and transitional
art / events / works.
Write a 5 year plan for achieving the
CR vision to publish in the
University’s first Sustainability
Report by May 10
Integrate with relevant Student
societies, delivering lectures to
students and offering student
placements within the division
To work with the EFM sustainability
team in achieving Platinum EcoCampus status across the university
by Jul 12
final and approved
18
Internal Business Processes / Skills and Capabilities
To provide support for the Business
Improvement team most relevant to
campus services once the strategic
direction has been clearly defined.
To undertake a review of campus
services, service level statement
and promote the next edition.
Continue with the project to produce
an
integrated
forward
and
maintenance report (to include risk
factors and backlog maintenance)
and Life cycle costing analysis
together with a paperless buildings
documents system for the university
estate
Employ an additional apprentice as
part of succession management
Risk management.
Carry out
Workshops to help to identify and
review risks
(threats) and opportunities in order
for mitigation and development
actions to be
planned and implemented.
Model future space utilisation
scenarios, develop space planning
and forecasting methodologies
including use of Facility CMIS,
develop protocols which facilitate
the effective use of space, develop
appropriate business processes to
support the implementation of
innovative space solutions by Jul 11
final and approved
19
Write a new estates strategy with
KPI report, and a corporate
ownership policy by Jun 10
Evaluate the current use of space in
each school and directorate,
understand any issues, and how
well objectives are met, promote the
drivers for space reduction (cost and
environmental impact) across the
university and champion the
application of space planning
standards by Jul 11
expansion of helpdesk so that there
is a single telephone number for all
pooled teaching rooms – starting in
Headington Hill campuses; by May
10
Customer Focus
Finish within the Top 50 of the
British Universities and Colleges
Sport (formerly BUSA) standings on
a yearly basis. (Last year 47th).
Communicate all matters arising
from building works or planned
building works
to internal and external stakeholders
in a timely and accurate way.
Ensure good communication
between Capital Projects and
Property Services to
promote an effective working
environment within EFM.
To achieve a customer satisfaction
rating of 90% for all Residences for
overall satisfaction with the Hall in
end of year Questionnaire (June
2010).
As part of the salix and energy
reduction projects with the energy
and carbon reduction manager,
install site-wide metering with 90%
visibility of use
final and approved
20
To achieve a customer satisfaction
rating of 90% for all Residences for
the welcome received in the arrivals
questionnaire (October 2010)
To retain a top 5 (or Over 70%)
rating in Venue Masters mystery
buyer survey
To open Marston Road 3 phase 1 in
time for September 2010
occupation.
Produce an energy strategy by mid10
To achieve Hospitality assured by
September 2010
Finance
Increase Membership Sales
Revenue by 10% annually for each
of the next 3 years; to include
increased numbers of Staff
Memberships to a level comparable
with current peer institutions; and
with the purpose of further funding
University sports participation.
Raise the number of students
participating in university
competition by 5% annually for each
of the next 2 years, encompassing
both inter-university and in-house
competition.
Investigate means of reducing the
Division’s current Energy
Consumption (278.18 Kwh per m2)
by 10%, so as to bring in line with
the Brookes average (2503.68 Kwh
per m2) and reside in the upper
quartile of peer institutions.
Overall financial performance for
Hospitality Services will achieve a
surplus which is to be confirmed
Produce an updated Sustainable
Travel Plan (2010 – 2015) by Aug
10
final and approved
21
Re-profile the account codes to
allow enhanced financial reporting
and analysis
Hospitality Division, Sports Division, Campus Services, Property Services, Capital Projects,
Strategy, Business and Finance
6.
EFM Risk Register
The EFM directorate was the pilot for Brookes to establish a directorate-wide risk register and this
was established in 2009 in partnership with the Risk and Insurance Officer. The EFM risk register
is placed on a shared drive accessible by EFM staff and is reviewed twice a year by DMG, and the
full register is included in appendix 4. It should be noted that the risk of disruption to University
activities caused by masterplan works is included in a separate programme risk register monitored
by Programme Steering Board, and managed by the capital projects team.
Risk Owner
Risk No
Division
Risk Description
Threat/Opp
The highest priority risks, and those which have risk action plans, are as follows:
Causes
1
Failure of
hospitality to
achieve financial
targets
T
1) Economic downturn
2) Fear of pandemic/terrorism
GA 3) Access to facilities (currently reduced)
4) Accommodation fails to meet students'
expectations
EFM
2
Failure to achieve
potential benefits
from the
implementation of
the Corporate
Responsibility
framework (O)
O
PC
Failure to deliver to time against the CR
Programme.
EFM
3
Inability to operate
within budgets
T
IK
1)Major Breakdown in facilities/infrastructure
HO
final and approved
22
7. Awards, accolades and profile
The Estates Awards Group has been set up to maintain an up to date register of the awards and
similar formal accolades which are being sought by the EFM Directorate; to actively look for more
awards and accolades to apply for within individual divisions and across the whole of the
Directorate; to feed this information to the person updating the EFM website and to Corporate
Affairs for general communications, and directly to the DMG to be included in DMG minutes which
can then be cascaded throughout EFM.
Some of the awards the EFM directorate is involved in are as follows:
Oxford City transport awards
Good Egg Award
Food for the Brain
National transport awards
MSC (Marine Stewardship
Council) accreditation
ISO 18001
Green Gowns
Universities that Count
Ecocampus awards
WISE awards
Times Higher Education
estates department of the year
award
University’s Annual Sports
Awards
Fairtrade Status
ISO 9001
ISO 14001
Scores on the Dooers 4 Star Gipsy Lane, Wheatley,
Marston Rd, 5 Start - Harcourt,
5 Star Excellent - Cotuit Hall
People and Planet Green
League
Good Pig Award
Hospitality Assured (all of
Hospitality Services not just
Catering)
NCFE Sustainable
Development Certificate Level
1 for all Catering Staff
Abbey/Santander Sports
Scholarships
BUCS
8. Update on the Most Recent Strategic Planning Return – 2007/8
In the previous two years, the strategic planning round has been ‘light touch’, whereas in the
2007/8 return contingency funding was available for named projects. In this section, the three
named projects from this return are revisited and updated (please see Appendix 5 for section 1 of
the return):
Improving Student Experience (Catering) – Gipsy Lane
There were no projected outcomes for 2009/10, but the outcomes expected for 2008/9 were all
met. Since this initiative, JB’s now has soft seating and a more coffee-house décor, as well as the
new swipe card accessed staff room.
final and approved
23
Space the Final Frontier
The masterplan has progressed at a different rate to that expected in 2007, with the planning
consent having been delayed and the Wheatley work being delayed, also by planning issues. The
revised NLTB planning application will be heard in March 2010 and the negotiations for a new
access road at Wheatley with Oxfordshire County Council, has now been agreed.
A new space planning manager has been employed and that role has eased the relocations and
decanting greatly, and she is now working on space utilisation and improve it.
Increase profitability of the conference trade
All targets have been met.
9. Financial Overview
The financial return for 2010/11 indicates that the EFM directorate will meet its targets, and in the
recent ‘start chamber’ review savings for future years was discussed. Realising the savings for
future years will require a huge effort to raise additional income and work even more efficiently and
effectively to avoid cutting services. Raising additional income will not be easy in the current and
projected economic turndown and so there will be an emphasis on doing more for less. The New
Library and Teaching Building is due in 2013, which may require a higher quality and more
intensive level of services that generally currently provided which places more pressure on
budgets.
Only the 2010/11 financial year targets are confirmed, and the remainder of the four year period
are projected. The table below shows the pressure on our budget, with the base budget being
2009/10. For example, for our non-trading budgets, in 2010/11 £125,000 will be removed from our
2009/10 budget, in 2011/12 £396,000 will be removed from our 2009/10 budget, in 2012/13
£419,000 will be removed from our 2009/10 budget and so on.
Division
2010/11
2011/12
2012/13
2013/14
Non-trading (property services and campus
125k
396k
419k
357k
Conferencing
12k
39k
41k
35k
Catering
26k
83k
87k
74k
Halls of Residence
162k
517k
546k
465k
Centre for Sports
15k
46k
49k
42k
services)
final and approved
24
Over this period, our non-trading budget (as at 2009/10) will be reduced by £1,297,000, and
through income generation and cost savings our trading accounts will need to out-perform their
2009/10 projections by a total of £2,239,000.
10 Training and Development
Training a development remains of key importance to EFM to ensure all staff have the skills and
confidence to undertake their roles in a professional and efficient way. Personal development
reviews are completed and achievements will be monitored throughout the year. There is a
directorate-wide training and development plan and EFM works with it’s business links in HR and
OCSLD to run appropriate training events across divisions (such as change management).
11 Corporate Responsibility
The University, through the EFM Sustainability Team is developing a Corporate Responsibility
Program, which is a university-wide approach to the strategic management of our impacts on the
communities we serve. The vision is to create a net positive impact and the objectives in the
Sustainability Team section effectively include the entire university.
As the home of the sustainability team our division must lead by example and the relocation to the
John Payne building provides an excellent opportunity to do so, with no individual desk bins and
waste management centres to aid and increase recycling plus reducing filing and increasing the
use of shared data storage rather than physical records.
final and approved
25
Appendix 1: The EFM Business Planning Process
Appendix 2: EFM Organisational Charts
Estates and Facilities Management
Directorate Management Group
Ian King
Director
Estates & Facilities Management
Ext 4629
Geoff Handley
Head of Business &
Finance
Paul Cross
Associate Director
Strategy
Keith Kelly
Head of Sport
Gillian Almond
Deputy Director
Hospitality Services
Steve Simpkins
Deputy Director
Property Services
Stephen Clark
Head of Campus
Services
Yannis Roussos
Associate Director
Capital Projects
Ext 4636
Ext 4649
Ext 3111
Ext 4610
Ext 4422
Ext 3059
Ext 4740
January 2009
27
final and approved
28
final and approved
HOSPITALITY SERVICES DIVISIONAL STRUCTURE
Deputy Director
Gillian Almond
Quality Officer
Finance and IT Manager
Ernest Grainger
Miles Beaumont
Administrative Officer
Lucy Cofield
Student Accommodation Manager
Peter Toomer
Conference and Commercial Services
Manager
Senior Halls Manager
Gary Carter
Phillipa Fletcher
6 Hall Managers
Reception
Conference
Services
1 staff
4 staff
Accommodation Halls
3 staff
Clive Booth Hall
45 staff
Catering Services
xx staff
Accommodation
Shared Housing
5 staff
Shops
8 staff
29
final and approved
ACCOMMODATION SERVICES DEPARTMENTAL STRUCTURE
Deputy Director
Gillian Almond
Quality Officer
Finance and IT Manager
Ernest Grainger
Miles Beaumont
Administrative Officer
Lucy Cofield
Student Accommodation Manager
Peter Toomer
Senior Accommodation Officer (Halls)
Senior Accommodation Officer (Shared Housing)
Reception
Sandra Ward-Barber
Jenn Barnes
Maternity cover
Accommodation Officer (Halls)
Housing Officer P/T (Shared Housing)
Emma Rosentall
Karen Smith
Maintenance Officer
(Shared Housing)
Administrator (Halls)
Accommodation Officer (Shared Housing)
Kachi Nnochiri
Laura King
Danny Ritchie
Administrative Officer (Shared Housing)
Julian Banville
30
final and approved
CONFERENCE SERVICES DEPARTMENTAL STRUCTURE
Deputy Director
Gillian Almond
Quality Officer
Finance and IT Manager
Ernest Grainger
Miles Beaumont
Administrative Officer
Lucy Cofield
Conference and Commercial Services
Manager
Phillipa Fletcher
Senior Conference &
Marketing Coordinator
Shops Manager
Sue Blair
Beatriz Perez-Lopez
Conference Administrator
Vacant
Senior Shop Assistant
Shops Administrator
Jayne Chadbone
Michael Pinnington
Nicola Hulks
Conference Coordinator
Emma Canham
Vacant
Chartwells Catering
General Catering Manager
Operations Manager
Jason Carter
Catering Projects Manager
Linda Harris
5 f/t Shop Assistants
Catering Manager Wheatley
Anthony Wright
Catering Manager Marston Rd
21 p/t Shop Assistants
Jason Cule
Catering Manager Harcourt Hill
Donna Mepham
31
final and approved
HALLS DEPARTMENTAL STRUCTURE
Deputy Director
Gillian Almond
Quality Officer
Finance and IT Manager
Ernest Grainger
Miles Beaumont
Administrative Officer
Lucy Cofield
Senior Halls Manager
Gary Carter
Clive Booth Hall
Deputy Hall Manager
Hall Manager Crescent Hall
Hall Manager LSC
Hall Manager Paul Kent Hall
Hall Manager Warneford Hall
Hall Manager Harcourt Hill
Chrissy Knight
Calum Beatt
Juliette Ashton
Richard Summers
Ann Chase
Hall Supervisor
Hall Supervisor
Hall Supervisor
Hall Supervisor
Hall Supervisor
Julio Gonzalez Toboada
James Trundley
Carol Hughes
Wendy Barrett
Debbie O’Mahoney
Carol Shrimpton
Berta Dominguez de la Torre
Hall Supervisors
Linda Allison
Julie Maloney
Adrian Rhymes
Claire Moona
Domestic Asst
Domestic Asst
Domestic Asst
Domestic Asst
4 staff
11 staff
6 staff
8 staff
Hall Assistants
Hall Assistants
Hall Assistants
Handyman
5 staff
5 staff
4 staff
1 staff
Jacquie Kahl
Handyman
Handyman
Handyman
Receptionist/Admin Ass
1 staff
1 staff
1 staff
Hall Administrative
Officer
9 staff
Hall Assistants
2 staff
Handyman
1 staff
Vacant
5 staff
Hall Manager Cotuit Hall
Domestic Assistants
Sue Sosville
Handyman/Porter
Domestic Asst
23 Staff
Hall Assistants
4 Staff
Domestic Asst
4 staff
Hall Assistants
3 staff
32
final and approved
SPORT DIVISION MANAGEMENT STRUCTURE 2010/11
Director EFM
Director of Sport
Finance Director EFM
Deputy Head of
Sport
Sports Finance
Officer
Sports Finance
Assistant
Customer
Services
Development
Manager
Centre Reception
Staff
Outreach Officer
Ox. Uni
Climbing & Outdoor
Pursuits Manager
P/T Casual
Climbing Staff
F/T & P/T
Coaching Staff
Duty Officers
F/T Amenities
Supervisor &
Steward
P/T Sports
Shop Manager
Harcourt Sports
Manager
Bar Manager
Senior Bar
Steward
P/T Casual
Stewards
Harcourt Duty
Officers
Sports
Café
Lifeguards / Casual
Instructors
P/T Casual
Bar Staff
33
final and approved
Appendix 3: The 2008/9 Balanced Scorecard
The following objectives and Key Performance Indicators contribute to the EFM directorate’s mission; a full list of objectives and KPI’s is available through the
individual Divisional business plans.
Innovation and Learning / Continuous Improvement
Internal Business Processes / Skills and Capabilities
•
•
•
•
•
•
•
•
•
•
Finish within the Top 30 of the British Universities and Colleges Sport (formerly BUSA) standings by 2010
Improve functional suitability across teaching and learning space from level 4 to 2 by 2010
Achieve HSE Bronze Award, MSC accreditation and Good Egg accreditation.
A directorate risk register will be produced in partnership with the Finance and Legal Services directorate
An EFM-wide consultation process will be undertaken to inform target setting within the new business
planning process by July 2009
Develop cross departmental and divisional links (eg, campus brightening and transitional art/events/works)
Implementation of Hand held computers for maintenance staff and use Helpdesk reports to streamline work
processes in readiness for greater demand with the expansion of the Maintenance Helpdesk service
Develop a pan-university Corporate Responsibility framework and achieve ISO14001 at Wheatley campus
To operate compliant with UUK Code of Practice with zero substantiated complaints
To enhance communications and internal operations, EFM will co-locate physically during
2009 and launch a new website
EFM will take steps to reach IIP level 4 within 3 years in line with University aspirations (and
will lead on CR)
Communicate all matters arising from building works or planned building works to internal
and external stakeholders in a timely and accurate way
To produce an integrated forward and maintenance report and Life cycle costing analysis for
the university estate, and investigate means of reducing the Sports Division’s current Energy
Consumption (278.18 Kwh per m2) by 10%, so as to bring in line with the Brookes average
(2503.68 Kwh per m2)
•
•
•
Mission
Customer Focus
Finance
•
•
EFM directorate will meet agreed financial targets
•
Assess financial KPI’s starting with EMS data to enable the expansion of EFM services to
reach upper quartile performance without incurring an increase in total property costs.
These include:
•
•
•
•
•
•
•
•
increase standard of cleaning definitively across all academic sites to 80%, with aspirations to increase to
85% from 2010 onwards
Raise the number of students participating in university sports competition by 5% annually for each of the
next 2 years
Reduction in crime reported across all of the University Estate by 10%
85-90% of students will agree or strongly agree that they had a good customer experience in Halls of
residence (variety of metrics used)
Conferences will receive an overall rating of 70% in the venue masters mystery buyer survey and 90% local
rating as good or excellent overall.
A cross-directorate customer service champion will be appointed during 2008/9
Achieve a planning consent for Phase 1 of the Gipsy Lane masterplan
Integrate with relevant Student societies, delivering lectures to students and offering student placements
within the division
Map space use across the university and establish a proactive approach to improving the quality of the built
environment for students and staff, together with targets for space occupancy
•
Increase sports membership sales revenue by 10% annually for each of the next 3
years, and decrease the annual overspend attributed to Sport while not compromising
service provision
•
reduce mail costs by 7 - 10% with the introduction of clean mail (date)
•
Hospitality services to achieve a target surplus of £1,389,000
•
Assess and report on project fees as a percentage of total project costs
Hospitality Division, Centre for Sports, Campus Services, Property Services, Capital Projects, Strategy, Business and Finance
34
final and approved
Appendix 4: The EFM Risk Register
35
final and approved
36
final and approved
37
final and approved
38
final and approved
Appendix 5 – The 2007/8 Strategic Planning Return
Directorate Planning Round 07/08
January 2008 Update
Directorate: Estates and Facilities Management
CONTENTS
SECTION 1:
Planning of concrete key developmental tasks, change initiatives and projects to be implemented or started within the planning
timeframe
Index
1.
2.
3.
Improving Student Experience (Catering)
SPACE THE FINAL FRONTIER
Increase profitability of the conference trade
SECTION 2:
Risk assessment
SECTION 3:
Earmarked Contingencies
Index
1.
Cleaning, Catering and security enhancements
SECTION 4:
Planning potential developments which might be considered during the planning timeframe
Index
1.
High standard ‘Green’ sustainable new buildings.
2.
Consolidate University on one single city centre campus.
SECTION 5:
KPI’s
Directorate KPI’s will be set as part of a separate process. EB will discuss draft KPI’s in February 08 and once these have been
agreed, SBPO will send out the templates. These will need to be completed in draft form by 16th April.
39
final and approved
SECTION 6:
Business Continuity
SECTION 1:
Planning of concrete key developmental tasks, change initiatives and projects to be implemented or started within the
planning timeframe
Directorates are invited to update the templates by
•
reviewing and (where necessary) updating or elaborating templates for existing initiatives
•
inserting any new initiatives
Please bear in mind the following:
•
areas highlighted in yellow require an update from Schools. In most cases this means providing information on
-
the current position of the task
-
the current status of plan
-
planned actions for 07/08, 08/09 and 09/10 (or an update on planned actions and interventions which were recorded in the 05/06
plans for these years)
-
Resources required for the same three years
•
text in light blue italics refers to the recent (06/07) updates provided by the Directorates
40
final and approved
1. Improving Student Experience (Catering) – Gipsy Lane
Title of developmental task/ change
initiative/ project
Linked to the following KPI or University
objectives
Overall goal of project/ task/ initiative
Current position of task/initiative
(please insert an X where appropriate)
Mid-point review of achievements 07/08
Status of plan
(please insert an X where appropriate)
07/08
08/09
09/10
Resources dedicated in budget
(approximate figures)
staff time in fte per year
budget in £ per year (as part of total
budget)
Other directorates/ schools involved in
delivery/ implementation
Improving Student Experience (Catering) – Gipsy Lane
Objective 7 : Financially self-sustaining.
Objective 8 : Increase quality and effective use of University facilities.
Upgrade main refectory to include social learning areas and tailored food offers, in line with customer
demands. Rationalise and refurbish kitchen to suit revised needs.
Tangible outputs/results:
1. Increase customer satisfaction levels with catering. 2. Operational cost savings to catering account.
3. Increase space utilisation – move from traditional refectories to flexible catered social learning areas.
Catering has now been tendered and the new contract has a zero cost limit, applying from January 2008 – this
assumes no significant changes to the catering service (eg closure of catered halls, outlets etc
Research was conducted in May 2007 prior to tender which indicated that catering at Oxford Brookes was
significantly better rated that other Universities. Since this some outlets have been changed and more changes
are planned, and the catering survey currently being issued will be able to measure if changes have been
successful.
Flexible catering learning space will be incorporated under the planned building changes but this is not
achievable in the short term. Some changes to dining areas have incorporated more soft seating to provide a
less formal space.
Achieved, 1 and 2 X
In progress 3 X
Replaced by another initiative/task
Withdrawn
Green X 1 and 2
Amber X 3
Red
Planned action or programmed interventions:
20% reduction in catering costs (Gipsy Lane Food/Court)
Planned action or programmed interventions:
15% increase in catering customer satisfaction at Gipsy Lane. 25% social learning space in Refectory.
The contract is a trading account at zero cost and so previous figures have been excluded
07/08:
07/08:
08/09:
08/09:
09/10:
09/10:
Learning Resources
41
final and approved
2. SPACE THE FINAL FRONTIER.
Title of developmental task/ change
initiative/ project
Linked to the following KPI or University
objectives
Overall goal of project/ task/ initiative
Current position of task/initiative
(please insert an X where appropriate)
Mid-point review of achievements 07/08
Status of plan
(please insert an X where appropriate)
07/08
08/09
09/10
Resources dedicated in budget
(approximate figures)
staff time in fte per year
budget in £ per year (as part of total
budget)
Other directorates/ schools involved in
delivery/ implementation
SPACE THE FINAL FRONTIER.
This project is about a reduction (minimum of 15%) in the quantity of our space (buildings) whilst at the same
time delivering a quantum improvement in the quality and functional suitability of our space and facilities
Linked to Objectives 7 & 8
The University has a poor record of Space Utilisation; this, coupled with our inadequate maintenance budgets
and with the ever increasing demands of legislation, means that we need to reduce the amount, volume and/or
number of buildings we currently occupy. We aim to demolish as much of our antiquated 1950’s & 1960’s
building stock and replace with superior quality buildings, (with better functional suitability), but of less overall
quantity. Over the coming six years we aim to achieve a minimum of a 15% reduction, over the University’s
current (2005/06) floor space. This will inevitably lead to different approaches to the teaching day ie, extended
teaching days; it will also require a better central timetabling system
This is a fast-moving area which is developing with the implementation of the Masterplan. A Space
Management Group has been established and a job advert for a dedicated space planner is being developed.
Two-thirds of Darcy (some 6000m2) has been demolished and replaced with 4700m2 at Wheatley.
Achieved
In progress X
Replaced by another initiative/task
Withdrawn
Green
Amber X
Red
Planned action or programmed interventions:
Detailed site development plans for Headington & Wheatley, plus detailed designs for Darcy replacement and
commencement of Wheatley buildings for new Halls of Residence/Library/Refectory. Commencement of
Harcourt Hill new residences and sports facilities, plus new residences at Morrell.
A new space manager will be employed to assess and monitor the demand for space as part of the initiative to
understand space usage and improve utilisation.
Additional text for 07/8: The Masterplan for Headington has been submitted and approved by Oxford City
Council; the masterplan for Wheatley is due for submission in March/April 2008 and the campus plan for
Harcourt will be submitted in April 2008. Each masterplan is seeking to deliver a 10-15% reduction in space.
Planned action or programmed interventions:
Commencement of new building to replace Darcy.
This has been moved from 08/09: Planned action or programmed interventions:
Commencement of demolition of Wheatley Tower, JCR and refectory facilities.
The figures below date back to 2005/6 and have been superseded by the EFM directorate reorganisation –
there is a new capital team employed to deliver these changes, and a space manager shortly to be employed.
07/08: 2 FTE
08/09: 2 FTE
09/10: 2 FTE
07/08: 70k
08/09: 70k
09/10: 70k
Several working groups will need to be established in order that there is an across the University buy in to
achieve a successful end result. Most/All Schools and Directorates.
42
final and approved
3. Increase profitability of the conference trade
Title of developmental task/ change
initiative/ project
Linked to the following KPI or University
objectives
Overall goal of project/ task/ initiative
Current position of task/initiative
Increase profitability of the conference trade.
Objective 7 : Financially self-sustaining.
Objective 8 : Increase quality and effective use of University facilities.
Levels of income to be increased, greater awareness of rooms available, more conference business.
The Directorate have recently purchased a Corporate Diary, which will allow a full integrated service to be
provided. The old system of recording conferences, seminars, weddings was organised in a somewhat
disjointed way. Indeed numerous conferences and seminar events were not logged and listed onto a single
data system. The new system could cover legal liabilities as to who or what event is on site. Moreover it will
allow us to maximise our conference income and hopefully capture more outside bookings.
The Conference Office has achieved and surpassed its budget performance consistently.
The Corporate diary now allows for much better tracking of bookings and marketing of facilities. It has not yet
been linked to rooms bookings systems and maximum benefits will not be achieved until this is possible.
Agreements have been reached with some schools regarding the use of space and greater use is now made
of the Buckley Building and Marston Road which has helped compensate for the loss of the Darcy Building.
(please insert an X where appropriate)
Mid-point review of achievements 07/08
Status of plan
(please insert an X where appropriate)
07/08
08/09
09/10
Resources dedicated in budget
(approximate figures)
staff time in fte per year
budget in £ per year (as part of total
budget)
Other directorates/ schools involved in
delivery/ implementation
Achieved
In progress X
Replaced by another initiative/task
Withdrawn
Green X
Amber
Red
Planned action or programmed interventions:
Target surplus will aim for £762k, however the Conference office will aim for an additional surplus of £345k
Planned action or programmed interventions:
Target surplus will aim for £762k, however the Conference office will aim for an additional surplus of £416k
Planned action or programmed interventions:
Target surplus will aim for £795k, however the Conference office will aim for an additional surplus of £450k
07/08: 4 FTE
07/08: 106
08/09: 4 FTE
08/09: 110
09/10: 4 FTE
09/10: 113
The University (all Schools and Directorates) must make available their dedicated spaces outside the normal
academic timetable for Conference Services in order to maximise this income eg Milham Ford, Buckley,
Harcourt Hill etc.
43
final and approved