balance scorecard — oxford brookes university

7/29/2019 Balance scorecard — Oxford Brookes University

http://slidepdf.com/reader/full/balance-scorecard-oxford-brookes-university 1/3

28/12 Balance scorecard — Oxford Brookes University

ww.brookes.ac.uk/estates/new/aboutus/balance.html

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

Centre for Sport: Finish within the

Top 30 of the British Universities and

Colleges Sport (formerly BUSA)

standings by 2010

Campus services: Improve functionalsuitability 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

Capital projects: Develop cross

departmental and divisional links (eg,

campus brightening and transitional

art/events/works)

Property services: 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 MaintenanceHelpdes k service

Develop a pan-university Corporate

Responsib ili ty framework and

achieve ISO14001 at Wheatley

campus

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

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 buildingworks to internal and external

stakeholders in a timely and accurate

way

Property services: To produce an

integrated forward and maintenance

report and Life cycle cos ting 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)





MissionCustomer Focus

Campus services: Increase standard

of cleaning definitively across all

academic sites to 80%, with

aspirations to increase to 85% from

2010 onwards

Centre for Sport: Raise the number of

students participating in university

sports competition by 5% annually for

each of the next 2 years

Campus services: 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

Capital projects: Achieve a planning

cons ent for Phase 1 of the Gipsy Lane

masterplan

Property services: Integrate with

relevant Student societies, delivering

lectures to s tudents 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

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 quarti le

performance without incurring an

increase in total property costs.

These include:

Centre for Sport: Increase

sports membership sales

revenue by 10% annually for

each of the next 3 years, anddecrease the annual overspend

attributed to Sport while not

compromising service

provision

Campus services: reduce mail

cos ts by 7 - 10% with the

introduction of clean mail

(date)

Hospitality services to achieve

a target surplus of £1,389,000

Capital projects: Assess and

report on project fees as a percentage of total project

costs

Related links

Find out more about our strategy

Find out more about the Brookes strategy

Privacy policy

© 2011 Oxford Brookes University, Headington Campus, Gipsy Lane, Oxford OX3 0BP, UK - Tel: +44 (0)1865





741111

balance scorecard — oxford brookes university

Documents