hr&od se ls and governance delivery plan final[1]

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Delivery Plan 2012 - 2018 Human Resources and Organisational Development

Service Excellence

Corporate Governance and Legal Service

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Index 1. Introduction and Executive Summary .......................................................................................................................................... 3 2. Human Resources and Organisational Development ................................................................................................................. 4 2.1 Overview .................................................................................................................................................................................... 4 2.1.1 Human Resources ............................................................................................................................................................ 4 2.1.2 Organisational and Staff Development .......................................................................................................................... 4 2.1.3 Delivering our Plan .......................................................................................................................................................... 4 2.2 Key Strategic Initiatives ............................................................................................................................................................ 6 2.2.2 Improvement of the Student Experience........................................................................................................................ 6 2.2.3 Improvement of Staff Satisfaction .................................................................................................................................. 7 2.2.4 Improvement of Service Excellence ............................................................................................................................... 7 2.2.5 Cost Efficiency ................................................................................................................................................................. 7 2.3 Summary of targets and KPI’s ........................................................................................................................................... 7 Service Excellence ............................................................................................................................................................................. 8 3.1 Overview .................................................................................................................................................................................... 8 3.1.2 Framework for delivery and guiding principles ............................................................................................................. 9 3.2 Summary of key strategic initiatives ............................................................................................................................... 10 3.3 Summary of targets and KPI’s ......................................................................................................................................... 10 Legal Services and Corporate Governance ................................................................................................................................... 11 3.1.1 Overview - Legal Services ................................................................................................................................................... 11 3.1.1 Overview - Board Governance ............................................................................................................................................ 12 4.2.1 Summary of key strategic initiatives - Legal Services ...................................................................................................... 13 4.2.2 Summary of Key Strategic Initiatives - Board Governance Team .................................................................................... 14 4.3 Summary of targets and KPI’s ............................................................................................................................................... 15 5. Risks .......................................................................................................................................................................................... 15 Human Resources and Organisational Development (appendix 2) ............................................................................................. 16 Service Excellence (appendix 3) ..................................................................................................................................................... 25 Legal Services and Corporate Governance (appendix 4 ............................................................................................................... 28

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1. Introduction and Executive Summary

The vision for BU2018 is:

‘Creating the most stimulating, challenging, and rewarding university experience in a world-class learning community by sharing our unique fusion of excellent education, research and professional practice and inspiring our students, graduates and staff to enrich the world. ‘ Underpinning all of the elements of this plan is the need to ensure our people, processes, systems and culture are aligned and focused on delivering academic excellence underpinned by service excellence.

This plan covers how the Human Resources and Organisational Development, Service Excellence and Legal Services and Corporate Governance teams will ensure that the relevant elements of the plan will be delivered. The plan focuses on the delivery for 2012/13, but also covers plans which will deliver throughout the lifetime of BU2018.

The Human Resources and Organisational Development plan focuses on delivering against 5 key strategic areas which are:

Engagement and Satisfaction Leadership and Development Health, Safety and Wellbeing Pay, Reward and Recognition Building Performance

The Service Excellence plan aims to embed a culture of service excellence in all elements of BU’s activity and focuses on delivering this by:

Adopting a strategic approach to service excellence, recognising the varied nature of our stakeholder groups and their needs. Adopting a user-centred approach to service and process development. Identifying best practice from within and outside of BU, contextualise and spread. Fostering creativity and innovation in development of user-centred services and processes. Communication: develop channels for continuous flow (two-way) communication to tap into the ‘unspoken’. Developing and implementing systems to capture, monitor and review complaints, compliments and measures of user satisfaction. Understanding, communicating and managing expectations.

Finally, the Legal Service and Corporate Governance element of the plan focuses on:

Providing focused, streamlined and targeted support for legal assurance across all elements of BU activities Support the development of BU’s international activity, supporting a balance between risk and reward Support the significant projects highlighted across BU2018, in particular in IT and Estates Provide commercially focused support in risk mitigation and where necessary dispute/complaint processes and proceedings Providing support and guidance for the Board on the governance of BU

Further details of each element are contained in the relevant sections

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Human Resources and Organisational Development 2.1 Overview The Human Resources and Organisational & Staff Development teams were restructured in 2011 in order to provide an increased focus on strategic development and a more aligned operational service. The Human Resources team currently has 11 HR practitioners and 6 HR administration staff and the Organisational and Staff Development team has 3 OSD practitioners and 3 administration staff. The proposals, prioritisation and timescales for delivery contained in this plan will be achieved with the additional resources identified in the strategic plan approved by the Board, increases in operational costs resulting from the additional activities and a small increase in pay costs.

2.1.1 Human Resources As a team, our purpose is to put organisationally aligned HR solutions in place to support the delivery of BU 2018 through a high performing team. To achieve this we have built upon our strengths and successes to date and implemented a structure that provides a balance of operational and strategic engagement.

As a result of the changes to the structure in 2011, we now have a stronger alignment, increased visibility and involvement with Schools and Professional Services. We have become more strategically focussed in anticipation of changing organisational priorities and increased demands requiring delivery of a broader HR and OD strategy to support and underpin organisational aims. We also have clearly configured posts to undertake specific roles in planning the future workforce, to deliver a number of strategies aligned to organisational requirements and drive through change in addition to ensuring service excellence.

2.1.2 Organisational and Staff Development

The role of Organisational and Staff Development (O&SD) is to ensure that there is a close alignment between the University’s Vision, Values, Strategy, policies, processes, people and their development in order to achieve organisational results and staff satisfaction.

This will be achieved by ensuring that the staff experience is given consideration at every stage of the University’s activity and development and that staff are continually engaged in the life and development of BU. In addition we will provide the opportunities and processes for personal and professional development that support alignment and staff engagement and which provide business-focused, individually-centred development opportunities to support staff in achieving their potential and to increase their capacity for change, so that they have a good experience of working at BU and the organisation achieves its objectives.

The University is making a significant financial investment in the development of staff and in order to deliver on this investment the resources within the Organisational and Staff Development Team will be increased to ensure its delivery.

2.1.3 Delivering our Plan

We are committed to working collaboratively across BU to deliver BU 2018 and in preparing our plan have identified key activities to support organisational objectives. Key to this is enhancement of the staff and student experience, supporting individual and organisational development, delivering change and seeking excellence, innovation and efficiency. We will contribute to BU’s vision and activity and deliver the ‘People Strategy’ through the reconfigured Human Resources and Organisational and Staff Development teams and through working across the University engaging stakeholders where necessary. Senior members of the team are responsible for specific initiatives and their delivery.

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In committing ourselves to the delivery of the plan, we have as already mentioned above, restructured the whole team, reconfigured some posts and introduced redefined specialist posts, so that they are aligned to both the business (i.e Schools and Professional Services ) and strategic need. We will continue to review the effectiveness of these and to build and develop where necessary so that they are fully engaged with and supportive of the strategic agenda. Additionally when assessing the extra work involved together with business as usual activities and current projects ,(for example, the forthcoming implementation of an integrated HR/Payroll System, new Staff Intranet) a need for additional posts has been identified. Specifically, an increased focus on leadership results in the requirement for an additional staff development manager and increased administrative support within OD. In addition, a post to support the workforce planning and information manager is required. This is in recognition of the increasing and developing WP activity, to enable the WP & Information Manager to concentrate on the wider strategic WP and establishment matters and to take more of a lead in respect of the HR/Payroll project , which is a large investment by BU. To ensure that the postholder’s responsibilities and time are balanced accordingly some duties need to be relinquished. These include more operational matters such as general management information reports and oversight of the completion of HESA. The recent retirement of the HR Adviser – Reward (0.4 FTE) has created an opportunity to reconfigure this role into a clearly defined reward and benefits post supporting a wider range of critical activities (other than purely job evaluation as was the case previously), including pay negotiations, pensions, pay benchmarking, reward and benefits. To support the DDHR in delivery of the reward element of the Plan in addition to business as usual, this post needs to be redefined and probably increased to full time, Additional administrative support for the DDHR has also been proposed as part of the budget. In terms of health, safety and wellbeing, a recent audit has identified key risk areas as a result of which an additional post is required to ensure that BU is fully compliant with its health and safety responsibilities. This has been built into the budget. We accept that the plan is ‘front loaded’ in many aspects, but the timescales have been largely determined by the priorities contained in the Corporate Plan and driven by the Vision and Values. Whilst ideally we would like to have more evenly distributed timescales, many of the activities overlap and we do not believe that delaying will be beneficial to the organisation in terms of meeting overall objectives. We also recognise that other Professional Services/School Plans impact upon HR & OD and our activities. For example, additional staff, proposals which will impact upon recruitment activity, current relocation arrangements which may need early review and increased secondments, talent management strategies to support early career researchers. In addition, a number of the School/PS plans propose various change initiatives and projects which will require significant HR and OD support. Consideration of this has been built into the Plan and the additional resource requirements. In enhancing resource in key areas we believe that the timescales remain challenging but will be achievable.

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2.2 Key Strategic Initiatives Some time ago through a review of the results of the staff survey 2010, outcomes from various focus groups, the new BU vision and values 2018, and discussion with the HR and OD team key themes of activity were identified. Some of these are currently in progress and are summarised below. In preparing the delivery plan these have been linked to the Strategic Plan, People Strategy, ‘Aims’ and ‘Headlines.’ These are,

Engagement and Satisfaction The aim is to continue to develop an environment that engages staff in the development and success of BU by ensuring that staff have the ability, opportunity and motivation to contribute to, and benefit from, the development and success of BU.

Leadership and Development A strategy and programme to be designed and implemented to ensure we have the leaders in place to deliver BU’s Vision and that staff have the capability to undertake their role and to develop their individual potential. In addition, we need to ensure that across the organisation we have clear succession plans which involve developing our future leaders.

Health, Safety and Wellbeing Ensuring that staff are safe at work remains a high priority and will be enhanced by ensuring that staff well-being is prioritised.

Pay, Reward and Recognition To ensure that pay and reward is aligned to organisational and departmental goals and that significant contributions are recognised.

Building Performance To ensure that individuals, teams and BU as a whole is performing to an optimal level

The above are the main areas of activity but it should be noted that the following also form part of the overall delivery plan,

Equality and Diversity Implementation of an integrated HR/Payroll System Launch of a new Staff Intranet Business as Usual

2.2.2 Improvement of the Student Experience We aim to improve the student experience through recruiting, developing and rewarding high calibre staff committed to BU and its vision. In addition, by investing resource in academic staff, appointments will enable an increase to the Staff Student Ratio, positively influencing the student experience. Through our initiatives and recognition processes, we aim to continue to improve staff satisfaction, which will have a positive impact on contribution and commitment to BU and their roles. We will provide support for the GROW@BU project by providing opportunities for staff to increase the range of support that they offer to students at various stages of the student journey by enhancing their coaching and mentoring skills and behaviours and developing techniques appropriate for individual and group support.

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2.2.3 Improvement of Staff Satisfaction Improvement of staff satisfaction will be through continued investment in staff, continued opportunities to engage in decision making processes which affect the University’s future and recognition of achievements and contribution. Improvements in staff satisfaction go throughout all elements of the plan in delivery appendix 2. 2.2.4 Improvement of Service Excellence Our service excellence will be demonstrated through our continued alignment with Schools and Professional Service, by understanding their objectives within individual delivery plans and working in partnership to achieve these aims. We will work closely with each area to identify and respond to their needs, being flexible where appropriate and recognising that one size does not fit all. Clear and visible points of contact and consistent cover within the team, streamlined processes and short response times to both internal and external service recipients will enhance the service we provide. Regular reviews with Schools and Professional Services by the DDHR will monitor progress and identify areas for improvement. Additionally, we will where possible, streamline policies and decision making processes and define expected timescales for specific tasks to be completed and delivered. 2.2.5 Cost Efficiency Within the HR and OD team, cost efficiencies will be realised through realignment and streamlining of key processes as a result of implementation of an integrated HR/Payroll System. In working closely with Schools and Professional Services, we will help identify ways in which efficiency savings can be realised through both resource and process. 2.3 Summary of targets and KPI’s A Summary is provided within appendix 2 The detailed delivery plan for Human Resources and Organisational Development is at Appendix 2.

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Service Excellence 3.1 Overview The commitment to embed a culture of service excellence is articulated in the Strategic Plan within the People strand (P4) but the drive towards service excellence is referenced widely elsewhere in the Plan. This reflects the importance of service excellence becoming woven into all aspects of the University’s operation (in how we conduct business as usual) rather than being seen as a ‘new’ or ‘additional’ initiative or project. The post Head of Service Excellence was created in late 2011 to provide focus, develop strategic approach and to coordinate activity across the institution. The Service Excellence team therefore, while having one dedicated 0.6fte, in effect comprises all staff, since all staff contribute to delivering excellent service, whether directly or indirectly, to our largest stakeholder group of students. In recent months there has been much discussion within BU, as well as in the wider UK HE sector about the definition of the University’s relationship with its students. There is agreement within BU that the University is a community, of which students become a member when they enrol with us. The following statements set out how BU defines service excellence:

1. The University is committed to delivering excellence in academic standards, in the academic experience and in the supporting services for students which, together, ensure the student has the best opportunity of fulfilling his or her potential.

2. Students are not customers of the University, rather the relationship is that of a partnership, in which both student and staff play equally important

roles in ensuring student success in academic terms. The University is a community of which students become a member when they enrol with us and students and staff can be seen as ‘co-producers’ of knowledge. .

3. The University’s stakeholder groups comprise employers, staff (individually and as teams and departments), students, the local community, other

organisations/agencies, the media and our commitment to service excellence extends to all those groups.

4. Embedding service excellence across the organisation will require changes in attitudes and thinking as much as in process, policy, procedures or structures. In order to bring about the necessary step change, BU will need to look externally and draw on current thinking and best practice in service excellence as well as on customer service principles, from academia, professional bodies and other organisations and apply them within BU’s context.

Following consultation with a range of academic and administrative staff across the University produced the following defining characteristics of service excellence at BU:

Partnership working Professionalism Communication Personalisation Shared values Focus on the user Managing expectations Effective problem resolution and feedback

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3.1.2 Framework for delivery and guiding principles

Strategy & Culture Commitment: Service quality is a key University value, with associated goals, action programmes, measurement and accountability at all

levels. A personal approach, recognising and providing for individual needs and preferences will be adopted. Credibility: Promises are kept and superb recovery systems are in place. Speed of response combined with respect and professionalism

will guide responses to questions or complaints. Continuous Improvement: Continuous improvement and innovation will be nurtured and encouraged to flourish. We will use a target driven approach to

measure and monitor service excellence, ensuring that feedback is used to drive change and continuous improvement. People Capability: People are recruited and developed against skills, experience and knowledge requirements of their role, as well as their

alignment to the Institution’s values. Individuals will be proactive in seeking solutions, taking ownership of situations, and endeavor to exceed expectations.

Continuity: Retention, reward and recognition strategies focus on sector leading service delivery. A values framework will be used to embed consistency in standards (levels) across the organisation.

Communication: We will encourage and facilitate effective communication with all our stakeholders, responding quickly and appropriately. Through effective communication we will set out and manage expectations.

Processes

Strategy & Culture:CommitmentCredibility

Continuous Improvement

ProcessesConsistencyCreativityControl

PeopleCapabilityContinuity

Communication

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Consistency: Processes should be designed from an end user viewpoint and are delivered consistently: We will adopt a user-centred approach to service and process development, ensuring that end-user value is a key driver in service development.

Creativity: Foster creativity and innovation in development of user-centred services and processes. We will be willing to change behaviours, processes, working practices in order to improve service.

Control: Measurement of value added to end users is embedded; targets and personal objectives reflect aspirations to achieve excellence, are monitored and used to drive improvement.

3.2 Summary of key strategic initiatives

Adopt a strategic approach to service excellence, recognising the varied nature of our stakeholder groups and their needs. Adopt a user-centred approach to service and process development. Identify best practice from within and outside of BU, contextualise and spread. Foster creativity and innovation in development of user-centred services and processes. Communication: develop channels for continuous flow (two-way) communication to tap into the ‘unspoken’. Develop and implement systems to capture, monitor and review complaints, compliments and measures of user satisfaction. Understand, communicate and manage expectations.

3.3 Summary of targets and KPI’s – cross reference to KPIs in original document The Service Excellence plan will contribute towards achievement of institutional KPI numbers 4, 5 and 6. (KPI 4: Overall student satisfaction at University level (as measured by NSS); KPI 5: Overall staff satisfaction; KPI 6: League Table Composite Rank). Establishing appropriate metrics, benchmarks and targets for service excellence at BU is an activity of the plan and will allow specific service related targets to be identified and agreed. Currently (March 2012), there is some measurement of some services in place across BU. This plan proposes ensuring appropriate measures and targets are put in place and setting in place a mechanism to allow institutional oversight of service related targets and progress through regular reporting. The detailed delivery plan for Service Excellence is at Appendix 3.

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Legal Services and Corporate Governance 3.1.1 Overview - Legal Services The Legal Services team at BU combines several key functional areas into one team, including:

Corporate Legal Services (including all other contracts, dispute/complaint resolution, statutory and regulatory compliance) Information Office (Freedom of Information, Environmental Information Regulations, Data Protection Act subject access requests) Governance support (including Charity law compliance and advice/support to the Board) Company Secretarial support for subsidiary companies (currently four live, two liquidated, one new proposed) Contract support for Research and Knowledge Exchange

The co-location of the above areas in the same team enables the team to flex competing demands across a number of qualified solicitors, it also facilitates a consistent approach to the identification and management of legal risk. The team also manages external engagement of specialist lawyers where required. A coordinated approach to the engagement and instruction of externals through the team ensures improved instructions (and therefore better advice) and better value for money. Supporting and facilitating BU 2018 increases the importance of having the team structured in such a way that it is made up of flexible lawyers with significant breadth of knowledge and experience which can be deployed to meet ever-changing needs. The external environment means that it is necessary to be able to target resource to areas of urgent need at a particular time, whether that is increased infrastructure projects, responding to new legislation, increased student and third party expectations (and therefore complaints) or new areas of research and knowledge exchange activity. Engagement levels with the team are high across all schools and professional services and continue to grow, which has had a very dramatic impact on the ability of BU as a charity to manage how it contracts and how it safeguards its assets. Compliance in some areas continues to require further monitoring but BU has made very significant progress in its approach to doing business in an increasingly challenging and regulated external environment. Contractual process and subsidiary company governance are key examples where BU needed considerable re-gearing to be in line with regulator and funder expectations. There remains a considerable amount of legacy work which the team is trying to address, in addition to business as usual and unprecedented numbers of large new projects. Legacy matters pre-dating the team continue to be resource intensive, including title and property matters and historic contracts. Record keeping pre-dating the team is non-existent in some areas which is problematic and time-consuming to rectify. Improvements are being made to current process by linking the team into CMB and some academic approval processes to promote early consideration of legal issues and identification of solutions, however, there is still considerable cross BU work required to ensure large project governance has appropriately resourced legal, financial and procurement specialist input. This will be critical to delivering BU 2018 given in particular, the level of estate and IT investment planned. Freedom of Information and Data Protection Act subject access requests continue to increase in number and complexity with Freedom of Information Act requests having doubled year on year and subject access requests having increased by 50%. This is very resource intensive (subject access requests require line by line redaction of hundreds or even thousands of pages) and the team has moved to a model of spreading the activity across a wider number of individuals in an attempt to absorb some of the additional demand. Perhaps unsurprisingly, given the external climate, the team has also noted an increase in the number of third party disputes requiring resource. Additional resources are required to deal with these increases, especially as the team is already working significant additional hours.

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Recruitment is a key challenge for the team as pay and grading continues to be an issue for legally qualified staff in a legal market which is buoyant in all relevant areas. The team has been below establishment in the preceding financial year which has had a considerable adverse impact on individuals and is not sustainable. Interim secondment arrangements with two external firms have been used to try to mitigate some of the impact on service delivery but this is always more expensive than in-sourcing and has not been available to cover all vacant posts. The front loading of much of the other School and Service Delivery Plans requires additional resource to be available immediately. Estates and IT investment, increased R and KE activity and Internationalisation, Board and Governance support are obvious areas of immediate need. In addition the team must have capacity to deal with external demands beyond BU planning control, most obviously Freedom of Information requests, Data Protection Subject Access requests and the increase in contentious/dispute based matters which are extremely time consuming. The budget and resource plan for the team identifies two new posts, a Projects Solicitor to focus on major projects with particular emphasis on Estates and IT investment and one Legal Services Officer to provide additional flexible support across the team with focus on capacity issues around R and KE contracts and FOI and DPA issues. Increased resource will be combined with a continuing programme of risk assessment to ensure that categories of contract where the risks are low and can be managed appropriately elsewhere can be delegated by exemption from the Contract Authorisation Form process. The latter part of this strategy does have potential capacity and resource implications for other colleagues in the University so a partnership approach to delegation will be needed. 3.1.1 Overview - Board Governance The team consists of the Clerk to the University Board (0.4 FTE) and the full-time Committee Clerk, whose services are shared with Senate and Senate Committees. The Clerk reports to the Chair of the Board, and liaises with the University Executive Team through the Executive Director of Organisational Development, whilst the Committee Clerk reports to the Director of Student & Academic Services and liaises with the Clerk to the University Board Whilst governance is not specifically identified within the strategy map, the role of Board governance falls under the “responsibility” box on the “Values” line of the map. The role of the Board cuts across most, if not all, of the Strategic Themes. Therefore, we have not sought to align support for Board governance to specific themes or KPIs. Deadlines for specific actions are at the discretion of the Board. Subject to the approval of the University Board, it is proposed that the Board Governance Team would facilitate the Board’s role in the implementation of the University’s vision for 2018 in the following ways: i) To work with the Chair to determine the skillset necessary to ensure that the Independent Membership of the University Board are best able to

support the Executive as they seek to deliver on the vision agreed by the Board and that that membership is in a position to react to developments in the sector. To ensure that there is a regular review of the skillset available to the Board and that, where appropriate, new recruits are selected with skills that complement or supplement that of other Members and make good any identified knowledge gaps;

ii) To work with the Chair to ensure that the Board committee structure and membership, as well as the schedule of meetings (both for the Board and Board Committees), is appropriate to allow the Board to discharge their responsibilities in respect of the University;

iii) To ensure that the Board is kept informed of relevant developments within the University and that appropriate approvals are sought and given before actions are taken by the Executive;

iv) To keep the Board abreast of any legislation or guidance on best practice that impacts on their roles and responsibilities, including advice on charity law, the oversight of related companies and compliance with CUC guidelines;

v) To ensure that the administration of Board and Board Committee business is carried out appropriately and effectively;

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vi) To provide advice and assistance to the Chair and Committee Chairs to ensure that the Board and Board Committees act within their terms of reference as set out in the Instrument and Articles and within the bounds of best governance practice as identified by CUC;

vii) To provide stewardship and advice in respect of Board business and in relation to the consistency of decision making by the Board. To track Board business to ensure that items are seen through to their conclusion and that appropriate reports are made to the Board to ensure that the business item is completed and all loops closed;

viii) In liaison with the Legal Services Team, (or having taken external legal advice where appropriate), to provide legal advice to the Board on specific issues, or in relation to its working practices, in order to ensure that the Board does not act ultra vires.

4.2.1 Summary of key strategic initiatives - Legal Services i) More pro-active targeted support for Research and Knowledge Exchange, including further development of standard documentation for specific groups in order to streamline processes and speed up engagements with clients. Accommodation of high volumes of activity which often has very challenging lead times is a key issue. All funder terms are contracts. All external delivery of research and knowledge exchange is underpinned by contracts. It is hoped that with vacant posts filled there will be more capacity to work with specific groups to refine their standard documentation where it is possible to contract on BU terms. One new subsidiary company has been set up and at least one further is planned to ensure that non-primary purpose activity (i.e. income generating consultancy etc) can be increased without taxation and charity law implications for BU. Supports and facilitates C2. S1. and S2. and I4. ii) Work closely with UET, Schools and Professional Services to manage the risks inherent in up-scaled international activity of all types. The sector does not have a good track record at managing risk in international collaborative projects and Legal Services will have a key role in disseminating best practice from other fields. Contracts with cross-jurisdictional elements require particularly careful handling. Legal Services will continue to invest in staff development in this area to ensure its solicitors are horizon-scanning and at the forefront of best practice. BU 2018 represents a step change in international activity which will require additional support if key risks are to be mitigated. Supports and facilitates C3. C4. C5. and S5. iii) Continue to provide legal support for large projects, particularly infrastructure investments in Estates and IT. Early intervention prevents delays in concluding contracts and uncertainty at the end of a procurement thereby reducing the risk of delayed delivery of whole projects. Partnership working with Finance and Performance (including Procurement) and key stakeholders is critical to commercially effective and timely delivery. Legal Services will resource up to deal with projected spend to 2018 and will play a key role in proactively managing outsourced specialist legal work where it is required. Resourcing will be needed from a combination of internal and external lawyers. Like for like it is always dramatically cheaper to in-source but that may not be practical for other reasons (e.g. number of specialists required for short periods). Major Estates and IT investment is in addition to business as usual and will require considerable resource if the projects are to deliver. Major procurements carry considerable commercial, financial and compliance risk and the number of OJEU projects is unprecedented for BU. Supports and facilitates E1. F1. and F2. iv) Governance and regulatory compliance require further targeted support. The Board will need additional support in the new HE and commercial environment. BU2018 has a swift trajectory which will require a responsive decision making structure. The Articles and Instrument are acknowledged to require review as they have not been revisited since BU became a University. Making fast commercial progress in a sector regulated by HEFCE as principal regulator under charity law, but also increasingly impacted upon by private law, public law and EU law requires a high degree of foresight and horizon-scanning. Subsidiary company governance continues to be a focus and there will be re-configuring in some areas, notably BUF. New and revised legal

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structures may also become directly relevant to universities wishing to consider the options for enhanced collaborative activities. SUBU is also subject to increasing governance requirements as a result of the need for it to be a registered charity with its own trustee board. The University needs to be in a position to continue to work closely with SUBU on those changes for the benefit of students and also to ensure compliance with key Education Act duties. Supports and facilitates F1. F2. and C1. v) In order to ensure financial sustainability and to support focus on service excellence, Legal Services recognises the need to provide early support to the management of disputes and complaints. Other institutions are experiencing increasing numbers of OIA referrals and/or legal action from students and third party receivers of services or others. It is not unreasonable to assume that that will track through to BU in the light of the new fees regime and there is a need to work closely with colleagues in SAS who handle front line complaints. Where matters are escalated to Legal Services there is the aim of managing potential issues constructively, both to manage financial and reputational risk to BU but also to feedback into policy and best practice to ensure service excellence is enhanced. Where issues are raised by students this must go into the collective learning so that satisfaction is improved at an individual and institutional level. 4.2.2 Summary of Key Strategic Initiatives - Board Governance Team i) Following the Review of Board Effectiveness and Governance Structure, carried out in 2010-11, it was agreed that there may be the need for an

interim internal review before the next formal governance audit which is due no later than 2016. It is suggested that it may be appropriate to undertake this interim review within the next year and, in particular, to ensure that this review picks up again the first two recommendations made in the Report by Independent Audit Ltd (Strategic Theme i) above refers). It is also suggested that this review, to be facilitated by the Clerk, considers i) the issue of how best to secure an effective staff voice on the Board; ii) how to ensure that the role of the Board is better understood by all staff and students; iii) identifies if there are any issues related to the currency of the University’s Articles of Government. Also, to facilitate the formal governance review in 2016 (or earlier if the Board so decides).

ii) The University’s Articles of Government were approved 1996. It would be appropriate to review these Articles to ensure that they continue to provide an appropriate operating framework for a modern University. Therefore, it is proposed that, in conjunction with the Legal services Team, and taking on board the outcomes of any internal review of Board governance, these Articles be reviewed and proposed changes, if any, be presented to the Board. If approved this would follow from the interim internal review of Board governance.

iii) Subject to further discussion at the Board, and final agreement on a way forward, it is probable that the BU Foundation will be merged into the University and that the BU Foundation Board would become a Board Committee. Should this be the case the responsibility for the governance of this committee is likely to fall the Clerk, who would then have to ensure the effective governance and operation of that committee.

iv) In accordance with CUC/NUS good practice guidelines, and following the establishment of SUBU as a registered Charity, to ensure that the Board, and Board Committees, discharge their responsibilities in relation to SUBU and, in particular, in relation to approving SUBU’s constitution, bye laws and budgets and to taking receipt of SUBU’s audited annual accounts. To facilitate the continuance of the excellent working relationship between the Board and SUBU by working with the Students’ Union and the Legal Services Team, to prepare and implement a Relationship Agreement based on the CUC/NUS model.

v) In respect of the Board and Board Committees, to implement a system for noting and tracking Board decisions and referrals to ensure that the issues identified in vii) above are resolved.

vi) In liaison with the Legal Services Team, to keep abreast of any legislation or good practice guidelines which may impact on the Board and to keep the Board informed of any such changes and, where relevant, to recommend changes to ensure compliance.

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4.3 Summary of targets and KPI’s A Summary is provided within appendix 4 The detailed delivery plan for Legal Service and Corporate Governance is at Appendix 4. 5. Risks There are a number of strategic and operation risks which have been identified as part of the planning process. The top 10 risks identified are: BU wide risks

Inability to recruit and retain the right staff to deliver BU2018 Workforce Capability across BU to deliver academic excellence underpinned by service excellence Failure to engage staff in the required changes Inability to deliver the desired culture and associated behaviors Ineffective or inefficient governance structures they do not enable timely, appropriate and effective decision making Legal compliance to company/charity legislation Poor management of change Leadership capacity

Team risks Team capacity to deliver on the commitments Team capability to deliver on the commitments

These are further summarised on the risk register in appendix 5 (sorry this will follow)

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BU 2018: Creating, Sharing, Inspiring

Creating: Our stimulating, challenging, rewarding university experience in a

world-class learning community

Inspiring: Our students, graduates and staff to enrich the world

Sharing: Our unique fusion of excellent education, research and

professional practice

Excellence Achievement ResponsibilityCreativityAuthenticity

C1. Deliver an outstanding and personalised student experience

C2. Create a world-class learning communityC3. Develop strategic local, regional, national

and international partnershipsC4.Build strong professional and academic

networks worldwideC5. Ensure our graduates are culturally aware

and internationally mobile by embedding the globalisation agenda within our student experience

BU 2

018

Stra

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Valu

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People – P1. Recruit, retain, recognise, and develop a high performing workforce; P2. Engage and inspire staff to deliver an outstandingstudent experience and to fulfil their potential; P3. Be an excellent place to work; P4. Embed a culture of excellent service

Finance – F1. Use resources efficiently to secure the vision and key strategic priorities, and F2. to ensure financial sustainability

Environment – E1. Provide world-class facilities; E2. Reduce our impact on the environment

S1. Fuse research, education and practice to create a unique academic experience where the sum is greater than the component parts. As part of that fusion...

S2. ...undertake world-class research in recognised areas of academic excellence

S3. ...offer exceptional levels of relevant real-world learning opportunities & placements

S4. ...deliver inspirational teaching using the latest technology in world-class facilities

S5. Be recognised internationally as a thought-leader

I1. Prepare students for flexible futures with skills to meet changing demands of work

I2. Build personal professional development opportunities into all programmes

I3. Create highly sought after employable graduates known for their intellectual rigour, critical thinking, professionalism and resilience

I4. Support and inspire staff to realise their full potential

I5. Inspire our staff and students to enrich the world

Creating the most stimulating, challenging, and rewarding university experience in a world-class learning community by sharing our unique fusion of excellent education, research and professional practice and inspiring our students, graduates and staff to enrich the world.

Strategy map of BU2018: Creating, Sharing, Inspiring.

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Human Resources and Organisational Development (appendix 2) Plans and activities Deadline and

milestones Lead Contributor Measure and link KPI

P1A – Recruit and Retain a workforce with the capacity to deliver an exceptional staff and student experience (link other People elements) Ensuring we have the right staff in the right numbers in the right roles will be critical to BU’s future success. We will work with Schools and Professional Services to develop a workforce plan that aligns with our strategic and operational plans and finance plans for the lifetime of BU2018. We will monitor and review this plan on an annual basis to ensure it remains aligned and effective in order to ensure delivery of our plan. Additional one year transitional post of Workforce Planning Officer to support this new activities, to be funded in year two by other efficiencies

June 12 to Aug 12 – plan finalised On-going Aug 12 – post filled Aug 13 – delivery of efficiency

KP JD Workforce plan developed and agreed

Attract talent through a defined recruitment strategy informed by the workforce plan. The strategy will be developed with Schools and Professional Services and will focus on achieving individual plans as well as achieving the workforce profile set out in the workforce plan. Recruitment to be phased to align with REF, SSR and financial plans

April 12 – Initial recruitment round By 2015 1:20 to be achieved at School level By 2018 1:18 achieved at BU level

KP KJ/MS Successful appointments Turnover and retention statistics SSR Staff eligible to be entered into REF

The strategic plan identifies the aim to reduce professional support and admin costs by 10% by 2018. During the same period we need to increase the effectiveness and service excellence provided by the same resource. We will work with schools and professional services to identify opportunities to provide a more efficient and effective professional support and administrative service across BU. We will ensure full staff and staff representative engagement in the process changes and will aim to make the changes through increased efficiency and natural turnover

Sept 12 plan developed Dec 12 – Student journey project Aug 18 – 10% reduction

JA Various 10% reduction in costs

Review current recruitment processes to ensure it is fit for purpose and enables BU to attract and retain talented individuals who are committed to BU

Aug 12 – review complete and

KP KJ/MS Successful appointments/turnover

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and its success. Initial review will ensure that the process is both efficient and effective in its current work We will implement e-recruitment aligned to the new HR/Payroll system to further improve the effectiveness of the process

implemented Sept 13

and retention statistics Improvement in time to fill Improvements in successful recruitment rates

Review all processes associated with non core staff (PTHP, contracts for services, casual appointments), including appointment processes, employment checks, deployment, performance reviews and controls. Additional resources will be required to undertaken this in 2011/12 Once processes and controls have been regularised, a more through review of the purpose, size and shape of a flexible workforce to be undertaken to support the need for increased agility in the developing nature of HE. This will include considering an in-house bank of flexible staff

Aug 12 – review of non core staffing Jul 13 – New processes established Jul14 – Flexible workforce plan in place

KP tbc Fit for purpose appointment processes for all posts across BU

Implement trainee and apprenticeship programmes across BU where appropriate

Sept 12 – Dec 12 to be in place

KP MS Successful implementation – recruitment of apprentices

P1B – Inspire and develop all staff to ensure our workforce has the capability to maximise their potential and that of their team We will review and align all career development processes, including probation, appraisal, personal and professional development planning, pay progression and promotion and align academic structure to fusion model. Some elements of this will require formal consultation and negotiation. (Link to I4D) An initial review of current pay progression criteria will be undertaken for 11/12 progression to begin alignment to strategy. Full review and new criteria for appraisal and pay progression to be in place for Aug 12 Induction, Probation, PPDP to be in place by Dec 12 Academic structure review, appointment and promotion criteria to have initial review for 2012 round, full implementation for 2013 round

Ongoing completion throughout 2012/13 Aug 2012 Dec 2012 Aug 2012 and Aug 2013

KP/ CH

MS/KJ/VM/JW Implementation and Communication of revised processes

Work with Schools and Professional Services to undertake a capability review of the skills/abilities required for the future

By 2013 CH OSD Manager People in right posts with right skills

Work with Schools and Professional Services to undertake a skills audit to analyse the gaps between skills required and those currently within the

By 2013 CH OSD Manager Identification of development required

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workforce Develop staff development opportunities that will support to move to a more flexible workforce which will enhance individual and organisational flexibility

By 2013 KP/ CH

TBC Agile and motivated staff

Develop and deliver BU bringing the values to life that sets out expectations and aspirations for staff and align with opportunities for personal and professional development and align these to the academic career structure and

By 2013 CH TBC Frameworks in place and being used for development and promotion

Review the content of the core staff development programme and increase the methods of delivery to increase opportunities for participation

By Dec 2012 CH OSD manager Programme reviewed

Define and implement career pathways for academic staff aligned to fusion (Link C1c, I1b and I4d)

Academic year 2012/13

KP/ CH

TBC Career pathways defined and implemented

Review career development frameworks for professional support and admin staff, for example in Academic admin, IT Services, Communications, HR etc.

2012-2014 based on prioritisation

KP/ CH

KM/MS/OH Career pathways defined and implemented/staff progressing

Link with the Fusion Investment Fund to provide a coherent set of opportunities and support for staff to deliver the Fusion agenda, including secondments (link C2c, C2e and S3c)

Immediate and Ongoing

CH OD Manager/HRM or Adviser

Staff on secondment and development as a consequence

Align the Enhancing Education Programme to Fusion to support the continued development of academic staff. Develop and deliver a PG Cert in Fusion


CH OD Manager Approved Programmes, programme outputs

Provide induction and development opportunities for adjunct workforce 2012/13 CH VM Engaged adjunct workforce

Review team development activities and their effectiveness and develop a framework for future team development (and recognition) to ensure alignment, consistency and equity as far as possible

Dec 2013 CH OH High performing teams

P1C – Enable a culture of high performance with the capacity, agility and creativity to succeed in a dynamic environment Design and Implement a performance framework in which to promote good and manage underperformance at an BU, team and individual level.

Aug 12 KP/ CH

KF/OD Implementation

Provide support and development for leaders and managers in dealing with good and underperformance

Dec 12 KP/ CH

KF/OH Implementation

Implement a capability policy as a tool for assisting managers in supporting staff improve there performance and dealing with underperformance

Aug 12 KP KF Implementation and development for managers

We will work with Schools and Professional Services to identify and provide staff development opportunities that enable staff to maximise their potential in their role. This will be refined based on the delivery plans from other areas

Sept 12 and on-going

KP/ CH

KF Staff Satisfaction Career Progression statistics

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and the needs of those services. High performance Work with Schools and Professional Services to develop role outcome expectations for all roles lined to appraisal process in order to provide clarity on the outputs required to achieve high performance

Dec 12 KP/ CH

KF/OD Successful implementation

Undertake further development of the workforce plan to ensure capabilities, outcomes and capacity is aligned to organisational need

Ongoing KP JD/HRMs Appropriate appointments made

Review alignment of key HR/OD policies and processes designed to support performance

2012/13 KP/ CH

KF/OH Successful implementation

Develop criteria for defining a balanced workload based on Fusion model Sept 12 KP/ CH

KF/OH

P1D – Develop Pay Reward and Recognition structures that recognise high performance, potential and delivery Link to P3B – be widely recognised as an excellent place to work, where staff satisfaction is comparable to the best employers in the UK and to I5C To ensure that pay and reward is aligned to organisational goals and that significant contributions are recognised. Ensure that reward strategies are flexible and recognise needs of individual schools and professional services

Aug 2013 JA/ KP

JW/tbc Staff Survey

Develop and implement a new reward strategy for BU Summer 2012 KP JW/tbc Successful implementation of reward strategy

Develop and understand flexibility to total reward that is affordable, competitive and rewards performance

KP JW Staff survey Reward statistics

Implement a staff benefit and discount package Dec 12 KP JW/tbc Successful implementation and regular updates

Enhance staff understanding of current rewards on offer through internal communications and reward statements

Dec 12 KP JW/tbc Reward statistics

Review pension provision in line with national developments and ensure effective communication of changes to staff within the various schemes

On-going KP tbc Regular comms

Reward and celebrate team and individuals through Staff Award Scheme Nov 2012 CH VM Staff outputs/award ceremony

P2A - Enable staff to be engaged in and committed to the development of an excellent student experience and BU - (Link to C1a, C1e and I4a) Continue to provide and develop an environment that engages staff in the development and success of BU by ensuring that staff have the ability, opportunity and motivation to contribute to, and benefit from, the development and success of BU.

Ongoing KP/CH

KPI 5 – staff survey

Review and update staff survey action plan in light of results of 2011/2012 May 2012 KP KF Staff Survey

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Survey Deliver engagement events to review 2011/12 staff survey results, compare data with staff survey 2010 and identify areas of best practice and/or improvement/ action

April-May 2012 KP KF Staff Survey

Focus on communication and engagement and delivery of BU 2018 at all levels in the organisation by continuing to develop and deliver engagement events to support the implementation of organisational initiatives including BU Vision and Values and delivery of the strategic plan. Involve students where appropriate

ongoing CH VM Staff Survey

Enhance internal information, communication and collaboration through development and delivery of Staff Intranet

Ongoing – launch expected April 2012

CH VM Staff Survey Google analytics. Number of effective Blogs and online interactions

Develop and launch BU bringing the values to life that set out expectations and aspirations for staff and embed into all that we do, e.g. align with person specifications and staff development opportunities

Ongoing. Completion September 2012

CH OH PPDP aspirations aligned with Vision and Values

Enhance how change is managed through the development and implementation of change framework, including management policies and processes

Policy to be implemented April 2012

KP/CH

KF/OH Success of change initiatives. Staff feedback on experience. Staff Survey

Through induction, introduce staff to the institutional ethos and support them in reflecting on what it means to them personally

From Summer 2012 and ongoing

CH VM Staff retention in first three months. New staff engaged with and delivering on V&V

Implement a forum for sharing ideas and exploration and experimentation of new ideas and feedback

Launch Autumn 2012 and ongoing

CH OH Evaluation and Implementation of successful ideas

P2B – Ensure we have clear visible and dynamic leadership at all levels of BU, which is aligned to our Vision To ensure we have the leaders in place to deliver BU’s Vision and that staff have the capability to undertake their role and to develop their individual potential. We will establish BU leadership strategy and associated succession planning programme and processes and commence effective leadership development activities. We will realign the OSD team to provide additional capacity to support leadership development

Dec 2012 JA CH/VC

Commence effective leadership development activities which will include, but not be limited to: leadership programmes for current leaders, future leaders

Ongoing and in response to new

CH OH/VC Effective leadership and implementation of

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programmes, leadership and management skills, one of skill sessions, team development, senior leadership development and leadership assessments.

leadership strategy strategy at all levels of leadership across organisation. Satisfied staff

Identifying, developing and deploying our talent in BU will be essential to the future success and sustainability of BU. We will establish a talent management delivery plan to achieve this over the lifetime of the plan

Dec 2012 CH OD Manager/VC Outputs from talent programme activities. Links between talent and agility. Sharing of ideas across organisation

Implement core staff development and induction programmes, including Associate Professor and Professor Development, research leaders, leadership and management core skills. Establish secondments, work shadowing and volunteering opportunities (link I4b and I4d)


CH OH/VM/HR Adviser

Programme outputs against base line measures and expectations. Appointment of Professors

Implement Coaching and Mentoring programmes and support for leaders and specialist programmes and support the development of staff for the BU student coaching and mentoring project (link C1f)

JA/KP/CH

HRM/SDM Appraisal and performance management

P3 A Enhance Organisational Agility and innovation We will work with Schools and Professional Services to enable opportunities for cross functional teams to come together on a formal and informal basis on all issues of development at a team, academic area, function issue or corporate level

Sept 12 and on-going

CH OSD manager

Participate in and consider the outcome of the Adaptive capability in HE research project looking at an agile university

Dec 12 JA/ CH

Implement a process for suggestion/creative ideas to be brought forward, considered and where appropriate implemented

Dec 12 CH/ AF

OSD Manager Suggestions implemented and impact of KPIs

Ensure flexibility in organisational structure through employment framework, approach to change management and definition of roles and responsibilities

Dec 12 KP CH/OSD Manager

Review accountability frameworks across BU to ensure that individuals are able to make decisions within an enabling policy framework and are accountable for their outcomes

Aug 13 JA/ CH

OSD/HRM

Review and streamline meeting culture across BU Aug 13 JA/ CH

Various

Review BU policy framework to ensure policies enable rather than restrict and Sept 12 and on- Policy All

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enable individual authority and accountability going owner /CH

P3B – be widely recognised as an excellent place to work, where staff satisfaction is comparable to the best employers in the UK Undertake annual staff survey to assess and improve staff satisfaction January 2013 KP KF Results of Survey Engage staff on a regular to ensure feedback on initiatives and suggestion of further developments to enhance satisfaction and remove causes of dissatisfaction

On-going KP KF Results of Survey

Implement reward systems and review appropriate means to recognise staff achievements – Link to VC awards

Nov 2012 CH OSD Manager

Develop processes to rapidly deal with areas of dissatisfaction, grievance of complaint amongst staff

Apr 2013 KP CH Speed if issue resolution

Identify leading organisations for staff satisfaction and form partnerships to learn from their experience and best practice

January 2013 KP KF

Benchmark staff satisfaction at BU against the highest performing organisations in the UK

Aug 2014 KP KF

Link to wellbeing section of the plan Link to pay, reward and recognition section of the plan P3C – Maintain and enhance a working environment that enables and supports staff Health, Safety and Wellbeing Ensuring that staff are safe at work remains a high priority and will be enhanced by ensuring that staff well-being is prioritised. Establish a vision for health, safety and wellbeing across BU underpinned by an appropriate strategy

June 2012 KP CW/KM/VC Implementation of strategy

Drive staff wellbeing via the Wellbeing Group, reporting into the H&S Committee which will be meeting regularly by Aug 2012

Aug 2012 KP/ CW

CW

Continue to develop (and review current programme in place) a regular programme of well-being events and increase emphasis on promotion and communication of wellbeing initiatives for example sport therapies, focussed events

November / December 2012

KP CW/KM/VC Appropriate programmes in place

Implement the review of health and safety management across BU undertaken in 2010/11

Aug 2012 JA KP/PB Recommendations in place

Review practice for student placements to ensure best practice is in place and continued compliance with H&S legislation

Aug 2012 JA KMc/PB Policy in place which ensures compliance

Review stress management and wellbeing policy to ensure the most appropriate support is in place for those managing stress and those experiencing stress

Dec 2012 KP KM Policy in place with appropriate support mechanisms

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Review existing provision staff development sessions for managers and individuals and provide enhanced development for supporting and managing stress and employee wellbeing

Dec 2012 KP KM/VC/OH/CW Appropriate development for managers implemented and delivered

Address areas of concern (stressors) raised through stress audit/staff survey in conjunction with HSE good practice and continue to undertake work environment risk assessments

On-going KP KF/CW Risk assessments completed, action taken where appropriate

Review all support currently in place (including occupational health, staff counselling and wellbeing facilities) to establish whether they are fit for purpose and cost effective. Consider implementation of an Employee Assistance Programme

November 2012 JA/KP

CW/KM/VC Appropriate support in place

Develop approach to stress management including gaining benefits from Mindful Employer status

Aug 12 JPK JPK/HRM Staff survey feedback Absence levels

Review approach to sickness absence management and implement an attendance policy which promotes wellbeing, defines management of staff absence and overall reduces staff absence

December 2012/January 2013

KP KM Revised policy in place absence reductions

Review reporting and data processes to ensure absence levels are monitored, costs of absence are established and appropriate methods are in place to reduce staff absence Automate reporting and management processes aligned to the new HR and Payroll system

Sept 2012 Apr 2013

KP JS Absence statistics

P3 D – Realise the benefits of an engaged and diverse workforce Link to C5A and C5B Development of BU E&D strategy for the next five years outlining clear actions necessary to achieve vision

Aug 12 CH JPK

Continued implementation of changes associated with the Equality Act 2010 On-going JPK KM Changes implemented and compliance

Develop and agree single equality scheme and objectives in line with Equality Act

Aug 13 CH JPK

Ensure the promotion and co-ordination of events/campaigns to celebrate equality and diversity

On-going JPK Successful delivery of events

Develop and embed equality assessment in line with the Equality Act 2010 Ongoing

JPK

KM

Establish special interest groups Aug 12 JPK Review and re-launch bullying and harassment policy, guidance and support Dec 12 KP VC Establish targeted development for under-represented groups Apr 13 CH JPK/OH

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Implementation of new HR and Payroll System Review of HR processes and systems and ensure they are underpinned by an effective integrated HR system

Oct 12 KP SN/JH TBC

Procurement and Purchase of new system May 12

JA KP

Phase 1 implementation – Post and employee details Oct 12 – TBC KP SN/JH Financial and user satisfaction

Phase 2 implementation – Payroll Apr 13 – TBC KP SN/JH Financial and user satisfaction

Phase 3 implementation - Recruitment Sept 13 – TBC KP SN/JH Financial and user satisfaction

Phase 4 implementation – Staff Development Sept 13 – TBC KP SN/JH Financial and user satisfaction

Phase 5 implementation – Appraisal Dec 13 – TBC KP SN/JH Financial and user satisfaction

Continued Review of Structure HR - New structure implemented, continual review and monitor of progress & success

On-going JA/ KP

Feedback from leaders, individuals and teams

OSD - Invest additional resources within the Organisational and Staff Development Team to ensure effective use of the financial investment in the development of staff

Immediate and ongoing

JA/ CH

O&SD Team

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Service Excellence (appendix 3) Plans and activities

Deadline and milestones

Lead

Contributor Measure and link KPI

P4A. Deliver excellent service to all stakeholders, through all our activities, at all times. We will provide development opportunities for all staff to foster and embed a culture of service excellence. Links to Values Framework and PPDP in OD section. Explore feasibility of industry placement scheme for staff.

Dec 2012 and on-going.

AF/ CH

AF, S, PS Development plan uptake, academic & administration staff. KPI 4, 5, 6.

Develop tailored staff development programmes drawn from recognised accredited courses relating to service excellence (Line P2 and I4

Develop: May-Jul ’12. Launch Sept 2012.

AF/ CH

S, PS Numbers of staff through programmes. KPI 4,5, 6.

Identify BU’s network of stakeholders, their characteristics and expectations. Determine how service excellence will be demonstrated, how it will look, feel and be measured for each stakeholder group. Data and systems: identify data gaps in understanding stakeholder (user) profile, behaviour, needs and preferences.

Scope May-June 2012, commence Sept 2012, with one identified segment.

AF S, PS, SUBU Profiles completed with next steps. KPIs 4, 6.

Measurement: working with F&P and ensuring integration with other performance measures, review existing user- satisfaction measures. Identify gaps; work with relevant staff to review and implement appropriate metrics, reporting channels and ensure appropriate level of oversight for service excellence level metrics. Explore and exploit new channels for feedback measurement to avoid ‘survey fatique’. Links to F&P Delivery Plan, Performance section.

Review complete by Nov 2012.

AF PS, S, SUBU Review completed with recommendations. KPIs 4, 5, 6.

P4B. Adopt a user-centred approach to service and process development. Student Journey Project: embed service excellence principles in project from Charter stage; Use benchmarks and metrics to monitor and demonstrate value added throughout project.

From March 2012 JA S, PS. Project outcomes. KPI 4,6.

BU Project Portfolio: work with CMO to embed SE objectives and measures into all projects.

From July 2012 AF/ CMO

S, PS.

Establish ‘user (or action) groups’; recruit all levels of staff to act as citizen panels. Use opinion polls, exploiting online channels where possible/appropriate Link C1e

From Sept 2012 AF S, PS Scheme live. KPIs 4.6.

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Frontline Focus: ‘track the student’ initiative to understand how it ‘feels’. Align with Values Framework and PPDP in OD plan.

Autumn 2012 AF/ CH

S, PS Engagement numbers. KPIs 4, 6.

Exploit existing staff development programmes to introduce service excellence imperative, foster creative ideas and spread best practice.

Ongoing from 2011/12

AF/ CH

SE content in programmes.

KPIs 4, 5, 6. Develop Frontline Collaborative Working initiative to: embed collaborative working across frontline support service teams; foster creative thinking to service development. Establish scheme for volunteer staff to work in teams (cross BU), to develop and implement new initiatives demonstrating measurable improvements in service to one or more BU stakeholder groups. Devolve authority and budget to allow appropriate schemes to go live. May be standalone or operate through Creative Thinking Forum – ref OD plan. Link I4c

Define scheme by Sept 2012. Launch Jan 2013.

AF/ CH

S, PS Engagement numbers. KPIs 4, 5, 6.

BU Charter: outlines the needs/expectations on each party in order for the student to achieve academically. (Cross ref SAS, School plans)

Development 2011-12, launch Sept 2012

JJ. Publication. Roll out to all Schools. KPIs 4, 5, 6.

P4C. We will be recognised as a clear leader in the UK HE sector in the field of service excellence. Define and articulate the nature of service excellence in the BU context. March 2012 AF UET, S, PS. Definition agreed and

published. KPIs 4,5, 6.

Conduct analysis HEI service excellence ‘winners’. Identify strategies, compare and review for appropriateness at BU.

May-July 2012 AF Report publication. KPI 4, 6.

Establish links with other HEIs to share best practice and thinking; explore setting up HE Service Excellence Forum.

From Jan 2012 and ongoing.

AF

KPIs 4,5,6.

Identify opportunities to feed into sector thinking on service excellence in HE. From March 2012 and ongoing.

AF UET, S, PS. Links and inputs. KPIs 4,5,6.

P4D. By 2015, there will have been a step change in the actual level of service excellence. Work with external bodies to identify and/or establish appropriate benchmarks against external organisations (HE sector) for service excellence at BU. Identify appropriate benchmarks at local as well as institutional level.

Feasibility study by July 2012; recommendations Oct-Nov 2012

AF S, PS KPIs 4, 6.

Working with F&P, identify and set institutional level targets for stakeholder Scope Sept-Oct AF UET, S, PS Recommendations by

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satisfaction. Where appropriate, establish target-driven approach for measuring and monitoring service levels to key stakeholder groups.

2012

Jan 2013. Targets agreed, in place spring/summer 2013 KPIs 4, 5, 6.

Introduce SE-related objectives at Dean and PS Director level with KPIs around staff and student satisfaction.

Sept 2013 JV/ JA

S, PS OVC(SE)

Targets agreed to and in place. KPIs 4, 5, 6

Feedback channels: review existing channels for each stakeholder group. Identify gaps. Recommend and implement appropriate systems to ensure appropriate, effective channels are in place. Explore new channels (eg “Rate the Service” mobile app to encourage immediate feedback, where appropriate). Monitor BU social media channels to identify problem areas speedily, inform, revise, rectify. Link C1e

Review: Oct 2012. Recommendations by Jan 2013. Implementation plan by Mar 2013.

AF S, SP, SUBU Milestones met. KPIs 4, 6.

BU Staff Awards scheme: build on VC Awards scheme; (develop departmental level equivalents); develop You’re Brilliant scheme (or equivalent eg WOW Awards for frontline staff); Introduce ‘Winner’s Gallery’ and celebration event. Communications: Develop central oversight/record of awards and communicate through staff intranet SE area Link to OD section and P3

Nov 2012 CH/ AF

S, PS Engagement with scheme. KPI 5.

Communications: internal communications profile raising campaign. Raise SE awareness through face to face, social media, internal channels including intranet. Use external speakers to learn from best practice, foster creative approaches. Link P2

Plan by July 2012; Launch Aug 2012.

AF/ M&C

Campaign metrics. KPIs 4,5,6.

External communications: Feed BU Service Excellence ‘success stories’ into external marcoms

Autumn 2012 AF S, PS Volumes. KPI 2, 10.

Use SE Advisory group and SE ‘fans’ group to share SE best practice; disseminate new thinking; get feedback; ideas generation.

From March 2012 AF S, PS Engagement of group members. KPI 4, 5, 6.

Develop Service Excellence ‘roadshow’ to deliver and embed SE concepts, guiding principles and strategic objectives, tapping into existing meetings, structures, events, across BU.

Planning May-July 2012; roll out from August 2012.

AF/OD S, PS, SE Group Number of events.

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Legal Services and Corporate Governance (appendix 4) Plan Headline Reference - Creating (from strategic plan)

Plans and activities Deadline and milestones

Lead Contributor Measure and link KPI

Plan headlines C1A. To fully deliver an outstanding student experience it is imperative that we create and develop a sustainable and robust academic core with defined mapping to our academic operations and provision.

Legal support for negotiation and production of new partner college contracts and validation model contract and other standard academic collaboration agreements.

Ongoing SAS LS Benchmark against best practice in sector via external verification of templates.

C1B. Create a culture of entrepreneurship and innovation.

External funding contracts to be a service priority. Re-grade and recruit to vacancy in establishment Senior LSO to enhance support. Recruit LSO to support.

Ongoing In post by 1st August if not before.

LS HR By matter tracking (new legal software).

Company secretarial support and contract drafting support for BU Enterprise and Centre for Entrepreneurship to be ring-fenced as a service priority.

Ongoing LS Effective Company Secretarial and Standard contracts in place

C1D. Create a wider experience through extra-curricular activity including sports, cultural activity, clubs and societies, and charitable and volunteering work, and recognise achievements across BU.

Plan detail refers to SUBU and new estate infrastructure. LS will continue to support the Board with SUBU governance work. LS will continue to support tenders, works and equipment contracts, leases and licences relating to sports facilities.

Ongoing SAS, Board

LS Compliance with Education Act duties. Completed contracts and licences and leases.

Plan detail refers to co-production. LS will work with staff and Ongoing LS Schools Stakeholder

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C1F. Create a culture of coaching, mentoring and personal development throughout BU in all student/staff interactions.

students to address potential IP issues arising from student and staff ownership of IP and support development in this area

understanding of IP issues. IP use and ownership agreed to enable staff and students to benefit and research to be published/utilised as planned.

C2A. Through Fusion create a unique place for our learning community within the sector and build a world-leading reputation.

Fusion increases interface with third parties, including R and KE activity. LS to continue to dedicate resource to contractual and tender support for R and KE activity. New subsidiary company to be put through Related Companies Approval process with Board, to take additional non-primary purpose activity.

Ongoing. New company put to November Board.

LS UET/Board New company incorporated and appropriate MOU and associated processes and contracts in place.

C2B. Re-profile our student body to be increasingly international and postgraduate in nature.

LS support to International Student Pathways Provision Project will continue to be prioritised. Projects solicitor to be recruited to increase support to large projects. LS support to overseas’ agents contracts, Recognition Agreements and similar to continue. International activity will require significant investment of staff time. Staff development, external intelligence gathering. Internal training on risks and contribution to due diligence processes.

Ongoing. Aim to have in post by 1st August subject to notice.

LS HR SAS/M&C/Schools

Standard contracts in place Risks managed appropriately. Process improvement.

C2D. Invest in our Graduate School as a focus for the co-creation of knowledge & doctoral training.

Detail refers to studentships. All funded or part-funded studentships require agreements. Complete work on new standard suite of model studentship agreements

Ongoing LS Graduate School/Schools

Model studentship agreements refreshed and kept under annual review.

C3A. Proactively seek out local, national and regional partnerships which contribute to and

Provide appropriate collaboration agreements. Provide and update standard placement agreement where required.

Ongoing LS Schools/SAS Matter tracking. Model contracts master list and review process.

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enhance Fusion within BU. Ensure that partnerships deliver a two way exchange of knowledge which enhances Fusion. C3B. Invest in developing strong academically led international collaborative partnerships and create a culture in which they are valued.

Drafting of collaboration agreements. Staff development, external intelligence gathering. Internal training on risks and contribution to due diligence processes. Contribution to approval processes and risk assessment.

Ongoing LS UET/SAS/Schools

Process improvements. Risks managed appropriately.

C5A. Ensure exposure to diversity through, and integration in, other cultures as part of Fusion and non-academic activities.

Support will be required to manage the legal issues, particular around QAA obligations and duties to students.

Ongoing LS SAS, Schools Risk managed. Exchange agreements in place where required.

S1A. Using Fusion ensure the currency of our academic portfolio has market relevance and capitalises on the increasingly de-regulated higher education markets.

Plan detail references industry sponsorship. Draft sponsorship agreements as required.

Ongoing.

LS Schools/OVC Agreements in place. Matter tracking.

S2C. Bid for and secure funding with other research centres across the world to invest in people and infrastructure and grow our research and pedagogic base.

Drafting and preparation of collaboration agreements, support to legal aspects of bid and tender process to be a service priority. Deliver staff development and ensure LS team are up to date on EU and US funder issues.

Ongoing LS OVC RKE/Schools

Matter tracker. Funder deadlines met. Model templates annually reviewed.

S3A. Develop programme content and experiential learning opportunities relevant to the employment market that will include problem-

Review and develop further standard placement agreements as required for EU countries.

Ongoing LS SAS Model templates master list and annual review.

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based, real world problem solving and peer-to-peer learning. S4B. Ensure that our learning environment facilitates and supports a world class learning community.

Draft, review and approve infrastructure contracts. Ongoing LS EIS Risk managed. Approved contracts in place. Matter tracking.

I1A. Be a catalyst for cultivating entrepreneurship and innovation in our staff and students.

Plan detail references open access IP. Support the development of guidelines and review further licences as they are developed.

Ongoing. LS OVC(RKE) Guidelines published. Scheme membership published.

P1A. Recruit and retain a workforce with the capacity to deliver an exceptional staff and student experience.

Support to agency contract arrangements. Ongoing. HR LS Standard contract remain compliant

P3A. Enhance organisational agility and innovation.

Support HR in putting in place appropriate contracts to manage contractors, etc.

Ongoing. HR LS Template master list and annual review. CAF process linking to ECF process.

P4C. We will be recognised as a clear leader in the UK HE sector in the field of service excellence.

Refine process for complaint handling where escalated to Legal Services to ensure that service failings are picked up and necessary policy developments carried forward.

Ongoing. LS Schools/PS Policy outputs. Service failings communicated.

E1A. We will invest in the development and maintenance of our estate to ensure continuous improvement in our facilities and infrastructure.

Projects solicitor to be recruited to enhance support to major projects including Lansdowne Exchange. All legal aspects of sales, purchases, leases, tenders, new builds, licences and construction/works contracts. Wider legal aspects including DDA compliance. Instruct and source external solicitors if required.

By 1 August – subject to notice. Ongoing.

LS LS

HR EIS/F&P

Ensure earlier involvement in large projects. Compliance. Legal risk managed in appropriate contracts.

E1D. Working in Continue to provide legal support to SAPs. Contractual, Ongoing. LS EIS Legally and

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partnership with others, develop student accommodation which is of a comparable standard to any HEI within the UK.

compliance and tender support and property arrangements as required including Cranborne House refurbishment. Instruct external specialist solicitors where required. Establish and roll out standard BU amends to JCT contracts.

By end 2012.

commercially advantageous arrangements in place to deliver additional accommodation /improve existing. Compliance. Standard BU JCT amends understood by EIS and routinely in use.

E1G. We will invest in the development and maintenance of our IT to ensure continuous improvement and resilience in our services and infrastructure.

Allocate consistent support to major IT projects from the outset. Ensure early engagement with CMB process.

Ongoing. LS EIS/OVC Commercially and legally advantageous contracts in place to deliver projects. Compliance.

We will consider corporate social responsibility as we develop policies and procedures across all relevant areas for example corporate governance, environmental management, stakeholder engagement, employee and community relations, social equity, and responsible procurement.

Support to policy development, corporate governance and to the Board is a key service priority which will be ring-fenced. Additional support at Officer level and Projects solicitor will free up more senior team time to support governance. A review of further actions and policies required in response to the Woolf report will be undertaken (including ethical dealings).

Ongoing Recommendations for approval to November 2012 Board.

LS UET/Board Corporate governance fit for purpose. Relevant policies approved and in place.

F1A. Enhance Approval processes for contracts to be kept under review to Ongoing at least LS UET Published

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productivity across the University and embed Value for Money and a culture of performance throughout the University.

ensure they are fit for purpose to deliver contracts which manage risk and support and control delivery by external providers, also ensuring value for money. Seek best value for money in external lawyers using a combination of mini tender exercises for projects and taking advantage of national government arrangements where appropriate. Re-tender debt-recovery services. Monitoring external solicitors spend and driving down costs by requiring draft bills, challenging performance against estimate and fixed fees and checking time-recording and hourly rates.

annual. As required by projects. 2012/13 Ongoing.

LS

F&P F&P

policies. Compliance. Value for money. External spend monitoring, benchmarking of hourly rates.

F1B. Increase productive capacity to meet future demands

Review processes and workflow when introducing specialist legal software to meet archiving, compliance, work flow, matter tracking and other needs to free up solicitor time to do legal work and to enhance monitoring and tracking of all matters, including FOI and DPA.

By end of 2012 LS EIS Robust solution to current legal IT issues - software installed. Workflow efficiencies identified.

F2A. Ensure the financial stability of the University within an agreed financial risk model.

Continue to work with F&P colleagues to refine CAF process to manage legal and financial risk of contracts. Audit where compliance is identified as an issue.

Ongoing. At least annually.

LS F&P Compliance.

F2B. Maintain the long term financial viability of the University.

Statutory, regulatory and contractual compliance is critical to the long term financial viability of BU. The HEFCE Financial Memorandum demands it as does charity law, HMRC and many other agencies and potential funders. Policy work and particular compliance based projects will continue to be identified and resourced to try to minimise wastage of University assets on defending claims and paying fines and to protect BU’s values of integrity and responsibility. Governance structures will be kept under review, for example:

Ongoing Ongoing 2012/13

LS LS

UET/Board/S and PS UET/Board

Compliance. Financial loss minimised. Reputation upheld. Governance structures fit for purpose for delivering BU2018.

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appropriate governance structures and policies will be put in place for BUF or successor in order to ensure that ADO is in the best position to achieve its strategic objectives in relation to philanthropic income. Also to ensure current and future endowment funds can be distributed to the benefit of students.

hr&od se ls and governance delivery plan final[1]

Documents