University of London Operating Plan 2016-17

Operating Plan 2016-17

Operating Plan 2016-17

Commemorating the 400th anniversary of Shakespeare in Crush Hall, Senate House

Contents

Foreword

Page 5

Part 1 – Introduction

Page 6

The University

Page 6

1. University Strategy 2014-19

Purpose and audience for the Operating Plan

Page 6

2. Strategic and departmental plans

Structure of the Operating Plan

Page 6

The University Strategy 2014-19

Page 7

Operating Plan List of sources

See list on page 7 3. Other documents and processes

Part 2 – Priorities, aims, objectives, activities, indicators

• University budget, July 2016 and 2015-16 accounts

Page 9

• Strategic Risk Register (approved by Board of Trustees - July 2016)

Key priorities for 2016-17

Page 9

Aim 1 – Academic excellence

Page 10

• Termly Review meetings, June 2016

Aim 2 – Innovative high quality services

Page 16

• Internal Audit programme for 2016-17

Aim 3 – Valued and relevant property

Page 22

4. Discussions with VCEG and PRG

Aim 4 – Manage a high-performing organisation

Page 26

Part 3 – How we will deliver the Plan

members, and departmental contacts

Page 32 Front cover: Senate House

Management and governance overview

Page 32

HR management

Page 32

Indicative organisational map

Page 33

Financial position, plans, indicators and targets 2015-16

Page 34

Planning and performance

Page 35

University departments

Page 37

List of abbreviations

Page 39 Page 3

Operating Plan 2016-17

University of London students

Introduction

Foreword

Welcome to the third corporate Operating Plan under the 2014-19 University Strategy. This Operating Plan sets out the specific projects for the year 2016-17.

Firstly we would like to extend a warm welcome to City, University of London who joined the University as a full member in September 2016.

Predicting the year ahead is always challenging, this year more than most.

The spectre of Brexit; the implementation of the Teaching Excellence Framework; increased competition from new providers and the outcome of the UUK review of sector bodies all combine to heighten uncertainty. It’s therefore important that we are agile to respond to changes but also that such perturbations do not distract us from achieving our strategic goals.

Last year we can point to many notable successes, with Garden Halls nearing completion, the launching of the new MSc in Professional Accountancy by the University of London International Programmes, and a range of extremely successful public engagement events through the School of Advanced Study (SAS) and Senate House Library (SHL). In addition, planning for Programme Beveridge is progressing well; a new ICT Strategy is in place and we have agreed new change programmes for the University of London Institute in Paris (ULIP), CoSector, and Student Central.

All of this has been made possible through the hard work and expertise of our staff and their co-operation with Member institutions and partners.

This plan builds on the solid foundations established in the first two years of this strategy and we are already seeing the fruits of some of the investments made. New events, new programmes, new ICT investments, new business development and new capital construction to name but a few. To achieve this, many areas have recruited new talented and experienced staff and the fact that we’re able to attract such high caliber individuals is testament to the value and prestige of the work that we do.

These investments will continue through this year’s Operating Plan and the Board of Trustees have agreed that the University should run a financial deficit for this year to enable this. However, trustees also set a condition to this funding which is that we are more rigorous on how we assess our success and consequently this plan records our performance against the corporate key performance indicators.

It is also important that we continue to build on the theme of “One University” and work together towards common goals. We’re already seeing how teams are collaborating more and how barriers are being broken down. In some cases teams have merged to make more than the sum of the parts. Elsewhere use of IT systems has been consolidated, the proliferation of websites has been curtailed, communications have been aligned and branding has been clarified.

For enquiries and questions concerning this plan please contact: Richard Elliott, Head of Planning and Projects richard.elliott@london.ac.uk 020 7862 8005 Plan published - 30 September 2016

We encourage you to become familiar with this plan, to discuss it with colleagues and form a holistic view of all the activities that the University is engaged in. We hope too that you will be able to identify how your personal targets and those of your department contribute to achieving the strategic aims of the University.

Please let us know if there are any aspects of the plan that are unclear and we look forward to working with you in the year ahead.

Professor Sir Adrian Smith

Chris Cobb

Vice-Chancellor

Pro Vice-Chancellor (Operations), Chief Operating Officer Page 5

Operating Plan 2016-17

Part 1 - Introduction The University

Structure of the Operating Plan

The University of London was established by Royal Charter in 1836 and its independent member institutions are recognised globally, in their own right, as world leaders in Higher Education. The central University hosts one of the world’s most prestigious research libraries and a national School of Advanced Study focusing on the Humanities. The central University also has responsibility for over 50,000 international students studying inter-collegiate programmes in over 180 counties worldwide.

Part 1 of the plan sets out the background and context for our work in 2016- 17, in particular how it supports the University Strategy 2014-19.

Purpose and audience for the Operating Plan This is the 2016-17 Operating Plan for the central University of London, the third such plan under the University Strategy for 2014-19.

It gives an overview of our plans for the year, and sets out how the University will fulfil its role to support our various stakeholders including students, member institutions, the wider academic community and customers of our services.

The Operating Plan has three related purposes: • For staff it demonstrates the context of their work, how it supports overall University strategy and objectives and how it is linked to the work of other teams and departments.

• For managers and members of committees, it supplies a reference point against which our performance can be assessed over the year.

• For stakeholders, including the member institutions, it provides an account of what we will deliver in 2016-17, and how this will help us fulfil our strategic ambitions and mission.

Page 6

Part 2 sets out in detail how we will pursue our strategic ambitions, and is organised around the four aims of the new strategy. Under these four, interconnected, aims there are: • 22 objectives (set by the University Strategy) • 60 specific activities, programmes and projects agreed for 2016-17.

These will be monitored through the Termly Review process and corporately by the Board of Trustees • 25 strategic indicators and associated targets attached to each aim, which will help us assess and discuss our performance, mostly derived from the 2014-19 strategy, and other pieces of performance evidence have been agreed with senior managers. These indicators and evidence form the base of an overall annual corporate performance/VFM report • Strategic risks (as agreed by the Board of Trustees in July 2016) • Internal Audit programme topics Part 3 gives an overview of how we will deliver the plan, and details of the University as an organisation.

This plan was formulated from a variety of sources (see page 3) and discussions with senior managers.

The University in numbers

180

years of academic excellence

18

member institutions Annual figures

The University Strategy

Our strategic vision for 2014–19: To make a unique contribution to learning and research-led scholarship through our unrivalled network of member institutions, our global reach and reputation, and the breadth of our high-quality innovative academic services and infrastructure.

This vision for the central University will be delivered through our inter-related academic, services and property roles. Our roles are underpinned by a sustainable highperforming financial and organisational base. The strategy is therefore captured in four aims. These aims are underpinned by seven supporting strategies – see the table opposite.

This is a Strategy for growth capable of fulfilling our future plans and ambitions, and also evolutionary in that it builds upon our heritage, public benefit mission and existing strengths. These strengths are founded on the distinctive and inter-related mix of academic, service and property activities.

Our Aims

Supporting Strategies and Plans

Aim 1: Deliver academic excellence Invest in our academic excellence to widen student access through flexible learning and fulfil an ambitious programme of research promotion and facilitation in the humanities

• International Programmes Strategic Plan 2014-19 and Annual Operating Plan 2016 • School of Advanced Study Strategic Framework 2015-19, Institutes Annual Operating Plans and Central Plan • Senate House Library Plan 2016-17 • ULIP Business Plan 2016-21 and Operating Plan 2016-17

Aim 2: Provide innovative high-quality academic support and professional services Develop, augment and commercialise our portfolio of services for the University’s members and the education sector, with the aim to be the “go to” provider of student and academic support services

• CoSector Business Plan 2016-20 and Service Plans • Careers Group Plan (in development)

Aim 3: Property that is valued and relevant Create a vibrant academic hub, through a property portfolio which balances the needs of the University’s members with maximising income opportunities

• University of London Estate Strategy 2015-20 • University Capital Plan (in development) • University Sustainability Report 2015

Aim 4: Manage a high-performing organisation Increase our investment in staff development, encourage a common purpose across our diverse activities and enhance our capacity where gaps exist, in order to deliver our plans

• People Strategy 2015-19 and annual HR Plan • Financial Strategy (part of University Strategy) • ICT Strategy 2016-19 • University Annual Financial Statements • Communications Departmental Plan 2016-17 • Digital Strategy (under development)

Page 7

Operating Plan 2016-17

Exhibitors at CoSector’s Spring Graduate Fair, Senate House

Operating Plan 2016-17

Part 2 - Priorities, aims, objectives, activities, indicators Key priorities and themes for 2016-17 This Operating Plan sets out what we will do in 2016-17 to progress the aims and objectives of the University Strategy, and details of our activities are shown in the following pages against each aim. The key priorities and themes for the year are summarised below:

Academic

Renewal and innovation of our academic programmes and activities Enhancing our academic standing Developing our public engagement activities Delivering our external services offer

Academic hub

Core mission

Exploiting the property opportunities and improving the financial return Addressing areas of financial risk and implementing change plans Building our internal capacity and renewing infrastructure

Services part of the academic

Property

Fit of services location and space

Services

High performing organisation

Page 9

Operating Plan 2016-17

Aim 1 - Academic excellence Commentary on current position and priorities In the third year of the Strategy, the University will continue the work of the first two years, to deliver its core academic mission, through building and investing in our academic capacity and strengthening our management arrangements to deliver our specific academic plans. These individual plans reflect several cross-University themes: • The renewal of and innovation in our academic programmes and activities • Increased co-operation across academic departments in new course developments, research and events • Greater levels of public engagement across all academic areas • The challenges of competition and pressure on government funding International Programmes (UoLIA) continues to deliver world-class flexible learning to students in 180 countries. In response to a decline in student numbers in some existing programmes of c. 4%, we have a major programme of new course development. Last year’s projection regarding student numbers and related income proved to be over optimistic, in part because of accounting conventions. We are additionally refreshing existing programmes and implementing actions to improve student satisfaction and retention.

The School of Advanced Study (SAS) through recently increased academic staff capacity has increased academic outputs, across SAS and its nine Institutes, in research and fellowship activity, public engagement, publications output and high-profile events. Strong

themes in the SAS planning for 2016-17 are interdisciplinary study/ research, digital humanities, public engagement, and support to world-class research.

The new Senate House Library (SHL) management team has established an effective organisation over the last year that is delivering its academic and efficiency objectives. It has enhanced the standing of the Library through prestigious events such as ‘Shakespeare Metamorphosis’, a standing reflected by the positive feedback in surveys of users and supporting institutions. It will continue to make efficiencies in catalogue management, systems and storage management, while maintaining the core service that the users require. This underpins the longer-term aim to re-establish SHL as a national research library.

The University Institute in Paris (ULIP) has completed a new Business Plan which sets out a five-year plan of renewing its programmes and research activity including a greatly enhanced academic partnership with Queen Mary, University of London (QMUL). In 2016-17 it will be establishing new programmes in International Relations and Business, and as part of its impact strategy will run a number of open seminar series, as well as consolidating its operational arrangements.

The University in numbers

2,600 9 160,000 SAS events

SAS institutes

visits in person to Senate House Library

51,000

students with UoLIA, SAS, and ULIP

180

countries represented Annual figures

Page 10

Aim 1 - Academic excellence

2016-17 Financial position and internal audits The charts give an outline of the finances that underpin University planning in terms of income, revenue expenditure and investment.

Further details can be found in the University Budget and Year End

Internal audits planned for 2016-17 1. SAS - TRAC student records/returns and financial systems 2. SAS - External Reviews of SAS Institutes and central activities 3. UoLIA - Student Retention

Returns. The 2015-16 figures are projections at quarter 3 (Q3) not the final figures and capital expenditure is not included. Internal charges are for accommodation and facilities, corporate services and ICT.

2015-16 Projection £000s

2016-17 Budget £000s

2017-18 Forecast £000s

16,350 (15,408) 942 4,385 (4,715) 612 (4,124) (3,512)

19,079 (18,195) 884 5,168 (5,130) 922 (4,923) (4,001)

19,725 (18,012) 1,713 5,043 (5,125) 1,631 (4,798) (3,167)

3,050 (4,423) (1,373) 1,354 (2,230) (2,249)

3,273 (4,855) (1,582) 1,236 (2,261) (2,607)

3,399 (5,007) (1,608) 1,236 (2,261) (2,633)

Net result

56,292 (49,306) 6,986 9 (3,253) 3,742

57,972 (50,900) 7,072 9 (3,292) 3,789

63,429 (56,242) 7,187 9 (3,292) 3,904

Contribution Internal income Internal charges Net University strategic investment

1,482 (1,805) (323) 0 (130) (453)

1,470 (1,919) (449) 0 (92) (541)

1,746 (2,025) (279) 0 (92) (371)

Evidence area SAS External income External expenditure Contribution Internal income (incl. UoL grants) Internal charges Net result (incl. UoL grants) UoL grants (investment and recurrent) Net University strategic investment SHL External income External expenditure Contribution Internal income Internal charges Net University strategic investment UoLIA External income External expenditure Contribution Internal income Internal charges ULIP External income External expenditure

Notes

The University in numbers

24,000

degrees awarded by University of London, for graduates of UoLIA, SAS, ULIP and many of our member institutions

UoL grant less net result

Page 11

Aim 1 - Academic excellence

Objective from University Strategy

Objective 1 To be the world’s leading provider of flexible modes of education in collaboration with our members

Objective 2 To provide world-class support to individuals, networks and organisations conducting humanities research, nationally and internationally

Objective 3 To produce and provide exemplary internationallyrecognised research, research training and taught programmes within the humanities, broadly defined

Page 12

Priority activities and projects for 2016-17 1.1 Progress the MSc in Professional Accountancy (MPAcc) in partnership with UCL and ACCA – target 2,200 registered students

by July 2017 1.2 Launch the new Global MBA , working with QMUL as the lead partner, ready to launch early in 2017 - target 300 students by July 2017 1.3 Continue discussions with member institutions on other new course opportunities, further collaboration with SAS on flexible learning courses including a new MA course focusing on Human Rights and expand the MOOCs programme 1.4 Tackle the slow decline (-4% pa) in student numbers through seeking new markets, improving student retention and refreshing selected existing programmes (for example, the Laws and EMFSS Programmes) with an enhanced student offer 2.1 Deliver the SAS national research promotion and facilitation mission, funded by HEFCE, through an increase in the quality, range and impact of activities including networks, events, publications, fellowships, collaborations and new initiatives 2.2 Further develop the strategy on Digital Humanities and pursue initiatives through SAS and SHL. SAS will develop a digital research programme, establish a practice and ideas exchange forum, provide an open access books platform and engage a cohort of doctoral students. In addition, SHL will review the feasibility of a potential shared services centre on digital conservation.

2.3 Maintain the academic and operational sustainability of SHL, 4 SAS Libraries and 3 collections, whilst implementing measures to enhance user satisfaction thereby increasing the number and range of researchers using the libraries, as a core part of the University’s strategic academic mission (see 18.1 re SHL Finances) 2.4 Conclude the libraries e-resources review group and implement a way forward

3.1 All SAS Institutes have ongoing and planned research grant projects with an emphasis on interdisciplinary, and strategically important and vulnerable subjects. The value of these research projects is targeted at over £3m for 2016-17.

3.2 SAS will implement further plans for research training, including an increased focus on public engagement training and the use of new digital tools and methods.

3.3 Deliver the ULIP Business Plan, in partnership with QMUL, with a specific focus for 2016-17 on developing new academic programmes in International Relations and Business Analytics, and increasing their research capacity

Lead owner(s) Main references

Pro-Vice Chancellor (International) International Programmes - Operating Plan 2016

Pro-Vice Chancellor (Research) Senate House Librarian -2.3 and 2.4 SHL Operational Plan SAS Plans - Central and 9 Institutes SAS SAG

Pro-Vice Chancellor (Research) - 3.1 and 3.2 SAS Plans - Central and 9 Institutes SAS SAG ULIP Chief Executive - 3.3 ULIP Business Plan 2016-21

Aim 1 - Academic excellence

Corporate KPI

Base position 2013-14

KPI 1 - New International Programmes to be launched

0

KPI 2- Overall student numbers - international programmes

54,300

KPI 3 - Financial contribution of UoLIA to the University

£3.5m

Actual v 15-16 target (if any) - See key page 14 l

2 launched

(cumulative) l

51,000 v 54,000

target (in 15-16 Plan) l

£3.7m v £5m (in 15-

16 Plan)

KPI 8a - SHL visits (in person)

c.150,000

l

c.160,000 (rise in UG)

KPI 8b - SHL electronic usage

c.3.5m

l

c. £3.9m (rise in UG)

l

Passed (SAG decision

KPI 9 - SAG assessment (of SAS) More detailed activity figures are provided to SAG

Passed

- Dec 2015)

Strategy/Year target or direction 5 by 2018-19 Direction revised to 49,000/£58m fees (2016-17) 50,300/£69.4m fees (2018-19) Revised Targets

A fall in International Programmes student numbers leading to a reduction in fee revenues, due to increasing global competition and failure to refresh the programme offer quickly enough

£3.8m (2016-17) £4.9m (2018-19) +15% Researcher/PT by 2018-19 +15% Researcher/PT by 2018-19

Pass

KPI 4 - ULIP academic activity - student numbers

c.200

l

c.170 - Jan 2016

350 students by 2021

KPI 5 - No. of SAS postgraduate taught and research students

245

l

235 - May 2016

260 for 2016-17

RS: 81% (2013)

l

RS: 78% (2015)

Nat. benchmark (PT: 82.6%,

PT: 89.8% (2014)

l

PT: 77% (2015)

RS: 82%) + 3%

KPI 7a - SAS Research Grants Total value per core ‘academic

£1.84m, 25.5 FTE

l

£1.7m, 38.8 FTE

£3.5m (Research Income-

FTE’

£72k per FTE

l

£44k per FTE Projection

Budget)

KPI 7b - SAS research quality

New KPI

KPI 6 - SAS satisfaction surveys - PT and RS

Key risks (linked to objectives) (at July 2016, fom Strategic Risk Register)

Failure to sustain Senate House Library as a vital academic resource through inadequate funding Unable to fully deliver the SAS strategic programme and meet stakeholder expectations, due to insufficient alignment between plans and funding (HEFCE, Philanthropic, and University)

Failure to secure a clear sustainable financial and academic future for ULIP

To be assured by external research assurance exercise in 2017 KPI 10 - SHL user satisfaction

N/A

l

83%

To be set

Page 13

Aim 1 - Academic excellence

Objective from University Strategy Objective 4 To uphold the quality of the University of London degree award

Objective 5 To promote and facilitate federal collaboration and public engagement through new academic/ cultural initiatives

Priority activities and projects for 2016-17

Lead owner(s) Main references

4.1 Investigate the impact on the University of the new government regulatory regime, including the Teaching Excellence Framework, and to influence how it is introduced, in order to take account of the unique position of the University and uphold our reputation 4.2 Maintain high quality teaching, learning and supervision in SAS, ULIP and UoLIA programmes, verified by external endorsement

University Secretary All academic leads

5.1 Organise academic events and initiatives in support of the University’s public engagement strategy, through SAS, SHL and ULIP, including the Being Human Festival, ULIP open seminar series, and SHL events programme (Utopia/Dystopia, Reformation, and Radical Voices) All academic leads 5.2 ULIP and UoLIA are both partnering with QMUL to develop joint academic programmes. SAS continue to work with member Senate House Librarian institutions of the federal University on the Being Human Festival, London Arts/Humanities Partnership, Collaborative Skills Development - 5.3 and Programmes 5.3 The federal Senate House tower working group will consider the cost benefit of options regarding its future use of a special collections hub

Key to Indicator Charts for Aims 1-4 Lead owner(s) Main references

Corporate KPI

Base position 2013-14

Actual v 15-16 target

Strategy/Year Target or Direction

Key risks (at July 2016, fom Strategic Risk Register)

Last years performance with targets for that year (if any set) - targets

Senior University Manager(s) Reference to approved University departmental or corporate plans

The University has a set of Corporate KPIs

reflect those set at start of year and

that it uses to assess business performance

not in-year adjustments.

against this Operating Plan. A Corporate

Rating reflects either perf v target or

Performance Report is produced annually in the autumn.

More details and other key departmental KPIs

This is the position at the start of the University Strategy

out in University Strategy (longer-term)

activity level l

Green - Met/On track

l

Yellow - Close to target/within

are contained on departmental dashboards -

tolerance

Blue box indicates changes

monitored via the Termly Review process

l

to target from Strategy

Amber - Likely to miss target/

decline in perf l Page 14

Targets or Direction set

Red - Target not met

Changes to regulatory and reporting compliance results in a significant impact to current working practices and cost increases

n

Aim 1 - Academic excellence

Base position 2013-14

Corporate KPI

Actual v 15-16 target (if any) - See key page 14

Strategy/Year target or direction

Key risks (linked to objectives) (at July 2016, fom Strategic Risk Register)

Changes to regulatory and reporting compliance results in a significant impact to current working practices and cost increases

No corporate KPIs for this objective - monitored at departmental level

No corporate KPIs for this objective - monitored at departmental level

SAS taught degrees in 2016 - 17

International Programmes students by domicile (top ten) Singapore

(SAS also offers research degrees ie. PhD, MPhil, MRes) 227

10,397

UK

2,013

2,611

Malaysia

LLM Adv Legislative; Corp Gov, Fin. Regs, Economic Law (IALS)

95

3,416

Hong Kong

3,042

Pakistan

2,999

MA Art History; Cultural and Intellectual History (Warburg) MA Garden and Landscape History; Historical Research (IHR)

434

MA History of the Book (IES) MA Making of the Modern World (ICwS)

132

Trinidad & Tobago

1,928

95

MA Refugee Protection, Forced Migration (Refugee Law Init)

Sri Lanka

1,940

49

MA Human Rights (ICwS, ILAS)

Bangladesh

1,787

United States

710

Canada

679 0

ULIP taught degrees

25 774

BA French; BA French with History

Undergraduate

695 2,000

4,000

6,000

Postgraduate 8,000

MA International Relations (taught by QMUL) 10,000

12,000

LLM Laws (taught by QMUL) Page 15

Operating Plan 2016-17

Aim 2 - Innovative high quality services Commentary on current position and priorities The University provides a range of academic support and professional services that are a vital part of our academic strategies and also our mission to support the work of our member institutions. It delivers these services through a number of channels. In 2015-16, the University made a clear organisational divide between campus based services (a membership based ‘not-for-profit’ model) and CoSector, which primarily focuses on providing computing, housing and employer recruitment services. In addition, the University (part of the Property and FM Department) provides recreational and support services to students, such as federal clubs and societies.

The University is the largest provider of careers related services in Europe, delivering a range of high-quality services at a value that individual institutions would find it difficult to replicate individually.

These services are primarily based within the member institutions and are managed in close partnership with them. City, University of London joined as a full member in 2016-17. The University’s careers service continues to be recognised nationally as a practice leader, and this is reflected in recent awards and that it is the lead on national projects such as ‘Learning Gain’.

CoSector is overseen by an arms-length board. The new business plan has a primary aim of making a financial return, for re-investment in our academic mission, to the University by 2017-18, as noted in

Page 16

the budget forecasts. This year it will complete its review of existing services to refine its product development and marketing targets.

Winning new business outside the University is a key aim, and it has already started to win new contracts.

Other academic support and student services that contribute towards these objectives are covered under the other aims, for example those services delivered to students by the University’s central academic bodies (Aim 1) and Halls of Residence (Aim 3).

The University in numbers

24,000 29,000

visitors to careers events

jobs posted on JobOnline Annual figures

Aim 2 - Innovative high quality services

2016-17 Financial position and internal audits The charts give an outline of the finances that underpin University

Internal audits planned for 2016-17 - None

The University in numbers

planning in terms of income, revenue expenditure and investment.

3.1m

Further details can be found in the University Budget and Year End Returns. The 2015-16 figures are projections at quarter 3 (Q3) not the final figures and capital expenditure is not included. Internal charges

Bloom VLE users on the Moodle platform

are for accommodation and facilities, corporate services and ICT.

Evidence area CoSector External income External expenditure Contribution Internal income Internal charges Net result Careers Group External income External expenditure Contribution Internal income Internal charges Net result

2015-16 Projection £000s

2016-17 Budget £000s

2017-18 Forecast £000s

14,111 (17,278) (3,167) 2,828 (1,822) (2,161)

17,140 (19,549) (2,404) 3,680 (1,765) (494)

19,730 (21,400) (1,670) 3,616 (1,694) 252

4,442 (3738) 704 57 (228) 533

4,842 (4,311) 531 112 (528) 115

5,016 (4,503) 513 115 (559) 69

120

institutions who use CoSector’s Bloom VLE Annual figures

Page 17

Aim 2 - Innovative high quality services

Objective from University Strategy

Priority activities and projects for 2016-17

Lead owner(s) Main references

Objective 6 Enhance the student learning experience

Covered below

Objective 7

7.1 Reform to the way that federal student clubs and societies are supported by the University, with regard to reducing the central University’s financial commitment whilst continuing to add to the London student experience

Maintain and develop sustainable student recreational, housing and development services

Objective 8 Enable organisations to educate and develop individuals to achieve career success

7.2 Continue to enhance our housing services: City, University of London joining as a new member, expanding student homes Chief Executive of (private leases backed by member institution guarantees or University direct lets - up 20% in a year), and offering selected services CoSector to other HEIs This objective focuses on the Careers Group services provided to members of the University 8.1 Develop our research activity to support and enhance service delivery and to raise the profile of the Group and the University.

Lead the 3 year HEFCE-funded HEI consortium research programme into Learning Gain to deliver on all programme objectives 8.2 Extend the availability of careers services to students on international programmes (for example, through the Cass Foundation) Director of Careers Group 8.3 Integrate City, University of London into the Careers Group membership and deliver the agreed level of services 8.4 Improve services to members, for example through a new Careers ICT platform (Target Connect) and an enhanced professional development programme for Careers Group staff 8.5 Maintain and enhance the JobOnline vacancy service as a key USP of the Careers Group offering

Objective 9 Provide innovative and high-quality support and professional services to institutions

Objective 10 Develop services to realise commercial opportunities

Page 18

Director of Property and Facilities Management

This objective focuses on CoSector services provided to institutions outside the University 9.1 Deliver the plan for CoSector digital services (inc. VLE (Bloom), hosting, networks, cyber-security, and research data repository) 9.2 Deliver the plan for CoSector recruitment services (inc. job-board provision, consultancy and the temp agency)

Chief Executive of CoSector CoSector Business Plan 2016

10.1 Meet CoSector Business and Operational Plan targets, to achieve the financial return set by the University 10.2 CoSector will conclude the review of its existing services - identifying services to expand and those to reduce or withdraw from.

10.3 Continue to improve the efficiency and effectiveness of CoSector operations through overhead reduction, staff development, a refreshed website, new branding and the lean process programme

Chief Executive of CoSector CoSector Business Plan 2016

Aim 2 - Innovative high quality services

Corporate KPI

Base position 2013-14

Actual v 15-16 target (if any) - See key page 14

Strategy/Year target Key risks (linked to objectives) or direction (at July 2016, fom Strategic Risk Register)

This objective is covered under objectives 7 to 10 below

KPI 11 - Student Central Student Activity Indicator

To be set

(members, clubs, societies)

KPI 12a - Careers Group A: Strategic fit with member institutions KPI 12b - Careers Group B: Positive impact on student experience

100%

l

100%

100%

100%

l

100%

100%

95%

l

95%

95%

Student Central requires continued large-scale financial support by the University, which is unsustainable, given its current mode of operation and level of services (see also 14.3 on page 24)

KPI 12c - Careers Group C: Student satisfaction, events and group work and one-toone services

KPI 13 - CoSector Customer KPI (possibly a mix of client turnover, new business,

To be set

satisfaction surveys)

l KPI 14 - CoSector financial contribution to University

£(1.5m) 2014-15 outturn

c. £(2.15m) outtum

projection

£(0.5m) budget 2016-17

v.

£ 0.5m forecast

c. £(1.55m) original

2018-19

budget target

Failure to deliver the objectives of CoSector, leading to financial and reputational damage, due to: a) Unresolved management or staff issues b) Weaker than expected market opportunities c) Over optimistic financial models

Page 19

View from the roof of Senate House

Operating Plan 2016-17

Aim 3 - Valued and relevant property and services Commentary on current position and priorities The estate is vital to the mission of the University not only in the buildings, facilities and services provided, but also in the income it generates to re-invest in both the buildings (we currently have a legacy of under-investment) and the University’s academic mission.

To deliver this aim, the University has put into place a number of key foundations: the University Estate Strategy (2014-19), a Bloomsbury Master Plan (2016), estate finance capital projections (2016-20) and a buildings condition survey (2015).

September 2016 should see the successful completion of the Garden Halls residences, a significant achievement for the University. Other achievements in the last year include the new set of FM contracts, progressing Programme Beveridge, moving materials from the basement to an offsite storage facility, the refurbishment of academic flats and implementation of green initiatives such as reducing energy use in halls.

The department is managing two significant change programmes: • Managing the Student Central change plan to improve its sustainability as a student service and the efficiency of the Malet Street site • Implementing the many facets of Programme Beveridge

Page 22

The other key projects and challenges for the University with regard to the estate in 2016-17 are: • Agreeing with members on the implementation of the Master Plan and rental policy • Completing the plan to develop a new hall of residence in Stratford • Progressing the IALS and Warburg Institutes refurbishment works The new Property and FM leadership team inherits a sound set of plans with one of the challenges being to ensure that there are sufficient resources - staff, finances and suppliers, to effectively implement the plans. Work undertaken on the capital planning has set affordability limits to the volume of works that can be undertaken, and this will guide the phasing and timing of particular projects.

Delivery of our objectives in this aim is led by the Property and FM department, but success is dependent on effective co-ordination across the University (One University). For example, bringing together cross-University approaches to conference facilities, FM and catering.

The University in numbers

392k+ square metres of buildings owned

3,460

students housed (halls and private) Annual figures

Aim 3 - Valued and relevant property services

2016-17 Financial position and internal audits The charts give an outline of the finances that underpin

Internal audits planned for 2016-17 1. Student accommodation code of practice

University planning in terms of income, revenue expenditure

Estates Projects and FM income and expenditure

and investment. Further details can be found in the

2016-17 budget

University Budget and Year End Returns. The 2015-16 figures are projections at quarter 3 (Q3) not the final figures and

Income in £000s

capital expenditure is not included. Internal charges are for

2015-16 Projection £000s

Estates Projects and FM (revenue) External income External expenditure Contribution Internal income Internal charges Net result Residential Halls External income External expenditure Contribution Internal income Internal charges Net result Conferences External income External expenditure

Deferred grants and one-off

457

income

accommodation and facilities, corporate services and ICT.

Evidence area

l

2016-17 Budget £000s

l

2017-18 Forecast £000s

5,752 (15,314) (9,562) 7,911 (225) (1,876)*

6,749 (15,903) (9154) 7,875 (246) (1,525)

6,778 (15,636) 8,858 7,875 (246) (1,229)

21,144 (16,035) 5,109 12 (1,487) 3,634

23,702 (18,388) 5,314 0 (900) 4,414

25,948 (19,285) 6,663 0 (937) 5,726

2,736 (1,892) 844 516 (731) 629

2,000 (1,869) 131 646 (755) 22

3,015 (2,408) 607 514 (756) 365

Member institution rents and

1,807

charges l

Non-member institution rents

3,975

and charges l

Car Parking

l

Internal income - service

250 7,520

charge for accommodation

Expenditure in £000s

l

Internal income - recoveries

l

Soft FM costs (security,

515

3,451

cleaning, portering, grounds, AV) l

Hard FM costs (contract

2,352

maintenance, reactives)

Contribution Internal income Internal charges Net result

l

Revenue projects and

1,867

professional fees (capital excluded) l

Utilities

1,955

l

Depreciation (past capital

2,965

expenditure)

Student Central External income External expenditure Contribution Internal income Internal charges Net result *excludes exceptional item of £300,000 on sale of assets

3,936 (4,149) (213) 5 (1,318) (1,526)

4,005 (2,715) 1,290 0 (1,336) (46)

4,085 (2,684) 1401 0 (1,336) 65

l

Management, admin, internal

1,741

staffing and staff related costs l

Internal costs (central charges

246

and network) Page 23

Aim 3 - Valued and relevant property services

Objective from University Strategy Objective 11 Greater use of Senate House as an academic hub, and public realm development

Objective 12 Further modernisation and expansion of student residences

Objective 13 Increase the financial return of the Estate

Objective 14 Ensure that there is a good fit between buildings and their function

Objective 15 Act as the custodian of the estate

Objective 16 Ensure that the estate is environmentally sustainable Page 24

Priority activities and projects for 2016-17

Lead owner(s) Main references

11.1 Continue to open up more space at Senate House for academic use by members and Central Academic Bodies, including enhancements to the audio-visual systems (editing and streaming) - further works earmarked for future years 11.2 Improve the Bloomsbury estate public realm through initiatives such as a revised car parking scheme and Gardens Improvement Plan

Director or Property and Facilities Management Estate Strategy 2015 - 20

Director or Property and 12.1 Complete the build of the new residences at Garden Halls and successfully open the complex to new students in Sept 2016 Facilities Management 12.2 Agree terms with partners, to develop a new student residence in Stratford (Duncan House), by end of October Estate Strategy 2015 - 20 12.3 Progress planned core improvement works at Nutford (by October 2016) and Connaught Halls (Summer 2017) 13.1 Undertake feasibility and options analysis regarding the development of Handel Mansions, with primary aim of generating the optimum financial return for the University 13.2 Determine a clear University Leasing and Charging Policy that is consistent and equitable, in consultation with Members, that generates an increased return for the University

Director or Property and Facilities Management Estate Strategy 2015 - 20

14.1 Complete the move of staff to the Lower Ground Floor (Programme Beveridge) through the implementation of the building works, technology, people change, and move projects - subsequently review (in 2017-18) the impact and benefits of the wider Director or Property and programme objectives Facilities Management 14.2 Review the options for University book storage, including a new site (replacing Egham) and/or third-party storage Estate Strategy 2015 - 20 14.3 Implement the Student Central Change Plan (monitored by VCEG), including space rationalisation at Malet Street, essential maintenance works, and changes to the catering and FM arrangements 15.1 Complete the agreement with the Planning Authority on the University’s Masterplan for Bloomsbury, and progress discussions with Members regarding implementation - notably how each site can be handled (institutional lead, timing, lease and financial arrangements) 15.2 Agree Business Cases for IALS and The Warburg building works, procure contractors and start phased works in 2017 15.3 Deliver a resourced Estate Maintenance Programme within budget, time and quality parameters that is corporately agreed and monitored

Director or Property and Facilities Management Estate Strategy 2015 - 20

16.1 Implement the first package of works at the Bloomsbury Heat and Power Plant, and agree longer-term plans with the Member Consortium 16.2 Continue to progress initiatives aimed at the 2020 sustainability target, including green impact audits leading to improved energy performance

Director or Property and Facilities Management Estate Strategy 2015 - 20 Sustainability Plan

Aim 3 - Valued and relevant property services

Corporate KPI

Base position 2013-14

Actual v 15-16 target (if any) - See key page 14

Strategy/Year target Key risks (linked to objectives) or direction (at July 2016, fom Strategic Risk Register)

No corporate KPIs for this objective - monitored at departmental Level

KPI 15 - Halls/Housing bed spaces (includes student homes) KPI 16 - Halls term-time occupancy

KPI 17 - Lease and rental income

3000 in 2010

98%

l

3460

inc. 260 student homes l

97%

inc. Lillian Penson £5.2m

£4.5m

l

2014/15

(Q3 Forecast)

5000 by 2020 Date to be revised to 2030 99%

£5.6m by 2018-19 Target may be reviewed

Garden Halls - The University’s re-development plan fails to deliver on its objectives, including construction being completed on time and addressing major stakeholder difficulties Inability to generate sufficient net income from the University estate in order to re-invest in the University, including the upkeep of the estate to the standard required Programme Beveridge fails to meet objectives due to: a) Staff buy-in b) Flexibility to address the diversity of staff needs c) Complexity of the various space and storage projects d) Academic hub requirements e) Planning consent delays

No corporate KPIs for this objective - monitored at departmental level

No corporate KPIs for this objective - monitored at departmental Level

l KPI 18 - Carbon reduction target

14,765 tonnes (2010)

9,353 tonnes (2015)

8,416 tonnes (2020)

target 20% <2010

target 43% <2010

= 11,812

= 8,416

The condition of Bloomsbury Heat and Power Plant, could lead to disruption of the electrical supply to IALS, and/or heating and hot water to University Bloomsbury sites; the risk increases with time and a longer-term solution for Bloomsbury Heat and Power Plant involving UoL and nearby institutions is required

Page 25

Operating Plan 2016-17

Aim 4 - Manage a high-performing organisation Commentary on current position and priorities

One University

The facets of a high-performing organisations are reflected in the six objectives shown overleaf covering finances, people, brand and reputation, ICT and business processes, customer service and governance. Key projects for 2016-17 are shown against each objectives, with many of these projects progressing work started in 2015-16.

One key theme is ‘One University’ - focusing on working together across departments and teams to provide a better academic and service offer. Last year the University made significant process and will continue this work in 2016-17. The University is:

Effective delivery is the challenge that the University faces, as in order to implement the strategy and be a high-performing organisation, the University has to prioritise its work and have the capacity and skills to deliver the agreed programme. While individual owners or ‘leads’ of activities have been shown overleaf, successful delivery will require collective decisions, mutual support and increased awareness of the connections between departments and teams. This will be particularly true of change projects, and cross-University business/ICT processes.

In this third year of the strategy, the University will continue to invest in the growth and renewal required across its academic, services and property functions, as well as ICT and buildings. The financial impact of the necessary investment and external pressures requires an operating deficit for 2016-17, at a similiar level as last year, with the aim to return to near break-even in 2018-19.

Page 26

Establishing joint strategies and plans, for example through the new ICT Strategy, academic initiatives across departments, a crossuniversity project community, and Programme Beveridge - which will facilitate cross-team working Driving more efficient processes, for example through - coordinating catering and conference functions, streamlining financial and business processes, cross-University performance review and prioritising capital proposals within an overall approach Investing in our staff, for example through - new staff development initiatives such as mentoring and job shadowing, supporting professional qualifications and professional body memberships, funding the Staff Association, providing the staff benefits scheme, promoting equality, diversity and inclusion through implementing the new strategy and recently delivering improved London weighting allowance.

Promoting common values, understanding and engagement, for example through an improved intranet and websites, the University branding project, University staff meetings, charity partnerships, greater public engagement and more transparent decision-making and reporting

The University in numbers

1m

alumni on the UoL database

2m

books and items in the Senate House Library collections

Aim 4 - Manage a high performing organisation

2016-17 Financial position and internal audits The chart below gives an outline of the finances that underpin University planning in terms of income, revenue expenditure and investment. Further details can be found in the University Budget and Year End Returns. The 2015-16 figures are projections at quarter 3 (Q3) not the final figures and capital expenditure is not included. Internal charges are for accommodation and facilities, corporate services and ICT.

Evidence area Central departments (VCs, Finance and Planning, HR, ICT) External income External expenditure Contribution Internal income Internal charges Net result

Internal audits planned for 2016-17 1. Financial Process Improvement Project 2. Links between finance and departments on key processes 3. Student Central follow-up to audit on financial processes and operational control 4. Staff development and training - effectiveness of new initiatives 5. ICT strategy and governance 6. Staff HESA return

2015-16 Projection £000s

2016-17 Budget £000s

2017-18 Forecast £000s

2,856 (8,344) (5,488) 4,103 (840) (2,225)

3,084 (9,127) (6,043) 4,473 (1,455) (3,025)

3,069 (9,998) (6,929) 4,473 (1,455) (3,911)

The University in numbers

£164m spend turnover

830 staff FTE Annual figures

Page 27

Aim 4 - Manage a high performing organisation

Objective from University Strategy

Objective 17 Develop our people and organisation

Objective 18 Sustain our finances

Priority activities and projects for 2016-17 17.1 Manage and review the significant Business, Investment and Change/Organisational Plans across the University through departmental leads and an agreed corporate review process, drawing in support from HR, Finance, Planning, Procurement, Property, and ICT, as required.

17.2 Review, improve and increase uptake on our staff development offer including mentoring, internal and external job shadowing, induction, professional qualifications, online learning and internal programmes. Identify blocks to development and internal progression and develop plans to improve.

17.3 A new staff survey will be held in autumn 2016, which will assist the University in its staff engagement. Follow-up departmental and corporate action plans will be developed and implemented.

17.4 Working with each department to implement the new equality and diversity strategy/plan (agreed June 2016)

18.1 The University reviews areas of significant financial risk, and will set-up the appropriate channels and plans to address them.

The result of reviews will be reflected in forthcoming budgets. For example: (a) The Collegiate Council has established a SHL financial sustainability group, which will report by December 2016. (b) Student Central change plan - one of the objectives is to improve the net financial position by £1m by 2017-18 (c) CoSector - Business and Operational Plan in place, reporting to the CoSector Board 18.2 Departments are responsible for the delivery of their agreed financial commitments expressed via plans and budgets, and are working with corporate teams to implement plans to improve efficiency in targeted areas 18.3 The University aims to raise in excess of £1m in philanthropic income (£675k via the Development Office equally divided between additional and substitutional funding), in support of University strategic priorities.

Lead owner(s) Main references

17.1 VCEG or PRG (Project dependent) 17.2 to 17.4 HR Director People Strategy 2014-19

VCEG (supported by CFO) Financial Strategy (part of University Strategy) Chief Financial Officer Director of Property/FM Director of ICT Annual Capital Programme Development Director Development Office Case for Support

Page 28

Aim 4 - Manage a high performing organisation

Corporate KPI

Base position 2013-14

Actual v 15-16 target (if any)

Key risks (linked to objectives)

- See key page 14

Strategy/Year target or direction

Implementation of the corporate action plan arising from the Nov.2014 staff survey fails to result in improvement of the key issues identified (communications, leadership and employee voice)

KPI 19 - Staff engagement score

68% e. 60% p. 2012

Next survey

70% engagement (e)

(from staff surveys)

62% e. 76% p. 2014

Autumn 2016

70% participation (p)

KPI 20 - Short term staff sickness (uncertificated days per FTE)

KPI 21 - Operating surplus

2.9 2014-15

£7.5m

l

l

3.5

£(4.0) m Q3 est.

v £(3.9) m budget

KPI, data collection, and target is being reviewed

Targets revised annually £(3.5m) 2016-17 £0.1m 2018-19

KPI 22 - Maintain minimum cash liquidity

£56m

l

£54m

£20m minimum

KPI 23 - Finance: EBITDA target (six year rolling average)

£11.8m

l

£5.6m

£7.1m 2016-17 £12.7m 2018-19

l

£4.4m

KPI 24a - Capital Projects activity level

£14.2m

v £20.2m (Plan)

(at July 2016, fom Strategic Risk Register)

UoL unable to sufficiently sustain required investment, threatening both longer-term sustainability and delivery of UoL Strategy Potential government cuts to HE funding affecting financial position, either directly through HEFCE grants or indirectly via financial health of UoL member institutions

£22.1m 2016-17

KPI 25a and KPI 25b - Development Office (a) Fundraising cash income

l

£365k

£3m

(b) Fundraising pledged income

l

£500k

£3m 2018-19

Development Office fails to deliver income and engagement targets in relation to agreed UoL priorities, or adversely affects relationships with member institutions

Page 29

Aim 4 - Manage a high performing organisation

Objective from University Strategy

Objective 19 Maintain and enhance our brand and reputation

Objective 20 Develop and deliver highquality ICT and business systems and services

Priority activities and projects for 2016-17

Lead owner(s) Main references

19.1 University will draw up and implement a cross-University Public Engagement Strategy, a revised Corporate Social Responsibility Policy and prepare the launch of the 2018 Year of Women 19.2 Implement the new branding guidelines and introduce a new University Website (with work planned to other sites as well), the next stage of improvements to the intranet and greater coherence on social media 19.3 The Development Office will continue to embed engagement operations, including a code of fundraising practice and a wide range of engagement events – including University-wide events in the USA (October 2016) and Singapore (April 2017).

19.1 and 19.2 Communications Director 19.3 Development Director

20.1 Commission and manage the ICT development programme across the University, through the ITGG in occurdance with the ICT Strategy, with £2.5m (maximum) of potential project expenditure (subject to approval) on ICT (see 20.3) 20.2 Continue to test and improve the University’s cyber-security and business continuity arrangements - led by ICT working with departments 20.3 Implement a coherent planned programme of business, ICT and finance projects, including Phase 2 of the Finance Process Improvement Project incorporating ‘One Card’, Office 365, SAS Events application, new HR system, CRM, Halls Wireless, financial reporting/information, internal charges, and capital planning

20.1 and 20.2 Director of ICT 20.3 Chief Financial Officer and Director of ICT ICT Strategy 2016-19

21.1 Complete the review of internal customer services (corporate), progress Customer Services Excellence initiatives (departmental plans) and establish SLAs in appropriate areas.

All Directors

Objective 21 Further develop internal customer service approaches

Objective 22 Effective governance and management

Page 30

22.1 Integrate City, University of London as a full member of the University 22.2 Implement plans agreed as part of the Prevent commitment, including the monitoring of risk University Secretary 22.3 Submit and support passage of the new University of London bill, and support member institutions in their work to prepare a university title application

Aim 4 - Manage a high performing organisation

Corporate KPI

Base position 2013-14

Actual v 15-16 target (if any)

- See key page 14

Strategy/Year target Key risks (linked to objectives) or direction (at July 2016, fom Strategic Risk Register)

No corporate KPIs for this objective - monitored at departmental level

The suite of financial, ICT and business improvement projects fails to tackle the service and inefficiency issues identified and/or doesnâ&#x20AC;&#x2122;t align systems architecture with processes and operational practice No corporate KPIs for this objective - monitored at departmental level

Failure of information security leads to the theft and misuse of sensitive data or operational disruption Untested business continuity and key systems disaster recovery arrangements leads to UoL being unable to manage a significant business continuity incident

No corporate KPIs for this objective - monitored at departmental level

No corporate KPIs for this objective - monitored at departmental level

Failure to comply with Prevent Duty and that the measures arising are balanced with appropriate safeguards for academic freedom of speech and research

Page 31

Operating Plan 2016-17

Part 3 - How we will deliver the plan The effective delivery of this plan by the central University is dependent upon its governance, corporate leadership and departmental management, underpinned by effective financial, human resources, planning and performance approaches. These are briefly set out in the following section.

Management and governance overview The Board of Trustees is the governing body of the University and works closely with the Collegiate Council (representing heads of member institutions).

The VCEG is the senior managing body of the central University.

Its role is to advise the VC on strategic issues, oversee implementation of University strategy, manage the finances of the University and have oversight for significant operational issues and projects. It delegates oversight of certain matters to the Planning and Resources Group. A guide to current central University functions, as at 1 August 2016, is shown overleaf, with more details listed at the back of this Plan.

The University is regulated by HEFCE and HESA, and supplies regular financial and statistical information to these bodies. It issues an Annual Statement of Accounts in December each year.

Page 32

HR management HR operational priorities for 2016-17 are driven by the People Strategy (overseen by the VCEG), the needs of individual departments, feedback from staff and engagement from recognised trade unions. The HR Department will be reviewing, updating and communicating the People Strategy and engaging with staff and other stakeholders. Specific key projects and activities have been identified in this Plan under Aim 4. An HR Operational Plan is updated annually.

Project management The University has established a corporate framework, the Project Charter, through which major estates and ICT projects (over £100k) are approved. There are additional requirements for £1m projects that are governed by the Board of Trustees and Estates Committee. These arrangements are subject to continuous improvement, and in 2016-17 the University will introduce an enhanced process for capital planning and monitoring the ‘live’ phase of major projects.

Indicative organisation map - August 2016

Chair of the Board of Trustees

Deputy Vice-Chancellor

Vice-Chancellor

Aim 1 : Academic

Aim 2: Services

Pro Vice-Chancellor (Research), Dean and Chief Executive of SAS

Pro Vice-Chancellor (International), Dean and Chief Executive of UoLIA

School of Advanced Study

University of London Institute in Paris

Senate House Library

University of London International Programmes

Aim 3: Property

Pro Vice-Chancellor (Operations), Chief Operating Officer

University Secretary CoSector

Property and FM

• Institute of Classical Studies • Institute of Commonwealth Studies • Institute of English Studies • Institute of Historical Research

Corporate services The University Secretary also reports to VC and Chair of Board of Trustees for governance matters

SAS Central SAS Institutes and Libraries • Institute of Advanced Legal Studies

Aim 4: Organisation

Careers Group

• Property and FM Office • Halls of Residence • Conference Office • Building Projects • Student Central

• HR General Office • Payroll • Pensions • Organisation and Staff Development

• Governance and Secretariat • Academic Office • Legal Services • Records Management • Communications

• Financial Planning • Financial Services • Planning and Projects • Procurement

• Institute of Latin American Studies • Institute of Modern Languages Research

• Corporate ICT

• Institute of Philosophy • The Warburg Institute

• Development

Page 33

Operating Plan 2016-17

Financial position, plans, indicators and targets: 2016-17 University budget for 2016-17

University financial management

The University has agreed a deficit budget of £3.5m in 2016-17, with the University planning to return to near break-even by 2018-19. The University has cash reserves which provides the investment, both revenue and capital, for the period of this Strategy. After this period, the Financial Strategy requires us to return to the longer-term target of a surplus of c. £9m, which equates to c. 5% of the forecast turnover in order to sustain the University and meet its strategic objectives. This target combined with the external pressures of competition and public funding, require the University to continuously focus on cost efficiency, optimising income from property and services, and tackling areas of financial risk.

The VCEG has overall strategic responsibility for financial performance and planning, reporting to the Board of Trustees.The Chief Financial Officer advises the VC and VCEG on financial matters, both strategic and operational. The VCEG is supported in its remit by the Planning and Resources Group, which has a corporate oversight role and manage the annual ‘Planning Round’, a process that integrates the financial and planning cycle. Departmentally, Directors are responsible for meeting their agreed budgets, supported by their management teams. Financial monitoring of all budgets is undertaken monthly by finance staff, with agreed actions undertaken by departments.

Revised forecasts are prepared quarterly with reporting at the termly reviews, the VCEG and, where relevant, the appropriate University committee.

There is a capital plan of £24m.

Additional revenue investment, to support agreed plans, is £4.3m in the 2016-17 year: SAS (£1.3m), UoLIA (£1.2m), ULIP (£0.2m), Estates (£1m), Development Office (£0.2m), ICT (£0.5m).

Capital programme Capital plan item

£m 2016-17

Programme Beveridge

7.0

IALS and Warburg work

2.9

Redevelopment of property

2.5

Building maintenance programme (various projects)

5.3

Carbon reduction projects

0.6

Other building projects

0.7

ICT programme

2.5

CoSector

1.1

UoLIA new programmes

1.7

TOTAL

24.3

Budget 2015-16 £m Projection

2016-17 £m Budget

2017-18 £m Forecast

Income £m

150.9

163.2

176.4

Expenditure £m

155.3

166.7

177.8

(4.4)

(3.5)

(1.4)

(2.9%)

(2.1%)

(0.8%)

Operating surplus (deficit) £m Operating surplus %

Page 34

Performance and planning

Performance and planning The Operating Plan is part of an annual planning, performance and risk

Planning schedule

management cycle that links together the following key activities (fig1).

The Operating Plan is part of an annual planning, budget, performance and risk management cycle that links together key activities (fig1).

This Plan is intended as a working document that will form the basis for performance review. The University will review whether the objectives and indicators in the Plan have been effectively delivered.

The approach to performance management is a process of evidence gathering against objectives and plans, structured discussion and agreed improvement actions arising (fig2): Business Performance Framework: The University has selected a set of corporate indicators/activity data and targets that are closely linked to the new University Strategy and its objectives as set out in this Operating Plan.

This data will underpin the corporate performance and VFM report to the Board of Trustees. The corporate data set is supplemented by dashboards and management data collected at the departmental level.

Risk Management (RM) and Internal Audit: Planning and performance is also informed by the Universityâ&#x20AC;&#x2122;s risk and internal audit processes, which are the responsibility of the Board of Trustees with oversight delegated to the Audit and Risk Committee (ARC).

The principles of the Universityâ&#x20AC;&#x2122;s approach is set out in a Risk Management Policy. Detailed arrangements are contained in the Risk Management Plan (including a Risk Appetite Statement) and the Strategic Risk Register, which covers key corporate and operational risks.

The Universityâ&#x20AC;&#x2122;s Internal Auditor is Uniac, a shared service owned by its member universities. Uniac carry out an annual programme of risk-based audits to provide assurance on University processes and internal control.

The internal audit programme is monitored by the Audit and Risk Assurance Committee.

Key planning cycle dates

08/16 09/16 10/16 11/16 12/16 01/17 02/17 03/17 04/17 05/17 06/17 07/17

Operating Plan published Finish Audit of Year End Accounts Annual Corporate Performance/VFM Report Annual Financial Statements Annual Member Institution Service Statements Termly Reviews with departments Risk Register Review Points [ARC] Q1

Agree budget/quarterly monitoring

Q2

Q3 (figure 1).

Performance management process

Strategy and Operating Plan

Evidence collection (inc.

Indicators)

Structured review

Improvement actions

Monitoring of actions

(figure 2).

Page 35

Operating Plan 2016-17

Malet Street

University departments

University departments School of Advanced Study (SAS)

The University of London International Academy (UoLIA)

The School is funded for the purpose of research promotion and facilitation in the Humanities, broadly defined, through central academic initiatives and its constituent institutes and libraries, many of which have long and distinguished histories. The School is dedicated to serving the national and international research communities of its disciplines, complementing the work of other research institutions. It supports, inspires and advances research through a range of activities and services including: events, research training, fellowships, networks and collaborations, digital resources, publications services and library resources. SAS also undertakes research and postgraduate teaching in its areas of specialism.

UoLIA collaborates with 12 of the University’s member institutions to offer the University of London International Programmes, providing flexible learning programmes worldwide. Programmes are wholly funded by student fees.

Pro Vice-Chancellor (Research), Dean and Chief Executive of SAS – Professor Roger Kain Deputy Chief Executive and Director of Operations – Elaine Walters

Senate House Library (SHL) The University’s libraries together constitute one of the world’s most significant collections in the arts, humanities and social sciences. SHL provides services to c.160,000 visitors each year. Located in the centre of London and with a strong online presence, SHL delivers essential services to individuals, research teams, students and other customers from almost 200 countries.

Senate House Librarian – Jackie Marfleet

UoLIA has a mission to widen access to higher education internationally, and works with institutions around the world to support students enrolled on the International Programmes.

Pro Vice-Chancellor (International), Dean and Chief Executive of International Programmes – Dr Mary Stiasny Deputy Chief Executive and Director of Operations – Craig O’Callaghan

The University of London Institute in Paris (ULIP) ULIP promotes the study of the culture, language and literature of Paris and France, currently focusing on French Studies. A new Business Plan has been agreed which will enhance its research and public engagement, and also introduce new courses in International Relations and Business.

Chief Executive of ULIP – Tim Gore

University websites University of London - london.ac.uk

University of London Institute in Paris - ulip.london.ac.uk

University of London International Programmes - londonInternational.ac.uk

School of Advanced Study - sas.ac.uk

Institute of Advanced Legal Studies - ials.sas.ac.uk

Institute of Classical Studies - icls.sas.ac.uk

Institute of Commonwealth Studies

Careers Group The group is the largest network of higher education careers services in Europe and manages individual careers services primarily sited at member institutions, as a shared service. It provides a unique range and depth of services to the 14 institutional members of the Group.

Director of Careers Group - Dr Bob Gilworth

- commonwealth.sas.ac.uk

Institute of English Studies - ies.sas.ac.uk

Institute of Historical Research - history.ac.uk

Institute of Latin American Studies - ilas.sas.ac.uk Page 37

University departments

CoSector

Department of Finance and Planning

CoSector provides professional services, knowledge and expertise in student housing, digital computing and employer recruitment to the University and external bodies. The remit of the department is to provide high-quality services that generate a financial surplus for re-investment in the University’s academic mission.

Chief Executive of CoSector – Sally Townsend

The Department of Finance and Planning oversees the financial performance of the University, offers advice on finance matters and ensures financial accountability and control. It also leads on planning and performance management, risk management and procurement.

This work is carried out by four teams: the Financial Planning and Analysis Unit, the Financial Services Unit, the Planning and Projects Office and the Procurement Unit.

Chief Financial Officer – Andrew Murphy

Department of Property and Facilities Management The Department of Property and Facilities Management oversees the University of London estate and acts as a landlord for leaseholders and tenants, which include some of the University’s member institutions. This work is carried out by four teams: the Facilities and Contracts Unit (this includes environmental management and contracts for FM and catering), the Projects Unit, the Conference Office and the Halls of Residence.

The Department is also responsible for Student Central. A student services centre serving members of the University of London, and the wider community. Student Central provides its users with sports, health and fitness and leisure activities, social spaces, and commercial services.

Director of Property and Facilities Management – Paul Wilkinson to October 2016. Dr Ghazwa Alwani-Starr, starts December 2016

ICT Department Responsibilities and functions cover: University ICT governance, strategy and planning, IT business continuity and security management, Vendor Performance Management, lead ICT Procurement, systems architecture, business and IT Systems management, identity management, and the management of UoL internal ICT policies such as the IT Code of Conduct.

The operational running of some services will be managed by CoSector Director of ICT – Stuart Brown Page 38

Human Resources Department The Human Resources Department provides support services to the University in payroll, staff records, pensions, organisational and staff development, and recruitment, and provides advice on all types of employment-related matters.

Director of Human Resources – Kim Frost

University websites Institute of Modern Languages Research - modernlanguages.sas.ac.uk

Institute of Philosophy - philosophy.sas.ac.uk

The Warburg Institute - warburg.sas.ac.uk

Senate House Library - senatehouselibrary.ac.uk

Careers Group - thecareersgroup.co.uk

Vice-Chancellor’s Office and Department The Vice-Chancellor is supported in the day-to-day running of the University by the Pro-Vice Chancellor (Operations). Corporate services for the University and its member institutions are provided by the governance section (incorporating the Central Secretariat, the Legal Services Team, and the Academic Quality Office), the Development Office (alumni engagement and fundraising) and the Communications Office (also responsible for internal communications and events).

CoSector - cosector.com

Intercollegiate Halls - halls.london.ac.uk

Student Housing - housing.london.ac.uk

ULCC Vice-Chancellor - Professor Sir Adrian Smith Pro Vice-Chancellor (Operations) - Chris Cobb University Secretary - Maureen Boylan Director of Communications - Sandra Elliott Director of Development - Bill Abraham Director of Legal Services - John Stewart

- ulcc.ac.uk

Student Central - studentcentral.london

Operating Plan 2016-17

List of abbreviations ACCA

The Association of Chartered Certified Accountants

PT

Postgraduate Taught Student

ARC

Audit and Risk Committee

PVC

Pro Vice-Chancellor

EBITDA

Earnings Before Interest, Tax, Depreciation and Amortisation

QMUL

Queen Mary University of London

EMFSS

Economics, Management, Finance and Social Sciences courses led by LSE

Refugee Law Init

Refugee Law Initiative

FM

Facilities Management

RS

Research Student

FPIP

Financial Processes Improvement Project

SAG

SAS Strategic Advisory Group

FTE

Full-Time Equivalent

SAS

School of Advanced Study

HEFCE

Higher Education Funding Council for England

SHL

Senate House Library

HR

Human Resources

SITS

Student IT System

HEIs

Higher Education Institutes

UG

Undergraduate Student

IALS

Institute of Advanced Legal Studies

ULIP

University of London Institute in Paris

ICwS

Institute of Commonwealth Studies

UoL

University of London

IES

Institute of English Studies

UoLIA

University of London International Academy

IHR

Institute of Historical Research

UPP

University Partnerships Programme Ltd

ILAS

Institute of Latin American Studies

VC

Vice-Chancellor

ITGG

Information Technology Governance Group

VCEG

Vice-Chancellorâ&#x20AC;&#x2122;s Executive Group

KPI

Key Performance Indicator

VFM

Value For Money

LMS

Library Management System

VLE

Virtual Learning Environment

MOOC

Massive Open Online Course

Warburg

The Warburg Institute

Page 39

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