6.1 Balanced Scorecard and Benchmarking
We have developed a prototype primarily financial scorecard for Departments so that we can begin to assess what Departments’ outputs are, compared with their consumption of resources in the broadest sense. This project has moved more slowly than wished, therefore our objectives remain broadly as last year. We will:
- Develop this financial analysis and separate estate, HR and educational assessments into a balanced scorecard to attempt to assess fairly inputs and outputs;
- Where possible, benchmark Departments to ensure equitable access to resources for needs (for example space utilization);
- Use the scorecard to help inform decisions on future allocations of resources, in a rational manner.
6.2 Information Technology and Strategy
The Clinical School Computing Service provides the IT infrastructure for over 4,000 users and in addition provides an opt-in “MINTS” individual user support package with over 2,700 subscribers. During the year a longer term CSCS Strategy for 2015-18 was developed, storage infrastructure developments improved service reliability, remote access developments improved service accessibility and the initial phases of the JSCS and NHS Data Sharing projects were successfully completed. We will:
- Implement the 2015-18 CSCS strategy with particular emphasis on customer service, service development and increasing cost-effectiveness and efficiency;
- Continue the Joint School Computing Service project with the School of Biological Sciences, leveraging the developing service portfolio from the University Information Service (UIS) to reduce the cost and improve the range of service for both Schools;
- Continue the NHS Data Sharing project, building on the proof of concept VPN connection with the NHS to develop a fully-fledged secure connection and hosting service which will provide researchers easy access to ePIC patient data;
- Leverage existing management tools to improve the power efficiency of infrastructure and end user computing, including exposing the energy cost of client systems to departments and implementing policies to control end user computing power consumption;
- Through the School IT Committee and the proposed School IT Business Manager functions ensure UIS services meet the requirements of the School and CSCS adds value to those services using its infrastructure, skills and experience.
6.3 Review of Administration
As the School grows and new buildings are occupied, this presents opportunities to achieve more flexible structures that are better stratified and sometimes economies of scale. We will:
- Assist Heads of Departments in achieving more integrated structures to deliver a better standard of service and support, for example in the Capella project building;
- Achieve greater integration between CATO and graduate administration support (both in the School Office and in Departments), sharing best practice and expertise and presenting a unified and easier to understand and access graduate administration structure for students and supervisors;
- Develop selected staff as cross-School Departmentally based experts for particular activities to streamline some job roles, especially in Department-based graduate student administration;
- Build on the success of the Recruitment Pilot as a more cost-effective and expert solution by including even more Departments;
- Encourage job-sharing and other flexible working practices in such a way as to reduce pressure on space and provide a better wrap-around service to academics.
The School’s estate strategy will necessitate a sustained effort to fundraise over the next two decades, or more, in particular to meet the challenge of renewing embedded space as the hospital’s buildings reach the end of their life. In addition, the School needs to become less reliant on single source NHS funding and seek to endow existing CAR-funded Chairs (or alternative Chairs which would allow UEF money to be re-deployed to pick up CAR deficit). The actions below relate to mitigating against Risk 8 in the Register. We will:
- Foster a deeper understanding of the role that philanthropy can and should play at the School of Clinical Medicine (SCM) via proactive engagement with faculty and staff throughout the academic year;
- Raise £20 million in philanthropic revenue for the SCM in academic year 2015/16 against designated development priorities centred on capital expansion, research and student support;
- Grow the development team to include two additional professional fundraisers dedicated to SCM development activities;
- Maximize SCM leadership engagement with prospective principal and major gift donors in order to where possible, fast-track prospects through the gift cycle;
- Continue to build a robust pipeline of qualified principal and major gift prospects for the SCM;
- Ensure that SCM development priorities are highly visible across the institution particularly at Campaign Board level.