Information Systems Projects 2004-8 Estates Management System HR & Payroll CRM – Alumni, Corporate, Events, Student Support Decision Support (Admissions) Residences and Conferences Teaching Timetable Flexible Benefits Agresso 5.5
Information Systems Projects – possible work Web Infrastructure Programme Further CRM applications including support for Postgraduate Recruitment Processes Decision Support (other) Virtual Research Environment Award Management
ICT Strategy Impact Web Infrastructure Programme –Web experience will be tailored through a portal and expanded to include access to key institutional data –Web Content will be managed Family resemblance across all institutional web pages Greater coherence in quality and identity Modern governance processes ISS as curator Support for teaching, learning and research
Process Reviews Rolling programme to review all University processes:- –Do they do what they are supposed to? –Are they efficient? –Do they support our strategic direction? Started with Finance –Diagnostic work complete in 2007 –Implementation in progress (Agresso 5.5) Currently reviewing Postgraduate Recruitment –Report due in April Future areas under review, possible candidates are: –HR processes –Management of the student record –Student support processes
Cost of Finance Processes The total staff cost of finance in commercial organisations as a percentage of turnover is : Top quartile0.5% Median0.9% Bottom quartile1.8% LU cost is around 3.1% which places us below the bottom quartile (£3.9m out of £127m).
Realistic targets What is an appropriate target for us? LU is not-for-profit (higher costs as a % of turnover) LU may be subject to greater regulation than commercial businesses e.g. procurement regulations and funding body requirements The companies involved in benchmarking are likely to be the more efficiency-focussed companies BUT – even if we were only to achieve the bottom quartile figure of 1.8%, this would represent a saving of £1.5m per annum
Benefits expected from Finance process changes Reallocation of Resources –Reduced effort on transaction processing –Removal of parallel systems, further reduction in effort –Resources reallocated either to better finance support, e.g. more time on analysing and interpreting information, or to front-line activities Better decision-making –Better reporting –Better analysis More efficient and effective budgeting and planning processes
Common Messages Our processes have developed in an ad-hoc way Many tasks are done by people who are not adequately supported or trained. Growth means we cant manage this by informal networks anymore A lot of time is wasted looking for information Many departments are too small to do all the things they are expected to do
Why is this important? Growth in research and teaching needs to be supported by appropriate processes and infrastructure Too much resource is being wasted Not a problem for the finance department If we dont change things academic development will be constrained
Asset Utilisation CE/CP Ratio Comparisons Lancaster University 2.27 Sector - Research Intensive2.2 Sector - Small & Specialist2.6 Sector - All other1.9 Sector overall - England2.1
Teaching Space Utilisation (2005 EMS) Median frequency 54% Median occupancy49% Median utilisation27% (0900 to 1700 Monday to Friday)
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