Estates & IT Services Business (Delivery) Plan 2012-18

Estates & IT Services April 2012 Business Plan 2012-18 V2.5

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Estates & IT Services Business (Delivery) Plan 2012-18 Author: EIS Executive Team Date: April 2012 Version: 2.5


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Contents 1 INTRODUCTION ................................................................................................................................................................................................. 4

2 CONTEXT .......................................................................................................................................................................................................... 5

2.1 VISION FOR EIS ............................................................................................................................................................................................ 5 2.2 CORE IMPERATIVES FOR EIS ............................................................................................................................................................................. 6 2.3 CONTRIBUTION TO THE STRATEGIC PLAN 2012-2018 ............................................................................................................................................. 6 2.3.1 Service Excellence ............................................................................................................................................................................... 6 2.3.2 High Class Estates Facilities and Services .............................................................................................................................................. 6 2.3.3 High Class IT Services ......................................................................................................................................................................... 7 2.3.4 Environmental Impact ......................................................................................................................................................................... 7 2.3.5 Partnership ......................................................................................................................................................................................... 8

3 BU STRATEGIC PLAN 2012-18 REQUIREMENTS RELEVANT TO ESTATES & IT SERVICES ....................................................................................... 9

4 SCHOOLS AND PROFESSIONAL SERVICES REQUIREMENTS RELEVANT TO ESTATES & IT .................................................................................... 13

4.1 COMMON ESTATES REQUIREMENTS ACROSS SCHOOLS AND PROFESSIONAL SERVICE DELIVERY PLANS................................................................................. 14 4.2 COMMON IT REQUIREMENTS ACROSS SCHOOLS AND PROFESSIONAL SERVICE DELIVERY PLANS ........................................................................................ 15 4.3 PROPOSED GUIDING PRINCIPLES FOR SPACE MANAGEMENT ..................................................................................................................................... 16 4.4 CREATION OF ADDITIONAL SPACE ..................................................................................................................................................................... 17 4.4.1 Social Learning Space ........................................................................................................................................................................ 17 4.4.2 Proposals for Creating Space for New Academic Staff and PGR Students for 2012-13 ............................................................................ 18 4.4.3 Constraints ....................................................................................................................................................................................... 20 4.5 PROPOSALS TO INCENTIVISE ACADEMIC STAFF TO RELINQUISH OFFICE SPACE ............................................................................................................. 20 4.6 UPGRADES TO LABORATORY FACILITIES ACROSS SCHOOLS ...................................................................................................................................... 21 4.7 ONLINE LEARNING / SUBMISSION ..................................................................................................................................................................... 21

5 CROSS-CUTTING THEMES ................................................................................................................................................................................ 22

5.1 STUDENT SATISFACTION ................................................................................................................................................................................ 22 5.2 STAFF SATISFACTION .................................................................................................................................................................................... 22 5.3 FINANCIAL VIABILITY AND EFFICIENCY ............................................................................................................................................................... 23 5.4 INTERNATIONAL RECRUITMENT ........................................................................................................................................................................ 23 5.5 REGIONAL & COMMUNITY ENGAGEMENT ............................................................................................................................................................. 23 5.6 WIDENING PARTICIPATION, EQUALITY & DIVERSITY ............................................................................................................................................. 23 5.7 EXTERNAL MARKETING & COMMUNICATIONS ....................................................................................................................................................... 24 5.8 ENVIRONMENTAL MANAGEMENT ....................................................................................................................................................................... 24 5.9 INNOVATION ............................................................................................................................................................................................... 24 5.10 LINK BETWEEN CROSS CUTTING THEMES AND THE ESTATES AND IT PLANS ................................................................................................................. 25


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6 SUMMARY OF PROGRESS AGAINST BUSINESS PLAN FOR ESTATES & IT SERVICES ............................................................................................. 26

6.1 SUMMARY OF ESTATES PROGRESS AGAINST THE GEMINI PROGRAMME ........................................................................................................................ 26 6.2 SUMMARY OF IT PROGRESS AGAINST THE MAGELLAN PROGRAMME ............................................................................................................................ 26 6.2.1 Increasing the Pace of Delivery .......................................................................................................................................................... 28 6.2.2 IT Services Capability Improvement ................................................................................................................................................... 28 6.2.3 Implementing a new Target Operating Model within IT Services .......................................................................................................... 29 6.3 EIS DELIVERY PLAN ...................................................................................................................................................................................... 29

7 DETAILED BUSINESS PLAN FOR ESTATES & IT SERVICES .................................................................................................................................. 30

7.1 STRATEGIC DIRECTION .................................................................................................................................................................................. 30 7.2 SERVICE EXCELLENCE .................................................................................................................................................................................... 31 7.3 LEADERSHIP & TEAM DEVELOPMENT ................................................................................................................................................................. 32 7.4 FINANCE & RESOURCE MANAGEMENT ................................................................................................................................................................ 33 7.5 TARGET OPERATING MODEL ............................................................................................................................................................................ 34 7.6 BUSINESS IT STRATEGY IMPLEMENTATION .......................................................................................................................................................... 36 7.7 ESTATES STRATEGY IMPLEMENTATION ............................................................................................................................................................... 38 7.8 ENVIRONMENTAL MANAGEMENT ....................................................................................................................................................................... 40 7.9 GOVERNANCE, RISK AND COMPLIANCE ............................................................................................................................................................... 41 7.10 COMMUNICATIONS & CHANGE MANAGEMENT ....................................................................................................................................................... 42 7.11 KEY PERFORMANCE INDICATORS (KPIS) ............................................................................................................................................................ 43 7.12 SUPPORT REQUIRED FROM UET FOR SUCCESSFUL DELIVERY OF ALL BUSINESS PLANS .................................................................................................... 45

8 RISKS AND ISSUES .......................................................................................................................................................................................... 46

8.1 RISKS........................................................................................................................................................................................................ 46 8.2 ISSUES ...................................................................................................................................................................................................... 46

APPENDICES – PREVIOUSLY INCLUDED ................................................................................................................................................................... 47

APPENDIX E – LINK BETWEEN CROSS CUTTING THEMES AND ESTATES AND IT PLANS ............................................................................................. 48

APPENDIX E – LINK BETWEEN CROSS CUTTING THEMES AND ESTATES AND IT PLANS ...................................... ERROR! BOOKMARK NOT DEFINED.

APPENDIX F – THE IT SERVICES CAPABILITY IMPROVEMENT SUBMISSION ............................................................................................................... 51

APPENDIX K – CAPACITY & CAPABILITY ISSUES – IT STRATEGY & PLAN ................................................................................................................... 60

APPENDIX L – CAPACITY & CAPABILITY ISSUES – ESTATES STRATEGY & PLAN ......................................................................................................... 65

APPENDIX M – ISSUES – CARBON MANAGEMENT PLAN ............................................................................................................................................ 67

APPENDIX N – DISCUSSION PAPER FOR ACADEMIC SPACE REVIEW ................................................................... ERROR! BOOKMARK NOT DEFINED.


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1 INTRODUCTION

BU Vision & Values1 and the BU Strategic Plan 2012-182 set out the vision and journey for the University, to reach its goal by 2018 of 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. As a strategic enabler of performance, growth and innovation, the University’s Estates and IT Services (EIS) have a pivotal role to play in enabling students, staff and partners to collaborate and grow to achieve the strategic goals. Information, and the technology that supports it, represent a critical asset for the University as a modern and innovative higher education institution. Information must be easily accessible, always available and secure to ensure students receive an excellent service and to enable the business to operate efficiently and effectively. Similarly the University’s physical estate and its supporting services need to provide all stakeholders a high-quality environment where creating, sharing and inspiring is nurtured and encouraged. Whilst much of estates provision is functional, some inspiring and relaxing spaces can contribute greatly to the well-being and motivation of students and staff alike. The University recognises that its activities have an impact on the environment at local, regional, national and global levels and acknowledges its responsibility for environmental protection. EIS is committed to act in a responsible manner in relation to carbon emissions and will continuously review and seek to reduce its carbon footprint across all of its operations in response to challenging national targets. This Business Plan sets out how the EIS team will provide new and improved facilities and services, and will raise its own performance, to enable achievement of the University’s vision. The Plan is written for consumption by senior management, stakeholders and internal staff, and therefore some content is reproduced from other documents for clarity.

1 BU Vision & Values, July 2011 2 BU Strategic Plan 2012-18, January 2012


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2 CONTEXT The BU Strategic Plan 2012-18 sets out the aims and objectives for the University’s development and growth and highlights specific areas where a major contribution is needed from Estates and IT in their capacity as strategic enablers. BU2018 requires EIS to be a pro-active team, fully engaged with its clients across the University community, influencing their strategies and delivering solutions, making a rich contribution to achieving the University’s goals in a sustainable manner.

2.1 Vision for EIS

Building on its existing strengths, Estates & IT Services will be a leader in service excellence provision, delivering facilities and services that meet the needs and expectations of its clients, and maximising the value it delivers to the whole University community - students, academics, Schools, Professional Services, partners and suppliers

This means a cohesive team delivering services to match client needs at three levels: 1. Solid Utility - reliable delivery of good quality secure core services, facilities and infrastructure, that are value for money and environmentally

sustainable, to keep the university running day-by-day, month-by-month. 2. Trusted Supplier - shaping and delivering new facilities and business systems to enrich the student and staff experiences and enable growth in

education, research and professional practice programmes. 3. Business Partner – collaborating, shaping and co-ordinating of business aligned strategies for Estates and IT, to enable university groups to

fulfil their own strategic plans.

Making this transition will necessitate significant changes in processes, roles and behaviours, with appropriate financial investment, and will demand clear and consistent leadership from the management team. It will be essential to support staff closely through the change process, so that commitment and morale is maintained and service delivery is maximised. By 2013, EIS will be in position to benchmark its performance relative to peer group UK universities, and be acknowledged by its peers as the leading provider of Estates and IT services.


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2.2 Core Imperatives for EIS

EIS’ planning and activities are driven by four core imperatives:

o Ensuring close alignment to the Strategic Plan, in relation to investment decisions, priorities and business requirements

o Ensuring close alignment to the School / Professional Services Delivery Plans, in relation to investment decisions, priorities and business requirements

o Delivering high-quality secure services to all user groups within a framework of service excellence

o Continuously improving performance, to optimise cost efficiency, staff motivation and risk management

2.3 Contribution to the Strategic Plan 2012-2018

EIS will demonstrate its capacity and capability to deliver a full range of low cost, responsive and innovative services, making its full contribution to BU’s growth and standing amongst UK Universities. EIS recognises that for a professional services organisation striving for service excellence, an ethos of continuous improvement is essential, since “today’s excellent is tomorrow’s good”.

2.3.1 Service Excellence

o EIS has a primary role to play in promoting and delivering service excellence across the University. This will underpin many of the academically focussed objectives of the Strategic Plan and provide a direct contribution to an improving student and staff experience.

o EIS will be an exemplar of service excellence practice, with the principles embedded in all its process and people.

2.3.2 High Class Estates Facilities and Services

o The physical estate and its associated facilities management services will provide the environment in which creating, sharing and inspiring can flourish. Student and staff alike will benefit from a high-quality, fit-for-purpose and safe physical environment that enables them to achieve and grow.

o The Strategic Plan provides for investment of some £105.7m in the Estate over the plan period, funding a rich programme of new academic and social facilities, building enhancements and carbon reduction measures. This shows an unprecedented commitment to


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improving the quality and facility of the physical estate to the benefit of the whole University community, and will ensure that the estate enhances the University’s competitive position.

o A cross-reference table is provided in Appendix A showing how each planned estates investment project will contribute to Strategic Plan headlines. Details of the planned Estates investment programme can be found in the Estates Plan 2012-18 (Appendix B).

2.3.3 High Class IT Services

o It was recognised in the previous IT Plan 2010-15 that investment in IT services had lagged behind comparable universities in offering key student services such as online applications and enrolment and wireless networks, and in the use of IT to drive down operating costs and make information more accessible to users. The strategic goal is to move the capacity and capability of the University’s IT services to a “performing” level, which will be amongst the best available in peer universities.

o The Strategic Plan re-affirms the commitment to this step-change in IT services provision, and provides for some £24.9m of capital investment over the plan period 2012-18 in new IT systems and services with the associated revenue funding. This will place the University in a strong competitive position in being able to offer students and staff a high-quality level of IT services provision.

o Delivery of the IT Plan needs the support of UET to remove some of the inhibitors impacting progress. If the conditions are created whereby the EIS team can lead, manage and resource the implementation work, then project efficiency and momentum will greatly improve and much-needed benefits to the business quickly brought on stream.

o A cross-reference table is provided in Appendix C. showing how each planned IT investment project will contribute to Strategic Plan headlines. Details of the planned IT investment programme can be found in the updated IT Plan 2012-18 (Appendix D).

2.3.4 Environmental Impact

o Steady progress is being made in reducing the University’s carbon footprint, but achieving the overall carbon reduction target by 2015/16 will be challenging. Since 2005/6 there has been a 27% increase in floor area of the estate; however carbon emissions have increased by just 9%.

o EIS will continue to develop, maintain and monitor a credible carbon management plan that will drive down the University’s emissions.

o Students, and to some degree staff, place a high value on the University’s commitment to environmental management. EIS will continue to focus its activities over the plan period to ensure the University’s environmental credentials are maintained and held in high esteem by students, other Universities and organisations.


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2.3.5 Partnership

o The BU Vision & Values and Strategic Plan 2012-18 set out a compelling vision of how the University will create a world-class learning community, offering a stimulating, challenging and rewarding experience for students and staff alike.

o Clearly the academic endeavour of the University must always be its core purpose and enjoy primacy in the allocation of resource and be the focus of management attention. Students must come first, followed by staff in the front-line of delivering education, research and support services to students.

o In order for the University community as a whole to operate successfully, the core academic purpose must be supported by a highly efficient, fit-for-purpose and integrated set of professional services. Amongst the service providers, EIS has a pivotal role to play, given the high dependency on these services for nearly every aspect of University life. Whilst a lot of what EIS does, operates in the background, when something goes wrong it is soon very evident to a large number of people and can be very disruptive to day-to-day running. Equally for the University to make big improvements in the student experience, or to generate new income streams, or to make substantial savings in its operating costs, it is oftentimes reliant on EIS to deliver new and innovative systems and services. It is essential therefore that EIS is a high-performing team that delivers successfully in accordance with the University’s plans.

o In executing this Business Plan, EIS is looking forward to continuing to work in partnership with students, academic schools and other professional services and, with the support of UET and the Board, to playing its full part in achieving the aims of BU2018.


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3 BU STRATEGIC PLAN 2012-18 REQUIREMENTS RELEVANT TO ESTATES & IT SERVICES BU Strategic Plan 2012-18 set out the overarching aims and objectives. It provides a set of high-level requirements for service development and delivery performance, against which EIS has developed plans and budgets to radically improve the academic and support services available to the University community over the plan period 2012-18.

Table 1: BU Strategic Plan: High-level Requirements

Environment

Aims: Plan headlines: Plan details: Cost/planning implications: E1. Provide world-

class facilities to support world-class performance.

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

We will capture our plans for the estate in an Estates Plan which will be presented to the University Board in April 2012, and we will review it periodically thereafter. The Estates Plan will focus on investing in academic and student space in support of the strategy set out in the Creating, Sharing & Inspiring Strategies. Specifically we will seek to provide flexible and agile space that can be adapted for multiple purposes in all new developments. We will benchmark our estate and facilities against those universities with whom we compete, and we will ensure our estate and facilities remain competitive. We remain committed to our two principal campuses at Talbot and Lansdowne. Our first priority will be to develop a significant and coherent presence in the Lansdowne campus by 2015 through the development of a flagship Lansdowne Exchange building. As part of the Estates Plan we will maintain a long-

The financial envelope for the Estates Plan has been included within the financial forecasts provided as part of BU2018. We will ensure 80% of space used by students can be measured as HEFCE Condition A or B and Functional Suitability Category 1 or 2 by 2018. Acquire a site and planning permission for the Lansdowne Exchange development by the end of 2012. Current cost estimate of £23.5m.


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term view, based on a two campus model, with respect to planning, land acquisition, creation of open space, car parking and capital building projects. This will ensure short- and medium- term estates developments do not restrict long term aspirations and opportunities for academic developments and a changing academic footprint. We will consider options for different forms of HE provision, either at alternative locations or through alternative methods of delivery such as online learning, as and when we identify such opportunities through regular horizon scanning.

E1B. Invest in and develop flexible learning and social space focused on providing a collaborative learning environment for staff and students at the heart of both our two campuses.

The co-creation and co-production of research and education is a key component of BU’s academic strategy. We will ensure that the built environment plays a critical role in creating collaborative, inspiring academic space for innovative learning. We will invest in and develop flexible learning and social space to encourage and facilitate staff/student interaction. We will seek to offer a consistent level of student experience across all University locations.

The financial envelope for the Estates Plan has been included within the financial forecasts provided as part of BU2018.

E1C. Differentially invest in areas of outstanding academic excellence through estates investment in research and educational facilities.

While our aspiration is to create a world-class learning environment for all our academic areas we will focus resources on areas of outstanding academic quality to provide them with facilities which allow them to compare favourably with similar academic areas anywhere in the world.

The financial envelope for the Estates Plan has been included within the financial forecasts provided as part of BU2018.

E1D. Working in partnership with others, develop student accommodation which is of a

By 2018 we will ensure all first year and overseas students are able to obtain a place in BU-controlled accommodation, regardless of when in the year

For BU owned, leased and managed accommodation, rental income will match expenditure over the medium term.


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comparable standard to any HEI within the UK.

they commence their studies with us. For third party developments, BU costs will be restricted to the costs of establishing and administering the contracts with the other parties.

E1E. Ensure that BU operates an affordable, sustainable and secure estate.

Over the period to 2018, we will invest in our estates and facilities a capital amount not lower than the equivalent of our depreciation charge over the same period.

This excludes changes in revenue costs (utilities, etc.) as a result of capital investment in the estate.

E1F. We will respond to the needs of our students and staff to ensure that there is 24 hour access 7 days a week to key services.

We will explore a range of working practices including supporting flexible working for staff with respect to enhanced service levels in Estates and IT facilities.

The financial envelope for the Estates and IT Plans has been included within the financial forecasts provided as part of BU2018.

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

We will capture our plans for IT in an IT Plan which will be presented to the University Board in April 2012. By 2015 we will ensure IT services are operating at a ‘performing’ level as a minimum as defined by our 2010 IT Strategy and updated by our 2012 IT Plan. We will invest in our IT infrastructure to ensure improved availability of core systems.

The financial envelope for the IT Plan has been included within the financial forecasts provided as part of BU2018.

E1H. We will develop IT systems which improve student and staff experience of administrative systems and simultaneously result in cost reductions to the organisation.

Through greater use of automated systems and improved data exchange between BU systems we will improve our student and staff experience of administrative systems at BU for example with respect to HR, Finance, Student Records and Enrolment thereby reducing administrative cost per transaction and per student whilst simultaneously improving service levels.

The financial envelope for the IT Plan has been included within the financial forecasts provided as part of BU2018.

E2. Reduce our impact on the

E2A. Reduce our carbon footprint. We will continue to develop, maintain and monitor a credible carbon management plan that will drive our

Within the 2010 Estates Strategy, £5m has been set aside for investment in CO2


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environment emissions down. Achieve, as a minimum, the Building Research Establishment Environmental Assessment Method (BREEAM) ‘Excellent’ rating for all major estates projects over £2m in value.

reduction. This is included in the financial forecasts provided as part of BU2018. We will reduce our carbon emissions by 30% (c/w 2005/06 actual) to 5792 tonnes in 2015/16 and by 40% to 4965 tonnes by 2020. Cost premium is likely to be 10% of building costs but with pay back within 10 years from lower utility costs.

E2B. Maintain BU’s excellent credentials in environmental management including in areas of waste management and recycling, and water consumption.

We will continue to focus efforts to ensure that over the period of the plan we retain a place in the top 10 of the People & Planet Green League Table. We will seek to achieve Platinum EcoCampus status (ISO14001) by December 2012 and retain it thereafter. We will ensure that our environmental credentials are held in high esteem by other universities and organisations.

E2C. Be recognised as an organisation with strong corporate social responsibility.

We will play our part in improving the quality of life in the local community through involvement with community and residents’ groups and regional fora.

Minimal marginal cash cost but commitment of staff time may be significant. See also Creating Strategy. See also Sharing Strategy.


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4 SCHOOLS AND PROFESSIONAL SERVICES REQUIREMENTS RELEVANT TO ESTATES & IT All Schools and Professional Services are required to publish Delivery Plans, which detail how they are to achieve relevant BU Strategic Plan 2012-18 requirements. Estates and IT underpin many of the Schools and Professional Services activities that they envisage undertaking and hence EIS must provide solutions for these more granular requirements. EIS has examined the Delivery Plans of Schools and Professional Services for Estates and IT Requirements. In summary, the majority of the plans focussed on:

o The need for more social learning space at both Lansdowne and Talbot campuses and need for social space at Talbot o Increasing numbers of students and academic staff, which will impact the EIS plan in terms of space and technology requirements o Increasing focus on remote learning including greater need for online resources for learning, development and assessment, including distance

learning o The use of technology for the delivery of information via mobile technology

Below, Table 2 (Estates) and Table 3 (IT) highlight where common themes have been identified across Delivery Plans as follows:

o Red cells indicate where three or more Delivery Plans mention the same generic requirement, i.e. a requirement for additional space o Amber cells indicate where two Delivery Plans mention the requirement. o The dates stated in the Red / Amber cells are the ‘deliver by’ dates specified by School / Professional Services.

Requirements that were mentioned by one Delivery Plan have been omitted from Tables 2 and 3, but are recognised by EIS and have been cross-checked against the project portfolio to ensure capture.


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4.1 Common Estates Requirements across Schools and Professional Service Delivery Plans Table 2 – Estates

School ofTourism

HSC BusinessSchool

AppliedScience

DEC MediaSchool

SAS OVC F&P HR&OD

M&C

New buildings / New spaceApplied ScienceDistinctive learning environment including laboratory and analytical suitesCreation of a Science and Technology Hub(STH) to support businesses and access to wet laboratory facilit ies and high end equipment.Common academic structure requires additional wet lab facility/upgrades to lab facilit ies.DECDevelop a new Science & Technology Building SEnIANeuroscience strategy, if this shows promise investment in a Centre for Neuroscience at BU.Digital Entertainment Incubation Hub for start-up companies created by our studentsResearch space and physical equipment base in Tolpuddle House for equipment and office space for PGR’sVision for a Science & Technology Building at Talbot CampusMaterial Properties and Imaging Experimental Technique Centre (feasibility).Media SchoolNew building replacing Weymouth House on a 5-7 year horizonNew lab (20 computers) is required, ideally in Weymouth House.A new 20 seat Apple Mac lab to be providedProposed temporary relocation of Media Post Graduate Framework outside of Weymouth House.SASLiving and Learning ZoneO VCGrad school accommodation on both campuses 9/12 for Talbot and end 2013 for LansdowneBusiness SchoolRe-configure space for to relocate BS administrative staff to the EBCPart of first floor to be converted to teaching spaceAccommodate Graduate School provision for Lansdowne campus

Improve staff working environmment, recruitment of high calibre staff / researchers

Space for additional academics and researchers 2013 2018Social space for staff

Social learning space for students.

Develop open/flexible learning space which are excellent/welcoming physical resources for teaching & learning.

Lansdowne Exchange Building 2018 2015/18Link Building Weymouth and Christchurch House 2013/14 2014/15


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4.2 Common IT Requirements across Schools and Professional Service Delivery Plans Table 3 – IT

School ofTourism

HSC BusinessSchool

AppliedScience

DEC Media School

HR&OD

SAS OVC F&P M&C

O nline learning / submissionHSCOnline- submission, marking and feedback for assignments/e-portfolio; 70% by 2012-2013, 90% by 2015-2016DECDesign and Engineering - work with Business School to develop/enhance a range of Project Management courses with online delivery.Engaged with commercial providers of online and distance learning Masters Programmes.Foster access through e-learning and new technologiesThe BU infrastructure needs to support different delivery modes providing stable/reliable infrastructure to support distance learning.O VCAn increase in international student numbers and opening up our courses to enable students to study from abroadNew IT facilitiesApp SciAdditional dedicated IT suites/open access facilit ies – Deliver by academic year 2013/14DECDigital Entertainment Incubation Hub for start-up companies created by our studentsMedia School Feasibility of a Material Properties and Imaging Experimental Technique Centre considered with Applied Science and possibly the MS.New lab of 20 computers is required, ideally in Weymouth House so as not to fragment delivery across the campus.New 20 seat Apple Mac lab to be provided

CollaborationHSCIntegrated governance across Dorset (Dorset Research Consortium) to allow sharing of processes and resources DECSocial Computing (initial partners: Technical University of Munich and LERO- The Irish Software Engineering Research Centre). This would also be a jv with Psychology.Information Assurance (with City and Birkbeck, and possibly Westminster)O VCForm strategic partnerships with international bodies which implies a minimum standard of security and connectivity

Business Intelligence (and CRM for M&C) 2014Enhance CPD – this is in development currentlyMedia SchoolExploring transnational delivery of Masters CPD framework in China and India. The former is in an advanced stage of developmente-Resources (VLE) / Mobile technology / Flexible working – implications on View, mobile tablets

Blended learning strategy implemented and simulation strategy 2013-14 2013-18


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EIS were asked to propose solutions to specific issues that may not have been previously included in business plans. The following outline initial proposals but will require further investigation and discussion:

4.3 Proposed Guiding Principles for Space Management Efficient space management is an ongoing concern for BU particularly at the Talbot Campus and ahead of the Lansdowne Exchange. Long term strategic plans are in place however, to support the schools and professional services in the short term, effective utilisation of available space is essential. To this end, the following is a proposal for the some guiding principles for space management which will help further shape the Estates Plan (which details the strategy for Estates towards BU2018) and the Space and Environment Task and Finish Group: Guiding Principles for Space Management

1. Relocate non-student facing School staff and Professional Services to Lansdowne Campus where practicable. 2. Provide additional temporary accommodation for teaching purposes on the Talbot Campus. 3. Create PGR centres at both Talbot and Lansdowne Campuses. 4. Release central teaching space for academic office use where operationally viable. 5. EIS to provide oversight of the utilisation of all University Space to ensure best use is being made of the available accommodation. EIS will

undertake utilisation exercises of dedicated School space to see if greater use can be made of these areas. 6. Where academic or support staff are home working on a regular basis or are on part-time contracts, dedicated workstations should not be

provided. In such circumstances staff should hot desk with those working on similar reduced campus based hours. 7. EIS will provide a range of technical solutions for those staff willing and able to work from home and work with Schools and Professional

Services in identifying space sharing/hot desking opportunities. The above principles will need to be agreed by UET. Upon agreement, the Estates Plan can be updated to reflect any change, along with any changes from the Space and Environment Task and Finish Group.


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4.4 Creation of Additional Space Below are a number of options to create additional social learning, academic and post-graduate research space. If the following space creating options (focussed over the next 2 years) were to be implemented, the total released space would be 764 m2 (8,223 sq ft).

4.4.1 Social Learning Space In the next 2 years the following initiatives will be progressed: Academic Year 2012-13

o Further social learning space is planned for this summer in time for 2012/13 within the ground floor of the SMCL main core building, with capacity for around 20-30)

o EIS will release seminar room DG68 adjacent to the DHAOC and convert to 24/7 social learning space with wireless and fixed PC access o The current Graduate School, PG63, to be converted to a PG social learning lounge when the GS moves to DG02 o By freeing up DG68 and PG63, an additional 128 m2 (1,377 sq ft) will be created o EIS to work with SAS to provide additional space on the ground floor of the SMCL o EIS will ensure current in-train projects to provide further social spaces in both Bournemouth House and Poole House are complete and

operational for September 2012 Academic Year 2013-14

o Consideration will be given to integrating the SMCL café into the main building by knocking through the current dividing wall. Security issues need to be factored into the planning process as this would create a second entrance/exit to the main library block. Additionally, a new solution for the current journal shelving would also create a further capacity for approximately 40 seats

o In room DLG26 in the SMC Library, an additional 21 PCs have been provided

Beyond 2014 Beyond 2013/14, the long-term issues at Talbot will be addressed through several planned projects:

o Sports Enhancements Phase 2 – includes some social spaces o Academic Space Expansion - approximately 3500 m2 in-filling between Weymouth House and Christchurch House o Talbot Exchange – 4000 m2 of mixed purpose academic, social learning and student support facilities

These projects are outlined in detail within the Estates Plan 2012-18.


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More external social space will be provided through the Poole House Rear Courtyard Project. The project represents the first step towards the delivery of the ‘University Street’ master plan for the Talbot Campus and will deliver the following improvements:

o The Poole House Rear Courtyard will be re-landscaped to improve the provision of flexible green spaces, the quality and amount of covered social seating and pedestrian access and circulation routes to the rear of Poole House and the Lees Lecture Theatre Block. A large canopy is also proposed to link the rear of Poole House with the Lees Lecture Theatre Block.

o A large canopy and new external seating will be installed in the Library courtyard to address the current lack of external social, relaxation and informal learning environments at the Talbot Campus.

o A disabled access ramp will be provided at the Kimmeridge site entrance. The physical construction works will be delivered over the summer period during 2012.

4.4.2 Proposals for Creating Space for New Academic Staff and PGR Students for 2012-13

CMB approved a Space Review Project Request paper in March 2012 with the following objectives:

o Objective 1 – Review and assess options for a short term solution to the space requirements across both Talbot and Lansdowne o Objective 2 – Review and assess options for a longer term solution to the space requirements across both Talbot and Lansdowne o Objective 3 – Consider the space utilisation of Schools and current usage of space against the future prediction of academic staff o Objective 4 – Consider the space and operational need of the Graduate School

The initial short term challenges for the new academic year 2012/13 will require a range of solutions and are likely to include:

o Relocation of Graduate School from to DG02, freeing up PG63 for additional academic space o Creation of additional Graduate School satellite office within EBC 1st floor for PGR student use o Relocation of the Residential Services team from 1st floor Talbot House to Lansdowne Campus o Use of large open space in Tolpuddle Annex, TA105 o Relocation of back office support staff from Talbot to Lansdowne where possible o An additional modular building in Car Park 5 (during 2012/13 but possibly not operational for the start of the academic year) and the

creation of 4 temporary seminar rooms in advance


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The following outlines the school specific requirements and actions for academic and teaching space at Talbot Campus:

School

Requirements/Actions

Space Created

TMS • EIS to release Annex 1 Tolpuddle House, 1st floor, for the use of MA Media Framework

• EIS to reconfigure existing space within Weymouth House to create additional teaching, academic and PGR space

• Maximum 32 new academic/PGR

freeing up TA103 and TA105 will create 162 m2 (1,743 sq ft)

DEC • EIS to release seminar room P421 for academic teaching or PGR/staff use

• EIS to facilitate the move of SAS from the rooms around PG04 to Talbot House 1st Floor – PG04 to be utilised by DEC as required


freeing up P421 and PG04 will create 217 m2 (2,335 sq ft)

SoT • EIS to release seminar room D207 for PGR open plan use

• EIS to facilitate the move of the CRE Operations team from D232 to Melbury House 4th floor – D232 to be utilised as either a central PGR space for all School use or released to SoT for additional academic staff use


freeing up D207 and D232 will create 176 m2 (1,894 sq ft)

ApSci • EIS to release seminar rooms C216/D165 for open plan academic staff or PGR use


freeing up C216 and D165 will create 81 m2 (871 sq ft)

BS • PhD students on F6 should be relocated to F5

• EIS to work with BS to improve the utilisation of EBC

0

A discussion paper for the Academic Space Review has been produced separately and already discussed with UET which details much of the above information.


20 30/04/2012

4.4.3 Constraints

o Talbot House 1st floor can only be freed by the move of Residential Services to the Lansdowne Campus (CMB Project Request approved and Project currently in-flight)

o Central seminar rooms can only be released through the provision of 2 x modular buildings at Talbot Campus operational for September 2012 and split into 4 x 40-seater seminar rooms. Planning permission would have to be sought and approved

o Schools will have to accept additionally released space on a ‘taken as seen basis’ with minimal configuration works o Budget and Project Management resources made available as required (UET support required)

4.5 Proposals to Incentivise Academic Staff to Relinquish Office Space The primary way academic staff can be incentivised to relinquish office space would be to increase the capability around flexible working. There are a number of options as follows:

o Increasing the number of View licenses to enable working from home with staff using either BU owned or private personal PCs – licensing is expensive and increased infrastructure capacity will also be required so commitment to its usage would need to be agreed before extending the current provision

o BU funding for broadband connectivity at home locations for relevant staff o Increasing the provision of laptops and mobile devices to enable staff to work from any location o Provision of a hot desk area providing a mixture of fixed PC equipment and connectivity for laptops, with availability information sent to mobile

devices (such as the PC availability for students) o Office sharing between academics whilst utilising any of the above

Agreement of staff to release and relocate their offices is likely to be very contentious, requiring a clear directive and sustained commitment from UET.


21 30/04/2012

4.6 Upgrades to Laboratory Facilities across Schools There are a number of school specific scientific based laboratory facilities throughout the University within the schools of Tourism, Health and Social Care and Applied Sciences. The School of Design, Engineering and Computers and Media School have a series of computer based laboratories. All of these facilities have lacked sufficient investment for a number of years and are therefore failing to meet the needs of the University. In advance of the longer term objective to construct a dedicated STEM laboratory building, investment is required to refurbish existing facilities as well as the reconfiguration and relocation of the existing HSC laboratory facilities in Bournemouth House as part of the Lansdowne Exchange project. It will further support the short term requirements identified in the Post Newton Report for the new school prior to longer term consolidation of facilities as part of the dedicated STEM centre project. In summary; Dorset House Lab

o Detailed design complete o Tender documents issued on 04/04/2012 o Tender return programmed for

25/04/2012 o Tender interviews programmed for

02/05/2012 o Appoint main contractor 11/05/2012 o Work programmed to commence

30/05/2012

Bournemouth House Lab

o Detailed design complete o Tender documents issued on 04/04/2012 o Tender return programmed for

25/04/2012 o Tender interviews programmed for

02/05/2012 o Appoint main contractor 11/05/2012 o Work programmed to commence

30/05/2012

Poole House labs PG73 and PG82

o Detailed design ongoing o Tender release programmed for

07/05/2012 o Tender return programmed for

25/05/2012 o Work programmed to commence

30/07/2012

4.7 Online Learning / Submission The PGR Monitoring System project is currently underway which covers this requirement for post graduate students. A potential vendor solution has been identified to support student records; also an open source e-portfolio tool Mahara, has recently been in pilot and a project is underway to identify its potential to be put into production. There is a project currently underway to identify an enterprise VLE solution. Given the delay to this project, it is necessary for Blackboard to be upgraded to remain in support until the new solution can be implemented.


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5 CROSS-CUTTING THEMES

EIS has reviewed all the Schools and Professional Services Business Plans and has identified a number of cross-cutting themes that feature across all the plans which will be incorporated into the EIS Business Plan and into the associated IT Plan (Magellan) and Estates Plan (Gemini) programmes of work (if not already covered). The themes are as follows:

5.1 Student Satisfaction o The principle contribution to student satisfaction will arise from the successful implementation of Estates, IT and Carbon Management Plans,

which will bring on stream new facilities and services designed with the student experience as the key focus.

o Delivering service excellence in the way students engage with EIS, for services, problem resolution and support, will contribute directly to increasing student satisfaction and reducing complaints about the services and facilities provided. More direct channels of engagement will be developed to ensure problems are captured and properly managed through to resolution.

o More visible, accessible and available support services for problem resolution and “how to” queries will ensure students are able to make best use of available IT and estate facilities.

o Inspiring spaces where students can associate and collaborate, which facilitate social learning, will enhance the student experience directly. Greater provision of high-quality facilities for sports, recreation and community engagement will enrich students’ lives for the time that are with BU.

o The newly created scheme of Student Ambassadors for IT and Estates will provide experience and opportunities relevant to their education programmes. EIS will also provide placement and intern opportunities subject to available funding.

5.2 Staff Satisfaction o Similarly staff will benefit greatly from the investments planned in IT Services, in improving the estate and in carbon management. New tools

and space to enable collaboration and sharing will be at the forefront of new investment, making it much easier and motivating for staff to engage in fusion activities.

o More physical and virtual facilities for staff to come together to collaborate and share, internally and globally, will encourage academic endeavour.

o Easy to use and always-on IT services, that are secure and performant, will enable staff to work productively and flexibly, removing the delays and frustrations staff currently experience. Consistent and up to date AV services will give front-line staff confidence in delivering lectures and seminars.

o More visible, accessible and available support services for problem resolution, skills training and “how to” queries will ensure staff are able to make best use of available IT and estate facilities.


23 30/04/2012

o EIS is keen to work with HR to develop strong reward and recognition schemes that incentivise staff to exceed expectations and deliver service excellence.

5.3 Financial Viability and Efficiency o Effective IT investment is a major lever through which the University can achieve major gains in process efficiency and reductions in operating

costs. The redesign and automation of processes, to eliminate waste, duplication, redundancy and delay, will improve operational efficiency and increase client satisfaction. Greater use of workflow and electronic forms will speed up administration; provision of information through web portals will enhance communications and sharing; making accurate information easily accessible to all will improve decision making and eliminate organisational confusion.

o Access to modern flexible agile spaces will contribute directly to process efficiency and will reduce the cost of maintenance and servicing of the Estate.

o The carbon reduction programme should generate significant savings in energy costs, as well as contributing to environmental sustainability.

o Major economies can be achieved through better management of the University’s documents and records. Stronger policies and controls over storage, indexing, retention and archiving will deliver large cost and time savings in staff and infrastructure.

o Better management of the supply-chain will bring gains in value-for-money and potential sponsorship of University activities.

5.4 International Recruitment o Within the IT Plan, new platforms and services will be introduced to facilitate distance learning and collaboration. Improved digital services will

enable stronger student recruitment and efficient course delivery.

o A purpose-built academic facility, with adjoining student accommodation, is planned for the International Student Pathways scheme, designed and delivered in conjunction with an external partner.

o Provision of more student accommodation at Lansdowne will ensure that every international student can start and continue their experience at BU in a secure and well-appointed facility.

5.5 Regional & Community Engagement o A comprehensive programme of community engagement will be needed to secure support for the University’s estate development plans. EIS

will engage with internal and external PR specialists, and work in conjunction with the local Planning Authorities.

o Modern flexible facilities available to external organisation, e.g. Kimmeridge House, Sports Facilities, will encourage stronger ties with the local community. Joint development with TVT and AUCB of a community facility at Talbot will be explored.

5.6 Widening Participation, Equality & Diversity o All new IT systems will be designed to comply with rigorous standards to support diversity, WCAG 3 AA. All new Estates facilities will meet the

needs of disabled students and staff.


24 30/04/2012

o All aspects of the Estate will comply with current legislation covering WP, Equality and Diversity.

5.7 External Marketing & Communications o Increasingly marketing and communications will be predicated on digital channels, requiring advanced IT facilities for publishing and content

management.

o Seem-less integration with external social media channels will be available in all new systems. All content will be available to multiple devices (PCs, smart-phones, laptops, tablets, etc.) for easy access at any time and from any location.

o Digital display technologies will be prominent across all campus locations with up to date and relevant content, showcasing the University’s achievements and delivering key messages.

5.8 Environmental Management o The Strategic Plan 2012-2018 makes a commitment for BU to be recognised as an organisation with strong corporate social responsibility

(E2C); environment and sustainability is one of the key pillars of corporate social responsibility, alongside community, workplace, marketplace, accountability and governance

o EIS has a particular role to play in promoting sustainable development and effective environmental management, in collaboration with other stakeholders from across Schools and Professional Services. This involves working closely with the Director for the Centre for Global Perspectives to achieve a holistic approach to sustainable development and behaviour change for carbon reduction.

o Successful sustainability strategy depends on building relationships with a range of stakeholders, including staff and student communities. Central to this is a comprehensive communications campaign to raise awareness about all areas of environmental management (including carbon management) and appropriate investment must be made available for the development and implementation of this behavioural change campaign.

o BU should aim to be in a position where environmental responsibility (including responsibility for carbon reduction) becomes a core value of the University and not just the responsibility of a few dedicated staff, with senior staff leading by example, and all staff recognising how this responsibility impacts on them and acting on that duty. EIS will take a lead role in enabling this cultural change.

o BU is committed to the comprehensive and ongoing review of all of its significant environmental aspects and impacts and is developing and implementing robust processes for assessing the University’s sustainability performance against sector standards and best practice.

o The University’s Travel Plan will be updated to take account of new developments, changes in demand and new patterns of transport usage, and to continue to support and promote a variety of travel options for students and staff.

5.9 Innovation o EIS will work in partnership to identify trends and drivers that will shape future needs for Estates and IT services. Some of these will be

developed into prototypes and potentially full solutions, putting BU ahead of the curve in some areas. An innovation fund will be established, based primarily on contributions from suppliers, for trialling innovations in IT, AV and Estates services.


25 30/04/2012

o Wherever possible students will be encourage to participate in innovation projects, (e.g. smart phone apps, augmented reality, environmental awareness) to differentiate BU in key areas of the student experience.

5.10 Link between Cross Cutting Themes and the Estates and IT Plans Having reviewed all the Schools and Professional Services’ Business Plans to identify the cross cutting themes identified above, Appendix E shows the link between these themes and the associated IT Plan (Magellan) and Estates Plan (Gemini), originally created through formal requirements gathering sessions. It outlines a summary of the initiatives planned (some of which are already underway), together with proposed delivery dates. Relative priority of the initiatives outlined may change. Inception of projects not yet underway will be subject to CMB approval and firm costs will not be established until project request workload has been completed and project charters produced. All of these factors may influence when the projects are delivered.


26 30/04/2012

6 SUMMARY OF PROGRESS AGAINST BUSINESS PLAN FOR ESTATES & IT SERVICES

6.1 Summary of Estates Progress against the Gemini Programme Gemini has made significant progress through delivery of the following projects over 2010-2011, representing an investment of £3.9M,

Projects Delivered or Near Completion

Projects Nearing Completion

o Health & Social Care labs o Kimmeridge House lecture theatre extension o Finchdean St Marys, relocation for Health & Social Care o Talbot Sports Pitches o The Edge, Graduate Employment facility o EBC Executive Briefing Centre

o Weymouth House reconfiguration o SMC student facilities o Chesil House, 210 beds student accommodation o Various Minor Works projects o Building Management System o Various Carbon Management Plan Projects o Service Management (IT & Estates)

The understandable caution over investment decisions in 2011 has been replaced by a strong drive from the Board to move investments forward. Generally the Estates project delivery capability is in good shape, provided the Project/Programme Management capacity is strengthened and resourcing and procurement can operate with the required speed and agility.

6.2 Summary of IT Progress against the Magellan Programme The Magellan programme, initiated in 2010, aims to support the delivery of BU2018, moving the university towards a ‘performing’ level of capability, involving investment in IT in line with competitors whilst driving down operating costs and mitigating risks, quality delivery of projects aligned to business strategic plans and the delivery of highly reliable infrastructure.


27 30/04/2012

Magellan has made significant progress through delivery of the following projects over 2010-2011, representing an investment of £4.8M:

Business Systems Projects Delivered or Near Completion

Infrastructure Projects Nearing Completion

o Online Assignment Handling o Virtual Lectures, Tutorials o Web Timetables o Payment Gateway o Car Parking Permits o Collaboration Tools for Academics o Student Experience Feedback o DigitalBU o eProcurement

o Publications Management o Graduate Employment &

Placement o BI & Data Warehouse - Zone 1 o Research Project Management o Online Shop o HSC Student Placements o HSC Computer Aided Assessment

o Resilient Internet Links o Wireless Network upgrade o Windows7 for Students o Residences Network Security o Server Infrastructure o Telephone Call Logger o Service Management (IT & Estates)

There are a number of further projects detailed in the IT Investment Projects Plan which will continue to take the university to BU2018. However, the current rate of completion is behind schedule representing an under-spend of approximately 46%, with a number of initiatives yet to start and many more being identified as the external market rapidly changes. The reasons for lagging behind the plan are as follows:

o Insufficient resources in terms of capacity and capability to deliver against the plan alongside BAU

o Lack of prioritisation of the portfolio and lack of identification of interdependencies between projects and infrastructure renewal requirements

o The process for mobilising approved projects is burdensome and takes too long. Momentum is difficult to maintain and resources are often lost

o Poorly performing infrastructure due to lack of maintenance, capacity planning, reactive operations, under investment due to focus upon client projects and adherence to meeting revenue budgetary targets

o Inefficient organisation within IT Services due to insufficient resources within operational teams, conflicting priorities and high levels of manual activity

o Lack of process control, testing environments and documentation to ensure quality of change delivery leading to service and capacity issues, in turn impacting the ability to deliver against the portfolio through diversion of project resources to BAU support


28 30/04/2012

6.2.1 Increasing the Pace of Delivery To increase the current pace of delivery against the IT plan and ensure IT Services can meet client requirements for BU2018, the following additional action is required:

o Implement the IT Services Capability Improvement programme of work

o Implement a new target operating model for IT Services

o Recruit additional resources / create a resource pool operating at Programme Lead.

6.2.2 IT Services Capability Improvement To successfully deliver against the IT Plan, a period of remediation is required to upgrade the current infrastructure and put in place industry best practice, structure, process and control within IT Services. This will enable:

o a shift from reactive to proactive management and the implementation of continuous improvement,

o the provision of a better quality service, increased reliability, stable infrastructure and mitigation of current risks,

o more successful project delivery through improved forward planning, prioritisation, portfolio management and workload management,

o increased value for money through better utilisation of resources and monitoring and control of financial budgets,

o standardisation and automation through adoption of tools and controls allowing longer term growth in investment and shrinkage in BAU

Options for the remediation period have been assessed by EIS under the ‘IT Services Capability Improvement Submission’ (Appendix F). In summary, the remediation period will require UET support and additional finances, to cover the period from now until the end of the 2012-2013 financial year. The broad approach will comprise:

o A slow down of non-critical project delivery – limited to critical projects and BAU upgrades, including the redirection of PMs to improvement activity

o resourcing through a mixture of recruitment to under-resourced permanent positions and investment in contract resources and IT consultancy to bring in targeted skill-sets and deliver improvement quickly

o completion of improvement activities defined into four work-streams; IT governance, security improvement, reliability and risk reduction and capability and capacity and prioritised according to dependencies for customer projects

o an investment of £1.44M, of which £996K can be capitalised, leaving a £344K increased revenue requirement, with capitalised costs offset against the Magellan programme budget


29 30/04/2012

6.2.3 Implementing a new Target Operating Model within IT Services A new operating model will be implemented within IT Services which will position the organisation as a strategic partner to clients by providing a structure that is transparent and facilitates the delivery of a robust IT service, an ability to respond to ever-changing client needs and deliver projects to agreed time, cost and quality controls with a strong partnership between EIS and clients to ensure a successful journey towards BU2018.

The new operating model will:

o Improve our operational structure to create efficiency, value-add and remove duplication

o Develop individuals and teams to increase capability, productivity and innovation and improve trust, empowerment and recognition

o Evolve our processes to embed quality and ensure compliance to industry best practice

o Create a culture of service, fully apply the ITIL model and align improvement to frameworks such as CMMi, COBIT and ISO

o Deliver high quality, cost effective and robust services in support of our client’s needs

o Deliver roadmaps for technology and automation and a proactive and forward looking approach to emerging technologies

6.3 EIS Delivery Plan EIS’ Delivery Plan is presented as 10 key result/action areas, which set out how the group will address the strategic requirements defined in the BU Strategic Plan. Detailed in Section 7, these key result areas include the proposed objectives for the plan period and the short/medium term headline actions required.


30 30/04/2012

7 DETAILED BUSINESS PLAN FOR ESTATES & IT SERVICES This section details the strategic and improvement activities EIS intends to action to deliver against the Strategic Plan and Schools/Professional Services business plans. For each of the 10 Key Result Areas, plan actions are described. Some of these are general, whilst others are specific to Estates or to IT Services. An indicative Completion Date is provided for the completion of each action, and where there is additional revenue cost involved, an estimate is provided. A cross-reference is provided to the appropriate Plan Headlines of the BU Strategic Plan.

7.1 Strategic Direction Key Objective: Define and implement a vision and business plan for EIS, aligned to BU’s Vision and Values.

Plan Actions Complete/

Cost BU Plan X-ref

o Create an EIS Vision and Business Plan to describe how it will contribute to achieving the BU Vision & Values and Strategic Plan.

Apr 12 E1A E1G

o Define coherent department and team objectives and targets to align team agendas to the core mission of EIS demonstrating line of sight.

Jun 12 P2B

o Define KPIs to measure and monitor performance and delivery which will form the basis of a Service Excellence Agreement, agreed with all stakeholders and will be monitored through the monthly EIS Management Information Pack and the pack published on the Staff Intranet

Jul 12 P4A P4B P4C P4D

o EIS will understand Client Requirements, both short term and longer term, and adapt its vision and business plans to meet these. External changes and drivers will be monitored to ensure Estates and IT service delivery can meet future needs. The EIS Business Delivery Plan, Estates Plan, IT Plan and Carbon Management Plan will be updated on an annual cycle.

Ongoing E1A E1G E2A

o IT Architectures will be defined and maintained to guide technical change and to accommodate new and emerging technologies. Product and vendor selection will be undertaken jointly with the business area, to properly reconcile business needs, architectural fit and operating costs.

2012 E1G

o Estates development policies and standards will be defined and maintained to guide building development and to enforce the carbon reduction strategy.

2012 E1A


31 30/04/2012

7.2 Service Excellence Key Objective: Establish a client-focused culture and delivery model for services to all client groups.

Plan Actions Complete/Cost

BU Plan X-ref

o EIS executives and Business Relationship Managers will maintain regular dialogues with Academic Schools and other Professional Services, to ensure services continue to be aligned to needs and to obtain feedback on delivery performance and levels of satisfaction.

Ongoing P4A

o Newly established direct communication channels with the Student body, Academic Schools and other Professional Services will be enhanced to provide a two-way exchange of ideas and concerns. EIS will publish content more frequently on the Student Portal and Staff Intranet and will exploit Twitter and other social media channels.

Jul12 I4A P2A P4B

o Technical support services to students and staff will be enhanced, for problem resolution, skills training and “how to” queries, with better presence on campus and extended hours service.

Jul12 £80k pa

C1F

o EIS will be an early adopter of Service Excellence behaviours to complete Academic Excellence in education and research and professional practice. The required behaviours will be embedded in staff performance agreements and will be promoted and encouraged through the management structure.

Jun12 P4A P4B P4D

o EIS will collaborate closely with other professional services and with school administrators to ensure service delivery to schools and students is joined-up. Reciprocal attendance at Exec team meetings will be welcomed.

Ongoing I4C

o EIS will create a value driven staff culture that focuses on strategic activities and continuous cost-effective improvement, working in collaboration with the business, auctioned through improvement plans for EIS.

2013 I4C

o EIS will proactively manage suppliers and contracts to ensure cost-effective and value driven service delivery. Ongoing F2B

o EIS will work towards obtaining external accreditation for its service excellence processes and standards. 2014 P4A P4B P4C P4D


32 30/04/2012

7.3 Leadership & Team Development Key Objective: Build an effective EIS leadership team. Enable individual team members to fulfil their potential.

Plan Actions Complete by

BU Plan X-ref

o EIS Executive will undertake development to build an effective and dynamic leadership team, to guide and inspire the wider EIS team members through this exciting and challenging period of change.

Jul 12 P2B

o EIS staff will be provided with sufficient training & appropriate to acquire new skills and practices and will be encouraged and supported to gain appropriate professional qualifications.

Ongoing C1F P1B

o EIS will adopt a behaviours framework focussed on delivering service excellence to clients and on internal collaboration and professionalism.

Aug12 P4A P4B P4C P4D

o A service culture will be embedded that puts the client first and promotes internal collaboration. A high performance culture will be created through trust, empowerment and recognition. EIS will implement a recognition scheme that recognises and rewards individual and team high performance.

2013 P4A P4B P4C P4D

o Staff will be provided with a career development framework, defining career paths based on skills and competencies, and supported by training, coaching and mentoring schemes. This will give team members the opportunity to fulfil their potential, and will ensure succession planning for a key managers and staff.

2013 P1B P1C

o EIS will operate a Trainee Programme to recruit talented people at affordable cost and provide attractive skills training and experience packages. Opportunities will be provided for trainees, placement students, apprentices and interns in IT and Estates disciplines.

Aug12 £100k pa

C1F

o EIS will adopt a flexible working scheme, covering overtime, on-call and call-out arrangements, sufficient to support the required level of service deliver.

Aug12 £100k pa

P3A

o In conjunction with HR, EIS will develop a staff recognition scheme to reward exceptional performance. 2013 P1D

o Team level KPIs will be implemented to assess service provision by team and improvements will be captured in improvement plans and objectives. MI mechanisms will be improved to monitor the ongoing position.

2012


33 30/04/2012

7.4 Finance & Resource Management Key Objective: Proactively manage costs in line with revenue and capital budgets and seek ways to reduce the unit costs of EIS

services.


BU Plan X-ref

o EIS will aim to reduce its unit costs of operations over the plan period. Absolute revenue costs are largely volume driven and would be expected to stay roughly level over the plan period. The projected EIS Revenue budget 2012-16 is provided in Appendix G.

2013 F1C F2A

o The Estates Group currently runs a cost efficient facilities management operation so the scope for cost reduction will be limited. A review of Hard Services will be conducted to benchmark service costs.

2013 F1C F2A

o EIS will continue to explore opportunities to outsource internally provided services, or to adopt shared-services provision with other HEIs, where these offer the potential to reduce operating costs in Estates or in IT service provision.

o EIS will establish flexible sourcing models - use of cloud solutions, contract services, strategic partnerships, to augment existing resource capability and capacity

Ongoing F1C F2A

o Centrally managed services, such as mobile phones, printing and copying, buses, security, cleaning, will be tightly controlled to deliver improving value for money.

Ongoing F1C F2A

o Estates Development activities are largely contracted out, with contractors appointed by competitive tender. BU will continue to participate in framework arrangements with other universities to ensure best value is obtained. Estates projects will be closely managed to ensure costs are held in line with the Estates Plan 2012-18 investment programme.

Ongoing F1C F2A

o Estates construction consultants will be engaged primarily through the Construction Consultancy Framework and will be closely monitored for performance.

Ongoing F1C F2A

o The IT Group is currently at a low-level of maturity in terms of process efficiency, confirmed by the recent review by Deliottes3 which assessed IT capabilities against their reference model. A period of investment will be needed, in people, skills and processes, to install more efficient and effective operations and service delivery, which will then provide the platform for driving out cost efficiencies.

2013 C1F S3B

o IT project costs will continue to be driven by a mix of internal capitalised staff costs and external supplier costs for hardware, software and implementation services. Project cost will be tightly controlled by the Project Manager and Project Sponsor to ensure costs are held in line with the IT Plan 2012-18 investment programme.

Ongoing F1C F2A

3Deloitte Review of EIS Revenue Budget, March 2012


34 30/04/2012

o In conjunction with Finance, EIS will review the budget management process within EIS to ensure budget managers have full control and therefore accountability of their cost centres.

Aug12

F1C F2A

o A resource planning function will be created to that ensure sufficient people and skills to deliver the required levels of service and strategic change. EIS will maintain a detailed workforce plan that aligns to this business plan.

Aug12 C1F

o Relationships with suppliers of Estates and IT people resources will be improved, in conjunction with HR, to secure more agile and flexible sources of skilled people.

Jun12 CIF

o Sources of external funding will be evaluated to invest in innovation and research, and to develop new building concepts.

Ongoing F1C F2A

o Time recording will be implemented across IT Services to monitor and control resource utilisation and to identify where improvements or savings can be made to reduce ongoing BAU costs.

Jul 12

7.5 Target Operating Model Key Objective: Further develop the operating model for EIS to improve efficiency and effectiveness of delivery.

Plan Actions Complete/Cost

BU Plan X-ref

o EIS will continue to operate as two semi-autonomous groups – Estates and IT Services – linked by a central team – Client Services – providing the prime interface with clients and providing support services common to both groups. Figure 1 below shows the current organisation structure; this will be further adapted through consultation with staff.

Jul12 E1A E1G

o Client Services will provide the prime interface to client groups and users, providing easy to access mechanisms for requesting service, and developing stronger relationships with business partners. Client Services function, e.g. BRM role, will be strengthened and extended to cover both Estates and IT services.

Aug12. £50k pa

E1A EIG

o Estates Group is operating efficiently so will retain its current structure. The recent consultation in the Residential Services team is being implemented.

Apr12 E1A

o With the scale of Estates investment over the Plan period (as shown in Appendix B), an additional full time Programme Manager is required, to ensure projects are properly coordinated and the interdependencies managed. An additional

£60k pa

E1A


35 30/04/2012

Project Office resource is required to manage the contracts and suppliers engaged in Estates project, to ensure best value for money is obtained.

£50k pa

o The IT Group is currently not operating efficiently, lacking a proper system of processes and controls appropriate for the scale and complexity of the installed base and the large programme of new development set out in the IT Plan 2012-18. The new management team installed in December is defining a new operating model aligned to ITIL and CMMI, industry standards for IT organisation and processes.

Jul13 E1G

o In order to deliver the IT Plan 2012-18, programme management resources will be strengthened, supported by a fully effective PMO function. New procedures will be introduced to effectively plan, recruit and manage resources at the programme level, to provide the required agility and consistency in resourcing a large project portfolio. Two full-time Programme Managers are required together with a Project Office Analyst.

Jul12. £120k pa. £50k pa.

E1G

o Stronger processes will be implemented for project estimating, and for budget control over project costs and effort applied. In Estates projects, whole lifecycle costs of buildings will be modelled to encourage long term investment in carbon reduction.

Apr12 E1A E1G

o IT operations will be strengthened in order to ensure effective operations and achieve the required levels of support for the larger installed base of systems and infrastructure, delivered from the IT Plan.

Jun12 E1G

o Resources will be ring-fenced to enable small changes to systems and services required by the business to be implemented quickly, in parallel with the larger project-based changes. EIS will implement a solution for small change management and prioritisation (via the BRMs) and agree transparent allocation thresholds for change workload types to fit within revenue budget and support clients in their BAU change portfolio.

2012/13 E1G

o Further develop IT policies and architectures, to guide the development and operation of IT systems and to strengthen IT governance and controls.

Ongoing E1G

o Appropriate industry standard/best practise tools will be adopted, to support process improvement and to enforce controls, enabling IT Services to improve to a performing level. Automating routine tasks will lead to downstream cost savings and reduce risk.

2012/13 E1G

o A full time Information Security Officer is required to ensure the management framework of policies and controls is defined and maintained, and controls are regularly monitored to identify new threats and vulnerabilities.

Aug12. £50k pa

E1G

o Improve Application Lifecycle Management (ALM) processes for Business IT systems to meet industry standards 2012


36 30/04/2012

7.6 Business IT Strategy Implementation Key Objective: Improve IT services to a “performing level” in line with the approved IT Plan 2012-18 and successfully

deliver the Magellan Programme.


BU Plan X-ref

o EIS will update the IT Plan 2012-184 to ensure its close alignment with the BU Strategic Plan and the delivery plans of Schools and Professional Services. The updated Plan and associated capital and revenue budgets will be submitted to the University Board for final approval. The draft IT Plan is available at I:\EIS\Private\EIS Strategy Refresh\IT Strategy Refresh 2011

Apr12 E1G

o The Magellan programme of implementation projects will be reset in line with defined corporate priorities for delivery. Key issues will need to be resolved such as the timing of migration to new IT platforms, e.g. a new student VLE, a new student record system, a replacement HR/Payroll system, to ensure migration is smooth and the associated risks are mitigated fully.

Apr12 E1G

o An IT resourcing plan for the whole Magellan programme will be defined and a programme-level resource pool operated to provide continuity of resources from one project to the next in the Programme. Business resource plans will be developed with clients for resources required to support the portfolio.

Aug12 E1G

o IT Strategy will continue with an architected approach for business systems; the target Business Systems Architecture is shown in Appendix H. This architecture will provide student and staff users with an integrated set of system functions, accessible through a range of platforms and devices, linked by a common web-based look and feel. System functions will be presented to users via web links in portals and pages, and executed in the user’s context and the relevant business process.

2015 E1G

o Progress towards the target Business Systems Architecture will be achieved through Magellan investment projects, where new systems will be acquired and existing systems modified so that they are consistent with the target architecture and a business design authority will be established in this respect.

2015 E1G

o IT Infrastructure will be upgraded to support the Business Systems Architecture, to ensure that all services and data are always highly available, secure, reliable and performant. Investment in infrastructure will be guided by the IT Infrastructure Strategy5 and will progress through a coordinated set of Magellan projects. An IT Infrastructure Roadmap is provided in Appendix I to show the planned stages in which layers of the infrastructure will be upgraded and the capabilities that will be delivered.

2015 E1G

4BU IT Plan 2012-18, V04, 15 February 2012. 5 IT Infrastructure Strategy 2010-15, December 2009


37 30/04/2012

o Testing and quality assurance processes and facilities will be strengthened in conjunction with the business, to ensure fit for purpose solutions are delivered and implemented without disruption.

2013 E1G

o New and enhanced services will be delivered within a Service Level Framework which defines the service levels required by the business and its associated costs.

2012 E1G

o IT equipment accounts for c.30% of all carbon emissions. All Magellan projects will be required to consider carbon reduction and energy efficiency measures within the project scope.

2012 E2A

o EIS will establish options for agile delivery within large programmes of work through identifying mechanisms to enable ‘quick wins’ to speed up overall delivery of the strategy

2012

o Service design will be included in the design phase of projects and this will be validated by infrastructure teams from an operational viewpoint.

2012

o Solution design meetings will be held early in the life cycle engaging all teams across EIS as appropriate to define resources and components required to deliver the solution to aid planning and improve design quality.

2012


38 30/04/2012

7.7 Estates Strategy Implementation Key Objective: Improve the quality of the University Estate in line with the approved Estates Plan 2012-18.


BU Plan X-ref

o EIS will update the Estates Plan 2012-18 to ensure its alignment with the BU Strategic Plan and the delivery plans of Schools and Professional Services. The updated Plan and associated capital and revenue budgets will be submitted to the University Board for final approval. The draft Estates Plan is available at I:\EIS\Private\EIS Strategy Refresh\Estates Strategy Refresh 2011

Apr12 E1A

o The Lansdowne and Talbot Campus Development Framework documents will be updated to align to the Delivery Plans of Schools and Professional Services, providing a long term vision of campus development and the sequencing of changes.

Jun12 E1A

o A PR campaign will be planned and executed to win support from the local communities and authorities for the planned developments at Talbot and Lansdowne Campus. Senior management and Board members will need to be involved in consultation events.

Ongoing C1C, E2C

o The Gemini programme of implementation projects will be reset in line with defined corporate priorities for delivery. Apr12 E1C, E1D

o A resourcing plan for the whole Gemini programme will be defined and a programme-level resource pool operated to provide continuity of resources from one project to the next in the Programme.

Aug12

o The required University Estate will be achieved through a combination of new building development and enhancements and upgrades to existing facilities. New spaces and facilities will be delivered in a timely manner to meet academic needs, to facilitate social learning, for student and staff support and well-being, for community engagement, and to meet the demand for student accommodation.

2018 E1C, E1D

o New academic buildings will be designed to maximise the availability of large open, agile and flexible spaces which facilitate students and staff coming together in Fusion-related activities. University design standards will be updated to reflect new standards and commitments for spaces reflected in the Strategic Plan.

Ongoing May12

E1B

o All new buildings, and major refurbishments to existing buildings, will be designed wherever possible to achieve a BREEAM excellent standard for sustainability and to be low-carbon in order to reduce overall carbon emissions. All Gemini projects will be required to consider carbon reduction and energy efficiency measures within the project scope.

Ongoing E2A, E2B

o Estates Group will implement a planned preventative maintenance programme to raise the quality of teaching, research and staff spaces.

2013 E1A

o Residential Services will establish an office in the Lansdowne to service locally the bulk of the students in managed 2013. E1A


39 30/04/2012

accommodation. Demand for managed beds will be closely monitored to ensure BU does not bring about over-supply. £70k

o More office space will be provided to accommodate additional academic staff to support improvements to the staff: student ratio (particularly at Talbot campus), from relocation and reduction of administration and support staff, and through new building supply.

2012-15 E1A

o A short-lease scheme for student accommodation will be piloted in 2013 to support students taking overseas placements.

2013

E1A

o More spaces will be provided for social learning, as opportunities arise through reconfiguration and reallocation of existing spaces.

2014 E1C, E1D

o Improved facilities will be provided for the Graduate School at both campuses, including spaces for additional PGR students enabling inter-disciplinary exchange and collaboration

Dec 12


40 30/04/2012

7.8 Environmental Management Key Objective: Ensure the University meets its commitments for environment management and carbon reduction.


BU Plan X-ref

o The University’s Carbon Management Plan 2010-16 has been updated recently and approved by the Board in January 2012. The approved plan can be found at

http://www.bournemouth.ac.uk/about/the_global_dimension/save_earth/carbon-management-plan.htm

Apr12 E2A, E2B

o At present there is a significant gap between identified carbon savings from CMP projects and the University’s carbon reduction target. EIS will continue to work with experts and practitioners internally and externally, to identify new projects to close this gap. The Board will receive an update on the reduction strategy in January 2013

Jan13 E2A, E2B

o The Aurora programme of implementation projects will continue as the delivery vehicle for CMP projects. Governance will be provided through the Infrastructure (Estates) Programme Board.

Monthly E2A, E2B

o An environmental management programme will be implemented to address all significant impacts. An annual Environment and Sustainability Report will be published from 2012/13

2012/13 E2A, E2B

o The University’s Travel Plan will be reviewed and updated to take account of new developments, changes in demand and new patterns of transport use.

Oct12 E2A, E2B

o Ecocampus Platinum Award standard for environmental management will be achieved and maintained. Dec 12

o Green IT policies will be pursued and waste recycling levels will be increased. Ongoing

http://www.bournemouth.ac.uk/about/the_global_dimension/save_earth/carbon-management-plan.htm


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7.9 Governance, Risk and Compliance Key Objective: Ensure effective management of operational risks across the University.

Ensure compliance with all relevant regulations and legislation.


BU Plan X-ref

o EIS will coordinate the ongoing definition, updating and testing of Business Continuity and Disaster Recovery Plans, for all Schools and Professional Services. Divisional plans will be consolidated into a University-wide plan.

Jul12 P3A, F2D

o EIS will implement Information Security Management Framework which aligns to ISO 27001, DPA and other relevant legislation.

2014 P3A, F2D

o Working with Legal Services and Procurement, EIS will improve the current processes for procurement of goods and services and the management of contracts and licenses; an embedded procurement function in EIS should be provided.

2012/13 P3A, F2D

o EIS will co-ordinate operational risk registers at University, School and Professional Services levels, ensuring owners, actions and target dates are identified and monitored.

Ongoing P3A, F2D

o EIS will operate a repository for University Risk Assessments, e.g. working at height; hazardous substances. 2013 P3A, F2D

o EIS will initiate a review of governance arrangements for IT, to encourage support and challenge over plans and performance. This will include review of governance and controls over end-user or locally controlled IT, to ensure compliance with information security policies.

2012 P3A, F2D

o EIS will initiate a review the audit arrangements for Estates and IT, to provide assurance of effective risk management. 2012 P3A, F2D

o EIS will work closely with the central H&S team within HR to ensure the safe management of all compliance based risk, including asbestos and legionella, and the H&S performance of all EIS contractors.

2012 P3A, F2D

o Environmental Management Systems will be developed to promote continuous improvement in all areas of environmental management and ensure legal compliance with the complex body of environmental legislation and other requirements.

Ongoing P3A, F2D

o Improve corporate mechanisms for project portfolio prioritisation in conjunction with the CMO. 2012


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7.10 Communications & Change Management Key Objective: Provide effective communications to all stakeholders.

Manage change effectively to ensure smooth implementations and to minimise disruption from change in the business.

Plan Actions Complete

by BU Plan X-ref

o EIS will define a comprehensive communications strategy and plan, to substantially improve communications with stakeholder groups and to enhance EIS reputation. Key messages regarding progress against the strategy will be presented in an easily understandable form through appropriate modern media.

o An embedded M&C business partner would be a welcome improvement.

Aug12 P2A

o EIS will author a new micro-site within the Staff Intranet to provide the primary platform for external and internal communications. Web authors will be trained and EIS staff encouraged to provide regular up to date stories and content to publicise what’s coming and what’s been achieved.

Jul12 P2A

o EIS will define a more meaningful identity (sub-brand), and look to improve the marketing of services. Publicise and share successes, and communicate effectively when problems are encountered to ensure users are aware of the likely impact.

2012 P2A

o EIS will improve engagement with internal University communities to manage its reputation, improve understanding, and gather feedback.

2013 P2A

o EIS will collaborate with key stakeholders to improve the mechanisms for managing business change arising from IT and Estates deliveries – training, project communications, systems admin, process redesign, etc.

2013 P2A

o EIS will seek to achieve external recognition where appropriate for some of its Estates or IT achievements, to enhance the University’s reputation.

2013 P2A


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7.11 Key Performance Indicators (KPIs) The Plan outcomes and impact on the performance and services provided by EIS will be monitored through a set of Key Performance Indicators, shown in Table 4. Table 4: Key Performance Indicators (KPIs)

KPI Position within 12 months Position within 3 years Position within 6 years Link to BU Strategic Plan KPI

Reduce unit operating costs, relative to 2011/12 baseline;

No change 5% improvement from baseline

10% improvement from baseline

F1 Use resources efficiently

Environmental Management

EcoCampus Platinum Award achieved. Top 10 place maintained in People & Planet Green League Table.

EcoCampus Platinum Award maintained. Top 10 place maintained in People & Planet Green League Table.

EcoCampus Platinum Award maintained. Top 10 place maintained in People & Planet Green League Table. ISO14001 certification achieved.

E2B: Maintain BU’s excellent environmental credentials

Reduce the University’s carbon footprint

Sufficient projects identified to hit target - 30% by 2015/16 relative to 2005/6 baseline

On track to achieve target. Moving towards aspirational 40% reduction target.

E2A: Reduce our Carbon footprint

% of Social Learning & Student Support Space

Tba Tba Tba E1 world class facilities

Lansdowne Campus Plaza Development

Site acquisition/tenure in place Lansdowne Exchange building open, by Sep15. International Student Pathways building open, by Sep15

E1 latest technology in world class facilities

Client Satisfaction with EIS services, relative to 2011/12 baseline

Being measured Improvement of 2.5% Improvement of 5% P2 Engage and inspire staff to deliver an outstanding service P4 embed a culture of excellent service

Information Security Zero security breaches with business impact. Benchmark current capability against ISO 27001 standard.

Zero security breaches with business impact. ISMS 70% aligned to ISO27001.

Zero security breaches with business impact. ISMS 90% aligned to ISO27001.

F2 ensure financial sustainability

Service Availability – 99.9% & measurable 99.95% availability 99.95% availability P4 excellent service


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critical services Project Delivery – measured by time, cost, quality

70% of projects delivered to agreed TCQ controls

80% 90% P4 service excellence F1 use resources efficiently to secure the vision and priorities

Manage the budget within variance

3% 2% 1% F2 ensure financial sustainability

IT Development and Project Processes

Assessed at Level 2/3 of CMMI standard

Assessed at Level 4 Maintained at Level 4 P4 service excellence F1 use resources efficiently

Regretted Staff Attrition/Turnover

20% 20% 20% P3 be an excellent place to work

Staff Overall Satisfaction 60% 70% 85% KPI 5 P1 recruit, retain, recognise and develop a high performance workforce

IT Service Major Incidents <3 per month <2 per month <1 per month P4 service excellence IT System Changes causing service issues

<3% per month <2% per month <1% per month P4 service excellence

% provision of BU-controlled bed spaces to 1st year and overseas students

Review % increase required based on 2012/13 actual bed applications

90% provision 100% provision KPI 4

Teaching space utilisation (current 23%)

Marginal improvement, + 2% Interim improvement, + 5% Significant improvement, + 10%

BU Estate Condition, all facilities at condition A/B, based on HEFCE categories.

No Category D Minimum of 70% condition A/B

Minimum of 80% condition A/B

KPIs 4 & 5 E1 provide world class facilities

Increase academic space per student - current provision at 2.5 m2 per student

Review current teaching space against future School Delivery plan requirements

In line with HEFCE Trac Group E lower quartile (current 3 m2 per student)

In line with HEFCE Trac Group E average (current 4.7 m2 per student)

KPI 4 E1 provide world class facilities

Building Quality Achieve BREEAM excellent standard on all new build and major refurbishments.

Achieve BREEAM excellent standard on all new build and major refurbishments.

Achieve BREEAM excellent standard on all new build and major refurbishments.

E1 provide world class facilities

External Recognition Achieve 1 external award for Estates or IT service provision

Achieve 2 external awards for Estates or IT service provision

Achieve 3 external awards for Estates or IT service provision

E1 provide world class facilities P4 service excellence


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7.12 Support Required from UET for Successful Delivery of all Business Plans In order to be able to successfully deliver against the EIS Business Plan and support Schools and Professional Services in the implementation of their Business Plans, EIS will need support from UET and other external groups in a number of areas; without this successful delivery of the Magellan and Gemini programmes is at risk. The following outlines where support is urgently needed:

o Sign off by UET on IT Services Capability Improvement Submission outlined above and the necessary additional revenue funding; without this the infrastructure will continue to suffer, requiring increased manual intervention, diversion of development resource away from investment and continued increase to baseline costs

o UET support with respect to communicating to schools and professional services that due to revenue budget overspend and in order to support the IT Services Capability Improvement Submission, the amount of small change/BAU that can be handled by EIS will be severely limited to critical workload only so that EIS can focus on the improvements necessary and critical strategic projects

o HR Sign off on recruitment to new target operating model positions:

o to address single points of failure and the inherent operational risk

o to address under-resourcing in IT Operations which is currently putting operational systems at risk and diverting development resources

o to bring in additional resources across development and project management to improve the rate of project delivery

o to build a testing function to improve quality of delivery and reduce risk

o to bring in additional resources required to develop BU architecture

o UET commitment to the IT and Estates plans and the introduction of robust project prioritisation mechanisms

o Sign off from UET with respect to the SAS and CRE Ops relocation

o Decision by UET regarding whether academic or social learning space is a priority so that relevant action can be taken immediately and appropriately to ensure the above outlined proposals and plans remain an option; further delay may reduce the available options and may lead to Estates being unable to deliver against the Schools and Professional Services’ business plan minimum requirements regarding SSR and PGR targets. It needs to be noted however, that current applications are currently 17% down on last year and so the targets may require revision.

o HR support in terms of resource planning and recruitment, performance management, developing talent management and reward mechanisms


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8 RISKS AND ISSUES This section summarises the key risks and challenges facing EIS that require resolution or containment for EIS to successfully achieve its Business Plan and deliver against the plans for Schools and Professional Services as well as the Magellan and Gemini programmes.

8.1 Risks EIS maintains an operational risk register which can be found at I:\IT Services\Collaborative\EIS\Risk Management. (The current version can be found in Appendix J).

8.2 Issues The principal issue facing EIS is how to successfully progress implementation of the IT Plan (Appendix K) and the Estates Plan (Appendix L) at the rate of investment and speed of delivery agreed with the Board in 2010. Currently the University collectively lacks the capacity and capability to successfully manage and execute a corporate project portfolio of 40-50 concurrent projects. Consequently the delivery of new and improved systems and services is running substantially behind plan. Appendix M outlines the current issues with respect to successful implementation of the Carbon Management Plan.

The issues affecting IT project delivery were reported in the PA Assurance Review of January 2011 and re-affirmed in the Deloitte Report on IT Capability in March 2012. The key inhibitors flagged as RED include:

o Business Relationship Management – lots of customers with different requirements; relationships are ad-hoc and reactive o Project Portfolio Control/Assurance – prioritisation is ineffective and inconsistent; project control/assurance, pipeline management is

immature o Workforce Management–performance management is not centrally enforced; lack of skills matrix; lack of career paths, talent management o Service Transition – lack of clarity between changes, requests and projects; lack of structured UAT; CAB needs review; no formal release

management; knowledge management is not centralised o Quality Assurance Management – lack of compliance function; lack of corporate governance mechanisms; lack of audit programme o Financial Management – IT budgeting processes are unclear around revenue/capital budgeting

Additionally, untimely delays in establishing final establishment numbers based on the Deloitte Report, is further increasing risk and preventing progress.

Other areas flagged as AMBER include:

o Programme and Project Management – resourcing, skills, recruitment, sourcing, approvals o Investment Portfolio Management – lack of formal process; convoluted programme methodology that is not documented or shared o Solution Development – late engagement of development/infrastructure teams; poor estimation; no service designs; BAs over-stretched o Sourcing and Procurement Management – poor sourcing options; weak relationships; contracts managed outside IT; significant process

delays o Supplier Relationship Management – no supplier management function; targets are weak and failure is unpunished


47 30/04/2012

APPENDICES – PREVIOUSLY INCLUDED

A. Estates Investment Projects and BU Strategic Plan headlines cross-reference

B. Estates Investment Plan 2012-18, Capital & Revenue budget plan

C. IT Investment Projects and BU Strategic Plan headlines cross-reference

D. IT Investment Plan 2012-18, Capital & Revenue budget plan

G. EIS Revenue Budget Plan 2012-16

H. BU Business Systems Architecture

I. BU IT Infrastructure Roadmap

J. EIS Operational Risk Register


48 30/04/2012

APPENDIX E – LINK BETWEEN CROSS CUTTING THEMES AND ESTATES AND IT PLANS IT Plan 2012-18

Service Delivery Plan Cross-Cutting Themes

Ref Service Service Description Capital Cost £k

Delivery Date

Stu

den

t Ex

peri

ence

Sta

ff S

atis

fact

ion

Fin

anci

al V

iabi

lity

&

Effi

cien

cy

Inte

rnat

ion

al

Rec

ruit

men

t

Reg

ion

al &

Com

mu

nity

En

gage

men

t

WP

, Equ

alit

y &

Div

ersi

ty

Exte

rnal

Mar

keti

ng

&

Com

mu

nic

atio

ns

Envi

ron

men

tal

Man

agem

ent

Inn

ovat

ion

Delivery in 2012

TMAG24 DigitalBU Upgrade external website for BU and new content management system. 600 Sep12

TMAG12 eProcurement e-market solution, funding from JISC 160 Apr12 TMAG16 Online Shop eCommerce platform to support BU events/conferences, student support services and merchanise. 260 Apr12

TMAG09 Wireless Network upgrade Upgrade to wireless network capacity in Talbot and Lansdowne campuses 1790 May12

TMAG10 Windows7 Migration Migration of student and staff desktops to Windows 7 and Office 2010 1760 Oct12 NDAA21 Publications Management System Academic profile management 60 Jun12

C02 Student Mobile Applications Platform and application development (eg. Campus M) 250 Sep12

C03 IT Client Engagement Process and system to gather requirement and feedback 0 Sep12

C06 PGR & PGT Tracking Replacement for MyBuild system tracking PG research and teaching 100 Sep13 C10 Computer Assisted Assessment University-wide adoption of facility for online assessment, with rapid results publication. 0 Sep12

C13 Student Smartphone & Laptop Support Support for smartphones and laptops owned by students - more visible support service 50 Sep12

S01 REF Data Support Data sets assembly to support REF submission, including data cleansing and data mitgration. 50 Sep12 S05 CPD Course Delivery Improved application process, VLE support, payment methods tailored to CDP credit bearing courses. 150 Sep12

S11 Education Roaming Wireless roaming facilities for academics attending other HEI's (Eduroam) 50 Sep12

I01 Staff Intranet Ph1 Content migration, knowledge & news sharing, interim document management for improved staff engagement 300 Sep12 I02 SportBU IT Management System Bookings, payments, customer database, MIS to create a substantially improved customer experience. 100 Sep12

I04 HR/Payroll Processes and System Integrated HR and Payroll system supporting redesigned HR processes to improve operational efficiency. 1000 Apr13

I08 IT Support and Training for Staff Help staff better use tools available+C22, deskside coaches within one week, using BU graduates 0 Dec12 E03 IT Service Management Implementation of ServiceNow management toolset, including process redesign, towards service excellence. 300 Jan12

E02 Information Security Information security management system aligned to ISO27001. Enables student and staff protection from malware and data loss, and ensure regulatory compliance.

400 Dec12

E04 IT Service Support Support and maintenance of IT production operations based on ITIL - additional staff and improved processes. 0 Sep12

E09 Office Tools Feasibility into cloud solution for students and staff, such as Office 365 50 Dec12

E10 Mobile Devices Bursary Provision of iPad, laptop, smartphone as bursary support and advantageous procurement. 0 Sep12 E13 IT Project Maturity Process improvements and project server to support large IT project portfolio. 150 Sep12

E14 Staff email enhancement Larger mailbox and enhanced collaboration capability 100 Sep12

E15 Server Infrastructure & Operations Upgrades and capacity for server infrastructure to support corporate systems. 500 Sep12 E16 Storage Backup and Archive Storage infrastructure, capacity, archive and back up to match rapid growth in demand and protection of data. 800 Dec12

E19 Print / Copy Contract & Equipment Renewal of outsource contract, re-integration of systems, better equipment for students and staff. 150 Dec12

C01 Lulworth House Decommissioning Demolition of LH and relocation of Rose Cottage to 21 Lansdowne 300 Aug12 C03 Media School Reconfiguration Internal changes to Weymouth House spaces to accommodation additional students and academics. 500 Sep12

C06 TC Sports Centre Extension Phase1 Phase 1 internal configuration to Talbot Sports Centre, to increase capacity and upgrade facilities. 1,060 Sep-12

C13 Dorchester House Lease 3 year lease on 538 additional beds, initially to cover Cranborne and Hurn cacpacity reductions 0 Sep-12 I01 Poole House Courtyard Social interaction areas including canopies and landscaping, to create an attractive space for learning and

living. 1,600 Sep-12


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I03a Science & Skills Laboratory Upgrades Upgrades to science and skills laboratory facilities across all Schools 1,000 Sep-12

I03b DEC Laboratory Upgrades Upgrades to electronics and creative laboratory facilities across all Schools, including new drop-in zones. 360 Sep-12

I03c Academic Kitchen New facility to support learning and knowledge exchange, with state of then art equipment. 368 Sep-12 E01 Minor Works/Tactical Projects Refurbishments and enhancements to exisiting estate to maintain condition A or B 9,000 Ongoing

E02 Lansdowne Campus Site Acquisition Site acquisition (£3.4m) plus demolition of building (£600k) for the Lansdowne Campus presence. 6,000 Jul-12

E03 Biomass Boiler TC New biomass boiler and wood chip store, to supplement existing gas plant. Substantial carbon reduction gains. 650 Oct-12 E04 Carbon Management Plan Projects to reduce carbon emissions to 2015/16 target covering lighting, ventilation, heating improvements. 4,450 Ongoing

Delivery in 2013

C04 Video Content Management Production, storage, search, streaming and management of video assets (iTunes, U-tube). 400 Sep13 C05 Animation Rendering Farm Media School and DEC School facilities for improved rendering of games and animation content. 100 Jan13

C09 Online Assignment Handling Ph2 Submission of video assignments, written voice and video feedback mechanisms 300 Sep13

C11 Online Print Account Management Payments and credits to student print/copy accounts managed online. 50 Sep13 C16 Bursary Management Facility for managing student bursary allowances and payments, and parent top-up allowances. 150 Sep13

S02 Standardise AV Services Modern and standardised AV across all lecture theatre & seminar rooms 1200 Sep13

S04 Document & Records Management Policies, processes and tools for managing BU documents that comprise the system of record. 600 Sep13 S03 Enhanced VLE Personalised VLE supporting UG and CPD - support 2 internal 100k + supplier 100k 600 Sep13

I06 BI Zone 2 HR centric integration with data warehouse - 2 people to support the systems 100 Dec13

I09 Collaboration Environment & Unified Communications

Webex, QUAD, Facebook & Yammer, desktop videoconferencing, enterprise FaceBook for staff 450 Sep 13

I10 IT Innovation Centre Enabling new tools to be tried, environment, prcess & people 0 Sep13 E06 Testing Environment Process, platforms, environments, 2 dedicated testers, Visual Studio tools 200 Sep13

E08 Student email Alternative solution to MS Outlook Live, potential using Office365 100 Jan 13

C05 Tolpuddle House Decant Space Additional 700m2 decant/expansion space on Talbot campus 700 May13 C08 TC Sports Centre Extension Phase2 Phase 2 extension to Talbot Sports Centre, including new centre for SUBU 2,560 Sep-13

C11 Cranborne House Refurbishment Mid-life upgrade and improve carbon efficiency 7,000 Sep-13

I02 Enhanced Utilisation of EBC Creation of Graduate School centre at Lansdowne, utilising the 1st floor EBC, relocation of i-library if necessary.

600 Sep-13

E06 Hurn House Disposal Valuation £1.6 million, but leasehold units on street level will complicate sale. Disposal method to be confirmed.

-500 Dec-13

Delivery in 2014

C12 Student Record processes & system Business process redesign and system support for the student journey at BU. 1750 Sep14 C15 Web Timetable & Room Access Improved information on timetable and room availability. 100 Sep14

S07 Social Networking integration Reputation analysis, website integration via CMS channels 150 Sep14

I12 Student Collaboration with Academics Integration of Student Portal with PMS, to find an academic with required knowledge or interests 50 Sep14 S13 DigitalBU Ph2 Additional features, particularly personalisation of content 100 Sep14

I03 Staff Intranet Ph 2 Staff knowledge warehouse and skills, personalisation of content 100 Sep14

E18 Network Service Improvements Upgrades and enhancement to fixed wire network 800 Dec14 E05 Call Management Renewal of Call Manager infrastructure 200 Sep14

C04 Academic Space Expansion at Talbot Additional 3500m2 of flexible space for social learning and fusion activities at Talbot Campus. 17000 Sep14

Delivery in 2015

C01 BPM Course Management Business process redesign and automation of processes that effect UG/PG course management 900 Sep15

C07 CRM for Student Journey Student relationship management across the whole student lifecycle and journey 500 Sep15

C14 Student Portal upgrade Personalised pages of content for students drawn for a variety of sources. 200 Sep15 S06 Remote / flexible access - VIEW Expansion of VIEW facility to 1,000 desktops 1000 Sep15

S08 Lecture Capture Capture of lecture content via remote central control cameras & audio, audience response 500 Sep15

S12 Cashless Payments Infrastructure to support cashless payments by students and staff 100 Sep15 I07 BI Zone 3 Finance centric extension to data warehouse, linked to new Finance system 100 Sep15

E01 Halls Wireless Network Provision of wireless in student halls 750 Sep15


50 30/04/2012

E04 Facilities Management Asset, planned maintenance, room bookings 300 Sep15

E07 Identity Management Single sign on across all applications for student and staff 200 Sep15

E11 Resource & workload management Tools to enable balanced workload, integration of ndata across staff resources- link to B1 dataware housing 50 Sep15 E17 Storage Capacity & Infrastructure More storage capacity to future proof the infrastructure 650 Sep15

E20 Digital Signage and Display Panels Consistent, up to date and relevant general content for students and staff 200 Dec15

C10 LC Sports Centre New sports hall facility at Lansdowne, equipment costs only as part of LC building or Student beds 300 Sep-15 C12 SAP3 Student Bed Development New 500+ bed block in Lansdowne area 0 Sep-15

Delivery in 2016-18

C08 CRM for Enterprise Engagement CRM implementation for enterprise engagement - business and placements 200 Sep16 S09 Collaborative Presentations Casting of content from devices to central screen in lecture, seminar rooms and external speakers guesting in 200 Sep16

S10 Library Management System Preplacement LMS for Talis 200 Sep16

I11 AV Innovation Centre New tools to be tried, sponsorship from suppliers 0 Sep16 E12 Finance GL Replacement for BluQube 500 Sep16

S01 Lansdowne Exchange Academic bulding (4800m2) for HSC plus student support services 23,500 Sep-16

S02 Talbot Exchange Academic building (4000m2) for fusion collaboration and interaction activities. GF space of student support services and retail

21,500 Jul-18

S03 International Pathways Academic facility and student accommodation on Lansdowne Plaza site. 0 May-16 S04 Applied Sciences Labs Additional floor of Lansdowne Exchange for Applied Science labs facility (HEIF) 4,000 Sep-16

E07 Talbot Multi-deck Carpark Multi-deck car park to enable construction of Talbot Exchange 3,500 Sep-16

E05 Bournemouth House Disposal Rough estimate of value is £3m; requires a proper market valuation -3,000 Sep-16


51 30/04/2012

APPENDIX F – THE IT SERVICES CAPABILITY IMPROVEMENT SUBMISSION

IT Services Capability Improvement Submission20th April 2012

Compiled by:Matt Hall

Paul MarrSarah PoveyJackie Price


52 30/04/2012

Changes from version 2

Methodology• Capitalisation now assumes that resources will be capitalised in line with equipment and consultancy• All equipment purchases are now capitalised• An indicative split across the current and next financial year has been added

Assumptions and workload estimates• There are no changes to the overall rates used in v2• EA establishment function has had BU resource reduced and consultancy added to accelerate deployment• Annual split assumptions added so indicative costs can be provided for each financial year

Scope of work & projects• The consolidation to a single operational bridge has been removed from the list as discussed on 16th April• There is now a single option for performing critical & high priority items following UET guidance on 16th April• Some projects have been re-categorised after UET feedback• Programme management resource has been added (at same cost as development)• A small quantity of equipment purchase has been added

Risks, costs and summary• The risks, costs and summary charts have been updated to reflect the changes above

IT Services Capability Improvement SubmissionVersion Draft3 [20th April 2012]


53 30/04/2012

Introduction

Current situation

For largely historical reasons the IT infrastructure supporting BU’s services is in need of significant improvement (in process and governance as well as the underlying technology),

The infrastructure is now at the stage where it is impacting service delivery and the success of business projects.

It has been proposed by the UET that we review the improvement options available and the opportunities that a short term reduction in project throughput could bring with the long term objective of providing a resilient IT infrastructure able to reliably support existing services and new projects.

This document is the result of the preliminary analysis and a recommendation for UET consideration and approval.

Implications of not pursuing

Should the current infrastructure issues not be addressed we run an ever-increasing risk that eventually a critical failure will compromise BU’s BAU workload or the delivery of mission-critical projects or both.

It is fully appreciated that improvement must be balanced against budget availability and a number of options are therefore presented which enable us to address the more critical issues in preference to those with less impact. However, the full benefit of this programme will only be realised if all components are implemented.

Summary of recommended option

It is proposed that:• All BAU service upgrades (eg: Blackboard 9.0 to

9.1) continue as planned• 10 of the 38 projects already started are

deferred• New projects will be evaluated and if critical

will continue, otherwise they will be delayed for 6 months

Seventeen improvement items are defined, organised into four work streams which cover:• IT governance (6 items)• Security improvement (4 items)• Reliability & risk reduction (4 items)• Capability & capacity (3 items)The expected duration of each stream differs but the expectation is that most improvement items will be complete in 12 months (April 2013) and all by the end of the 2012/2013 financial year (July 2013)

The cost of implementing all improvement items is estimated to be £1.44M of which we believe £996k can be capitalised, leaving a £344k revenue requirement.

Capitalised costs can be offset against the budget for the Magellan programme.

A high level summary of the recommended option is given in the box on the right of this page



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6 m

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12 m

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Infr

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leProject portfolio delay

Already started Hold 6 months

BAU upgrades Continue

New projects Hold 6 months

Already started Review


New projects Hold non-critical

Already started Continue


New projects Continue

OPTION REJECTED

(1) It is not viable to stop student experience and key projects for 6 months

(2) 6 month time frame means large spend on contractor resource because of recruitment timescales

OPTION REJECTED

(1) Very high risk due to rate of change(2) 6 month time frame means large

spend on contractor resource because of recruitment timescales

(3) Most costly option

POSSIBLE BUT HIGH COST

(1) 6 month time frame means large spend on contractor resource because of recruitment timescales

(2) Risk exists for contracts implementing on still risky infrastructure

OPTION REJECTED


OPTION REJECTED


(2) Longer improvement timescale increases risk and loses momentum

(3) Cheapest option

POSSIBLE BUT HIGH RISK

(1) Risk to projects because of delays implementing improvements

(2) Loss of programme momentum / focus

(3) Possibility of being overtaken by events

POSSIBLE BUT RISKY

(1) Some dependency on contract resource

(2) Some risk to projects due to incomplete infrastructure improvements

RECOMMENDED OPTION

(1) Reduced dependency on contract resource

(2) Realistic improvement timescale(3) Risks minimised due to project

reduction(4) Needs strong UET support to enforce

POSSIBLE BUT LONG DURATION

(1) Minimises dependency on external resources

(2) Risk to projects because of delays implementing improvements

(3) Possible focus and momentum loss(4) May be oiertaken by events

Cost reducing but risk increasing

Risk increasing

Options available



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Project summary

Project Status ActionAccommodation System Existing system can continue (W7 UAT dependency) DeferAdditional Learning Support Low priority - other options available DeferAdditions of 3 new modules to UNITe Tactical, diverting effort from strategic activity DeferAudio Visual Systems Refresh Addresses infrastructure issues, customer experience - still at Request stage. ContinueBarclaycard Bursary System Legal requirement by Sept ContinueBlackboard Upgrade Required to remain on supported s/w levels ContinueBluQube Upgrade Required to remain on supported s/w levels, dependency on Oracle upgrade ContinueBusiness Intelligence Phase 1 Practically complete ContinueBusiness Intelligence additional Resource issues for subsequent phases DeferCollaboration Tools for Academics Small workload ContinueCPD Course Delivery Workload focussed in WebDev ContinueDigital BU Beta site due to be launched in May, final site Sept. Business readiness and Oracle Grid dependencies ContinueDocument Management System Many dependencies, high risk DeferElectronic Password Generation Other options available DeferE-resources external login HSC require to support a new NHS income stream ContinueHSC Electronic Attendance Monitoring Not widely required, low priority DeferIntegrated HR/Payroll System Critical for delivery of payroll in April. Most workload in/near next financial year ContinueIT Information Security Addresses underlying infrastructure issues & risk ContinueIT Maturity Enhancement Addresses underlying project issues ContinueKey Information Set Legal requirement ContinueMahara e-portfolio Workload re-scoped in line with VLE. Focus on pilot service ContinueMRG Surveys Not widely required, low priority and other option available DeferNetwork Infrastructure Addresses underlying infrastructure issues & risks ContinueOnline Shop additional Issues and high risk DeferOracle Upgrade/GRID Infrastructure Addresses underlying infrastructure issues and prereq to other projects ContinuepFACT Nearly complete ContinuePGrad Research Monitoring System Some de-scoping. Limited impact on Development teams. Will handle in two phases. ContinueRender Farm Required for next academic year ContinueServer Infrastructure and Operations Addresses underlying infrastructure issues ContinueSport IT Management System Contracts signed with suppliers ContinueStaff Intranet Beta site due mid-April, fully live in May. Oracle Grid and product .NET integration dependencies ContinueStorage, Backup and Archiving Addresses underlying infrastructure issues & risk ContinueStudent Journey Fundamental to Student Experience enhancements - Consultancy engaged ContinueStudent Mobile Apps High priority for Student Experience and Web Dev focused ContinueSymplectic Elements (T4/in-house?) High business impact, underpinning research excellence framework ContinueVideo Asset Management Work required to clarify requirements DeferWindows 7 Rollout High profile project, deployment dates agreed with Schools and PS ContinueWireless Upgrade Nearly complete Continue



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Improvement activities summary


GOVERNANCE Potentially Equipment Person days OtherItem Priority capitalisable cost (£k) Total Ops Dev EA Cons Supplier costs (£k)

Capacity management process & measurement Crit No 20 50 30 10 0 10 Glasshouse 0Project maturity / estimating enhancement Crit No 0 20 0 20 0 0 0Change, incident & problem management enhancement High No 0 30 30 0 0 0 0Supplier management, SLA development & reporting High No 0 50 50 0 0 0 0Establishment of enterprise architecture function High No 0 100 0 0 60 40 PA 10Logicalis contract definition & enhancement High No 0 15 10 0 0 5 Logicalis 0

SECURITY Potentially Equipment Person days OtherItem Priority capitalisable cost (£k) Total Ops Dev EA Cons Supplier costs (£k)

Role based access and PW controls Crit No 30 45 10 30 5 0 0Procedural security "sticking plaster" prior to Info Sec project High No 40 25 20 0 5 0 0Anti Virus enhancements High No 20 10 10 0 0 0 0Server patching automation High Partial 50 15 5 10 0 0 0

RELIABILITY & RISK REDUCATION Potentially Equipment Person days OtherItem Priority capitalisable cost (£k) Total Ops Dev EA Cons Supplier costs (£k)

Service readiness, test cell development & Dev/Prod split Crit Yes 200 270 30 170 20 50 Gamcon 0Backup and D/R improvements prior to S,B&A project Crit Partial 75 105 55 25 10 15 Glasshouse 5Firewall migration & rules validation Crit Partial 55 35 5 5 5 20 Teknet 0SCCM / MDT automation & enhancement High No 0 45 35 5 0 5 Microsoft 5

CAPABILITY & CAPACITY Potentially Equipment Person days OtherItem Priority capitalisable cost (£k) Total Ops Dev EA Cons Supplier costs (£k)

Quick win implementation of storage, backup & archive proj. Crit Yes 200 20 5 0 5 10 Glasshouse 0Network load balancer High Yes 50 35 5 10 0 20 Teknet 0W7 acceleration High No 0 50 0 0 0 50 3-point 0

PROGRAMME MANAGEMENT Potentially Equipment Person days OtherItem Priority capitalisable cost (£k) Total Ops CS EA Cons Supplier costs (£k)

Programme management for the above Crit No 0 30 0 30 0 0 0


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Costs, risks & benefits of the recommended option

Risks

• End user expectation management

• Knock on impact to BU business units

• A small number of projects already begun may still hit infrastructure issues

• Delays in decision process will reduce the capability for moving revenue spend into the current year

Benefits

• Goes most of the way to achieving CMMi 3 and provides enhanced infrastructure reliability

• Achievable work programme

• Supplements storage and security projects in Magellan

• Provides a recruitment “breathing space” to get new starters inducted and for skill exchange from contract workforce

• Improved project execution in longer term

• Lays the foundation for cost reduction in the future

Costs (£k)

Extent of programme 2011-12 2012-13 Total

Capital 370 626 996

Revenue 156 187 344

Total 527 813 1440

Note: Numbers are rounded so may not sum exactly



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Assumptions

Base costing assumptions• 220 productive days in a year• BU internal resources are priced at band 7 for operations (£202/day), band 8 for development and programme

management (£242/day) and band 9 for architecture (£286/day)• Contractor resources are priced at £450 per day• Consulting resources are priced at £1000 per day

Resourcing assumptions• 80% of resource costs will need to be contractors either because of a lack of BU skills or allocation to BAU support• Project management resources for improvement plans will be released through the delay to the project portfolio

Capitalisation assumptions• Equipment purchase costs have been capitalised where possible• Consulting costs have been capitalised in the same way as equipment purchases• Where costs are partly capitalisable a 50/50 capital/revenue split has been assumed• Capital costs can be offset against Magellan

Annual split assumptions• Confirmation of spend will be received by the end of April 2012 at the latest• The annual split has been evaluated for each improvement action. In the interests of brevity these are not included

in the main presentation but form an appendix at the back



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Appendix: Assumed division of spend across financial years


GOVERNANCE Potentially COSTS Equipment split Resource splitItem Priority capitalisable Revenue Capital 2011-12 2012-13 2011-12 2012-13

Capacity management process & measurement Crit No 29696 20000 40 60 20 80Project maturity / estimating enhancement Crit No 8168 0 40 60 20 80Change, incident & problem management enhancement High No 12012 0 40 60 40 60Supplier management, SLA development & reporting High No 20020 0 40 60 10 90Establishment of enterprise architecture function High No 79442 0 40 60 50 50Logicalis contract definition & enhancement High No 10804 0 40 60 100 0

SECURITY Potentially COSTS Equipment split Resource splitItem Priority capitalisable Revenue Capital 2011-12 2012-13 2011-12 2012-13

Role based access and PW controls Crit No 18342 30000 40 60 40 60Procedural security "sticking plaster" prior to Info Sec project High No 10094 40000 40 60 30 70Anti Virus enhancements High No 4004 20000 40 60 20 80Server patching automation High Partial 3043 53043 40 60 50 50

RELIABILITY & RISK REDUCATION Potentially COSTS Equipment split Resource splitItem Priority capitalisable Revenue Capital 2011-12 2012-13 2011-12 2012-13

Service readiness, test cell development & Dev/Prod split Crit Yes 0 357784 40 60 10 90Backup and D/R improvements prior to S,B&A project Crit Partial 28404.5 103404.5 40 60 20 80Firewall migration & rules validation Crit Partial 16665 71665 100 0 50 50SCCM / MDT automation & enhancement High No 22861 0 40 60 25 75

CAPABILITY & CAPACITY Potentially COSTS Equipment split Resource splitItem Priority capitalisable Revenue Capital 2011-12 2012-13 2011-12 2012-13

Quick win implementation of storage, backup & archive proj. Crit Yes 0 217688 40 60 20 80Network load balancer High Yes 0 83286 40 60 20 80W7 acceleration High No 68000 0 40 60 80 20

PROGRAMME MANAGEMENT Potentially COSTS Equipment split Resource splitItem Priority capitalisable Revenue Capital 2011-12 2012-13 2011-12 2012-13

Programme management for the above Crit No 12252 0 40 60 40 60

TOTALRevenue Capital343807.5 996870.5


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APPENDIX K – CAPACITY & CAPABILITY ISSUES – IT STRATEGY & PLAN

o Following approval of the IT Strategy 2010-15 in January 2010, the initial high-priority implementation projects were mobilised under the “Magellan” implementation programme. Since that time new investment priorities have emerged, in particular to focus on improving the student experience and the project portfolio has grown to run at 30-40 concurrent projects.

o Since January 2010 some 23 Magellan projects have been completed or are near completion, with a total capital investment of £4.8m. However the rate of investment and project completion is running well behind plan, with an under-spend of 41% of planned investment. More details of the progress made in IT Strategy implementation can be found in the update IT Plan 2012-186 document.

o An assurance report was prepared by PA Consulting in December 2010 to gauge the progress made in IT Strategy implementation. PA was subsequently engaged in late 2011 in a review role to validate the updating of the IT Strategy in line with Vision & Values. In both engagements, PA highlighted a number of critical issues which need to be addressed to enable IT services development to proceed at a faster pace.

o The most recent Deloitte Report March 2012 assessed IT Group capabilities against their rapid assessment model and highlighted the key issues inhibiting progress on IT Strategy implementation; these are summarised in Table 6 below, together with suggested corrective actions.

6IT Plan 2012-18, v0.4, February 2012.

CAPITAL (£k) 2009/10 2010/11 Programme 1 Profile 2,165 3,970Programme 2 Profile 160 2,640 Combined Costs Profile 2,325 6,610

Actual Costs - Magellan Programme 691 4,077

Table 5: IT Investment - planned and actual, 2009-11


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Table 6: IT Strategy Implementation – Current Issues (Source: Extract from Deloitte Report on IT Capability, March 2012)

Issue (extracted from Deloitte Report) RAG Corrective Action Lead

Business Relationship Management

o Main customer contacts are the Director of Operations for each department.

o IT suffers from having a lot of Customers, each with very different requirements.

o Relationship is more ad hoc and on a reactive basis.

Formal stakeholder management and communications plan will be in place as well as appropriate resource(s) to ensure its execution. Direct and honest dialogue with student body is essential.

Two BRMs are in place; a third is planned in 2012/13.

The important roles and responsibilities of Project Sponsor and Project Board require more emphasis and support.

JP

Project Portfolio Control/Assurance

o Prioritisation of projects occurs but the process is not effective and not consistently applied.

o Change Management Office (CMO) may perceive this capability to be more mature, however the underlying issues around controlling and assuring current projects and future pipeline result in an immature capability.

An improved prioritisation mechanism is needed where the top 10 priority IT investment projects are agreed, to ensure these project are given focus and executed successfully. If a new top priority emerges then an existing top priority must be deprioritised. Business and IT teams must jointly recognise the priority required for the Top 10 corporate projects.

Projects outside the top group will be progressed as resources allow, but if slippage occurs it should not substantially impair the University’s development.

UET

CMO

IT Exec

Programme and Project Management

o The process is understood but is not well formalised. o Programme methodology exists but the process is convoluted and

needs to be formally documented, standardised and shared.

Dedicated Programme Managers are required to drive and coordinate project delivery across project portfolios, and provide first line programme assurance.

Programmes must be supported by an effective Project Management Support Office, to coordinate project methodology, resource planning and project financial management.

Better estimating is needed of BAU support costs for new systems.

JP

Support from HR

SP


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Investment Portfolio Management

o At project inception the demand on the BAU organisation to support development of a solution is not properly recognised during the project planning piece. Demand from capital investment is also not easily recognised in terms of static resourcing to invest in project work.

o Resource management is done outside of IT and this is seen as hindering IT progress. Greater support from HR is needed.

Resource planning must be prioritised and IT operations reviewed to ensure resources can be secured more efficiently. A Resource Plan for the whole Magellan Programme must be defined, covering Business and IT resources needed to execute the IT Plan.

A programme resource pool should be established and operated to move people flexibly from one project to the next. A mix of permanent, contract and supplier resources will be used with appropriate skills.

JP/SP

Support from clients

Support from HR

Workforce Management

o People performance management is documented by HR but not followed and not centrally enforced.

o Skills matrices do not exist for IT professional roles. o There is a lack of identifiable career paths and talent development and

management.

A career development framework for IT professionals, linked to a skills-based competency matrix is needed, allowing for career progression and local promotion through grades dependent on ability/performance.

An IT Trainee scheme would enable the recruitment of talent to maintain workforce skills. A scheme for IT student placements would provide an ideal recruiting ground.

Performance will be managed and assessed against objectives linked to strategy and IT capability improvement with poor performers recovered or managed out.

Performance needs to be more explicitly linked to pay and reward mechanisms.

IT Exec

Support from HR

Solution Development

o The Development team are often engaged late in the process and designs are left too late due to poor planning.

o Requirements are often under estimated leading to large amount of issues during the project and can lead to delayed delivery.

o Business Analysts often engage with other areas of IT where required but cannot spend the required time with groups / individuals due to capacity constraints – this leads to poor design.

o Infrastructure teams are not engaged early enough leading to delays. o Service designs are not considered during the solution design.

Improved workload management and estimating processes will be installed for all change (projects, service improvement and BAU) and resources will be utilised, strictly in line with budget.

Project solution design meetings will be held early on, involving all teams, to define what resources and components are required to deliver an acceptable solution.

Service design will be included within the solution design stage and infrastructure teams will validate from operational viewpoint.

Clients will be encouraged to focus on requirements.

JP/SP


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BA resources should be strengthened.

Service Transition

o Unclear divides between Changes, Requests and Projects. o Change Advisory Board (CAB) exists that meet weekly with the aim of

formalising a standard repeatable process. o User Acceptance Testing (UAT) is performed but is not structured.

There needs to be a greater degree of testing to ensure that solutions are released as complete as possible.

o There is no formal release management process – usually done ad hoc and with a narrow view (e.g. Windows 7 deployment).

o Knowledge management maturity differs between areas of ITS – the Service Desk maintain a Wiki which is well regarded. Across other teams, pockets of information is spread out and not well documented. There are single points of information failure with no succession planning.

The IT Service Planning team will be strengthened with additional roles.

Transition processes will be strengthened and aligned to ITIL3 to ensure quality delivery and knowledge transfer.

Dedicated testing roles will be established, supported by investment in tools, to improve the quality of system and user acceptance testing.

Deployment tools will be adopted to reduce risk through automation.

PM/SP

Support from HR

Sourcing & Procurement Management

o There are restrictions around type of suppliers available for selection which is agreed at an Enterprise level.

o Quality of suppliers and supplier relationship is weak. o Contracts are mostly managed outside of ITS but things are moving

forwards towards managing third parties within ITS. o Have previously incurred significant delays in projects due to waiting

on Legal around contracts. o Sourcing strategy sits outside of ITS. The University’s Procurement

team drives a lot of sourcing independently, with no real standard approach for sourcing as each is taken on due to its own merits.

Less restrictive sourcing and procurement processes are needed, with delegated authority given to IT Group within rules defined by Procurement and Legal Services that are consistent with a low risk appetite.

Many IT suppliers participate in HE procurement frameworks and offer standard terms and conditions for routine procurement for IT systems and services. Adopting these terms provides a low risk approach whilst improving speed and agility.

IT needs to proactively work with client areas to identify new technologies and systems that meet business requirements and fit with IT’s technical architectures and direction (this will also reduce costs).

UET

IT Exec


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Supplier Relationship Management

o There is no formal supplier management function in ITS although there is a desire for this.

o There are often targets for suppliers but it is perceived as “virtually impossible for them to fail”.

o There are regular reviews of performance but do not punish suppliers over the targets.

To ensure successful delivery, it is important that BU invests in strategic partnerships to help deliver the programme of work.

The responsibility for IT supplier management should be explicitly placed in the IT Group, supported by Procurement and Legal Services.

Formal processes for supplier management should be defined and implemented, covering relationship management, contract monitoring, performance scorecards and value for money audits.

UET

IT Exec

Quality and Assurance Management

o There is no compliance function and no structure around compliance and regulation.

o ITS follow external standards and perform occasional internal and external audits (ISO27001) with internal IT governance, but the capability is immature.

o Operational Risk sits within Client Services but looks from a business perspective.

o Service Improvement Plans are reviewed on a monthly basis and tends to be driven by people on the ground.

The governance arrangements applying to IT Services will be reviewed, to establish more formal Business oversight.

A regular programme of audits will be defined.

Six-monthly assurance reviews will be conducted to check progress on implementing the IT Plan 2012-18.

Corporate governance mechanisms for data and records will be established to ensure compliance with regulation and greater cost efficiency in records storage.

MH

UET

Financial Management

o IT budgeting process is unclear, especially around Revenue and Capital budgeting. Projects have been rejected due to insufficient Revenue budget – these projects are service changes therefore are not classified as Capital (there is no tangible output of the project).

Closer management of the linkages between the Magellan Capital programme and EIS revenue budgets.

Ownership of cost centres will be more clearly defined for Heads of Department.

More regular reviews of IT operations with Finance senior management will ensure earlier identification and reporting of adverse variances.

MH/JP

Finance


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APPENDIX L – CAPACITY & CAPABILITY ISSUES – ESTATES STRATEGY & PLAN

Since its approval in April 2010, implementation of the Estates Strategy 2010-21 has progressed significantly, although the major developments planned for Lansdowne campus were put on hold in 2011 because of the uncertainties over future income from student fees.

o Under the Gemini programme some 13 projects have been completed or are near completion, with a total capital investment of £3.0m. The rate of investment and project completion is running well behind plan, with an under-spend of 60% of planned investment. More details of the progress made in Estates Strategy implementation can be found in the update Estates Plan 2012-187.

o Issues inhibiting Estates Strategy implementation are summarised in Table 8, together with the corrective actions required.

7 Estates Plan 2012-18, v13, February 2012

CAPITAL (£k) 2009/10 2010/11 Programme 1 Profile 250 7,000Programme 2 Profile 250 1,000 Combined Costs Profile 500 8,000

Actual Costs - Gemini Programme 354 2,644

Table 7: Estates Investment - planned and actual, 2009-11


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Table 8: Estates Strategy Implementation – Current Issues

Issue RAG Corrective Action Lead

Programme Management

The programme of investment needs to accelerate to properly support the Fusion agenda. Further delay or slippage to planned delivery timescales will inhibit business growth and development and eroding our stakeholders’ confidence in our ability to deliver project successfully.

As the rate of investment accelerates, the scale of projects and their inter-dependencies will become increasingly challenging.

A dedicated Programme Manager is required to drive and coordinate project delivery, assisting the HO Estates Development. The Programme Manager will also focus on supplier performance, contract monitoring and value for money, and will provide first line programme assurance.

KB

Support from HR

Community Engagement

The major investments in physical estate will require the full support of relevant Planning Authorities and local community representatives. To date the University has not been pro-active in sharing its development plans for Talbot and Lansdowne campuses with the local communities.

A full programme of community engagement and consultation is needed to ensure building projects win planning approval.

Specialist PR resources will be needed to execute a properly funded programme, working in conjunction with the appropriate planning authorities.

MH

Support from M&C

Development Resources

To execute the Estates Plan 2012-18 will require sufficient project management resources to be acquired in a timely fashion to meet the programme needs.

Project plans will be underpinned by resource plans setting out the numbers and skill levels of people required across the whole Gemini programme. A resource pool should be established at programme level with PMs moving from one project to the next. Recruitment will be effected in a controlled way to meet the demands of the development schedules.

KB

Support from HR

Procurement & Supplier Management

The scale and complexity of multiple concurrent procurements will challenge procurement and legal services to continue to be efficient and effective ensuring timely issue of contracts and successful delivery of large portfolio of projects.

More responsibility for procurement of goods and services, below appropriate financials thresholds, should be delegated to EIS teams through an embedded procurement function. This would operate within parameters defined by central Procurement and Legal Services functions.

MH

Procurement

Stakeholder Management and Communications

Although there is good buy-in from senior stakeholders, wider engagement is required to ensure the business is kept up to date on what the Estates Plan seeks to deliver and when.

Formal stakeholder management and communications plan needs to be in place as well as appropriate resource(s) to ensure its execution. Direct and honest dialogue with student body is essential. The important roles and responsibilities of Project Sponsor and Project Board require more emphasis.

MH/KB

Support from M&C


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APPENDIX M – ISSUES – CARBON MANAGEMENT PLAN

o HEFCE has provided detailed criteria for University Carbon Management Plans, which includes a requirement for absolute (rather than relative) reduction in carbon emissions. Consequently the carbon impact of new buildings and equipment brought on stream through other investments programmes must be offset by additional reductions in carbon emissions elsewhere. Any new buildings must be designed as low carbon buildings (utilising both energy efficient technologies and onsite renewable energy generation).

o The core issue for Carbon Management is identifying worthwhile investments and projects that will realise significant carbon emissions savings, in order to achieve the University’s carbon reduction target by 2015/16. EIS will continue to identify opportunities, and seek advice externally, to define additional ways of meeting the shortfall.

o Unresolved decisions over key elements of the Estates Plan, such as dis-investment in Hurn House and Bournemouth House, and development of the Lansdowne Exchange, presents a challenge in modelling future emissions and the scale of carbon reduction needed to hit committed targets. Resolution of these issues is critical to accurately quantifying the remaining gap between planned projects and target savings and identification of additional major carbon projects.

o The Carbon Management Plan makes a commitment to embedding carbon management into decisions at all levels. In reality major project proposals do not consistently and adequately quantify their carbon impact. Conflicting strategies and policies are often adopted with consideration of the interdependencies with the CMP. In a period of heavy investment for the University it will be essential to address these shortfalls and to quantify and manage the carbon impacts of future developments. This must be addressed through the Change Management Board process.

Estates & IT Services Business (Delivery) Plan 2012-18

Documents

Transcript of Estates & IT Services Business (Delivery) Plan 2012-18