Corporate Services GroupBriefing Pack for Peter Mathieson
7th September 2017
The Corporate Services team (1)
Hugh Edmiston, Director of Corporate Services
Corporate Services Group (CSG) aims to support operational delivery of the University’s mission, core strategic goals, and the ongoing plans of Colleges, Schools and other Support Groups.
We do this by:
• Developing a stimulating physical environment in which our students and staff can flourish, through our Estates, Accommodation and Sports & Exercise teams;
• Promoting the optimum use of resources in support of teaching, research, innovation and other priority areas, through our Finance and Procurement teams;
• Enhancing the University’s research and innovation success via our Edinburgh Research & Innovation and Research Support Office teams;
• Promoting responsibility for the wider environment through our Social Responsibility and Sustainability team;
• Enabling, whilst safeguarding, our wide-ranging activities via our Health & Safety, Vet Scientific Services and Central Bioresearch Services;
• Promoting other commercial endeavours via our portfolio of subsidiary companies, most notably scholarly publishing (Edinburgh University Press) and High-Performance Computing (UoE HPCx Ltd).
We value the delivery of efficient, effective professional services in all areas, and strive for the highest standards in professional competence and best practice.
We also lead on certain major University-wide initiatives – such as the Edinburgh City Deal - working very closely with the Assistant Principal, Industry Engagement. We also undertake a range of projects through our dedicated CSG Project Office.
The Corporate Services team (2)
Hugh Edmiston Director of Corporate Services
Charles Hill
Project, Programme & Planning Manager
Catherine Kirk
DoCS Personal Assistant
Accommodation, Catering & Events
Incl. Edinburgh First
Richard Kington
University Sport and Exercise
Jim Aitken
Edinburgh Innovation
George Baxter
Edinburgh University Press
Timothy Wright
Estates
Gary Jebb
Finance
Phil McNaull
Health & Safety
Alastair Reid
Procurement & Printing Services
Karen Bowman George Sked
Social Responsibility &
Sustainability
Dave Gorman
Central Bio-Research
Services (CBS)
Graham Thomas
Veterinary Scientific Services
Lesley Penny
Research Support Office
Lorna Thomson
Pat Tomlin
Programme Development
Director
David Montgomery
Director, Strategic Finance Change
Management
Susan Ryan
Personal/Admin
Assistant
John Scott
Project Manager
Fay Campbell
Project Support
Officer
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• Industry Engagement (Kevin Collins)
• Accommodation, Catering & Events (Richard Kington)
• Central Bioresearch Services (Graham Thomas)
• Edinburgh Innovations Ltd (George Baxter)
• Edinburgh University Press Ltd (Timothy Wright)
• Estates (Gary Jebb)
• Finance (Phil McNaull)
• Health & Safety (Alastair Reid)
• Procurement (Karen Bowman)
• Research Support Office (Lorna Thomson)
• Social Responsibility & Sustainability (Dave Gorman)
• Sport & Exercise (Jim Aitken)
• Veterinary Scientific Services (Lesley Penny)
Kevin Collins, Assistant Principal Industry Engagement
August 2017
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Background
• Joined University on 1st January 2014 as Assistant Principal Industry Engagement, Industry Funding and Big Data– Prior 25 years in private sector
• Mainly software products, IT services and consultancy• Two start-up companies – one to initial public offering• One company turnaround and trade sale (to CACI, NYSE: CACI) • Migrated from technical roles to sales, commercial & management roles• Clients such as BSkyB, Vodafone, Sainsburys, Barclays….
– Previously Founder of Edinburgh Parallel Computing Centre (1990-94)• Successful bid to bring National Supercomputing Service to University in 1994
• Currently report to Jonathan Seckl, Hugh Edmiston and Charlie Jeffrey
Summary of what I’ve been doing (1 of 2)
• H1 2014: Orientation – meet people & assess institutional performance. Became clear UofE needs new approach & impetus to Industry Engagement to meet changing policy environment –strengthen Talent & Skills to match existing strengths in Research & Entrepreneurship
• H2 2014: Responded to call from EPSRC to propose UofE to become a Founder member of the Alan Turing Institute (with VP Kenway)
• H1 2015: Represented UofE on interim Board during start-up phase of ATI (with VP Kenway)
• H2 2015: Developed industry partner focussed business plan for ATI, approved by JV Members August 2015
Summary of what I’ve been doing (2 of 2)• H1 2016: Responded to call from BIS for regional Science and Innovation Audits (Place in Industrial
Strategy) – Data Driven Innovation in the Edinburgh City Region• H2 2016:
– following selection by BIS for Wave 1 of SIA’s completed delivery Audit, published by BIS 3/11/16– https://www.gov.uk/government/publications/science-and-innovation-audits-first-wave-reports– presented DDI vision & strategy as the foundation for Innovation in the proposed City Deal
• H1 2017: • Dialogue with Government re DDI
– Development of implantation plans– Development of Outline Business Cases– Lead to announcement of ~£230M funding for UofE on 20th July – biggest ever single UK innovation award
• H2 2017: move vision to reality –– get City Deal DDI OBC’s signed off– Move programme into start-up mode
Data Driven Innovation – City Deal
• “We are now entering an era when the generation, collection, analysis and monetisation of huge volumes of data underpins the Digital Economy. The value of data comes from its use in real-time, or aggregation over long periods, to understand and predict behaviour. Whilst data has become ubiquitous, the challenges for all organisations are effectively to use this data to shape, develop and deliver innovative processes (including new digital products and services) to consumers and citizens.”
• 5 key themes:– Talent & Skills, Adoption, Entrepreneurship, Data, Research
• 10 economic sectors:– Digital Technology, Space & Satellite, Financial Services, Fintech, Heath & Social Care,
Creative & Media Technologies, Tourism & Festivals, Public Services, Robotics (with HWU), Agriculture
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Accommodation, Catering and Events (ACE)
Richard Kington
Director, Accommodation, Catering and Events
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Accommodation Catering & Events (ACE)
Our VISION is to support the University in its aim to be a truly global university benefitting society as a whole.
Our MISSION is to develop an environment in which our people are inspired to be the best and deliver great service to all our students, customers and visitors.
Our VALUES guide us in all that we do and all of us are expected to work to the following standards …
DELIVERING EXCELLENCE - We aim to ‘be the best’, delivering high quality, professional services while looking for ways to keep growing
WORKING POSITIVELY - We work as a team, respond positively to change and promote a safe, secure and inclusive environment for all
SUPPORTING OTHERS - We are committed to achieving the highest standards and supporting others to do the same
Accommodation Catering & Events (ACE)
Richard KingtonDirector
Michelle Christian
AD Property & Residential Services
Halls of Residence
University Flats
Private Sector Flats and leased properties
Security and Portering
Commercial Properties
Ian MacaulayAD Catering
Edinburgh First Operations
JMCC Restaurant & Bar
Salisbury Green, Masson, KM Central
18 University Catering Outlets
Chris BarnesAD Business
Development & Occupancy
Edinburgh First –Accommodation and
Events
Reception
Allocations
Sales
Marketing
Festivals Office
Claire BarnishAD Support Services
Finance
IT
Communications
Lynne DuffAD Residence Life
Res Life Coordinators
Wardens
Resident Assistants
Lee-Anne GoodbrandHead of HR for ACE
Human Resources
Learning & Development
Health, Safety and Sustainability Advisor
Arcadia Nursery
Student Accommodation£46,295 - 68%
Student Meals £3,019 - 4%
Commercial Accommodation £7,284 11%
Commercial Nursery £853 - 1%
Commercial Food £7,444 - 11%
Commercial Drink £586 -1%
Functions (Room/AV Hire)£1,499 -2%
Festivals £573 , 1%
Other £927 - 1%
Other £3,000 - 4%
ACE Income by AreaFull Year Forecast 16/17
(Figures are £000’s)
Accommodation Catering & Events (ACE)Full Year Forecast 16/17
Income £68,484k
Direct Costs £25,200k
Gross Profit £43,285k
Labour £14,751k
Indirect Costs £8,988k
Surplus before Interest £19,547
Surplus after interest £17,126k
Surplus after funding Loans capital £11,733k
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Central Bioresearch Services
Graham Thomas
Director, Central Bioresearch Services
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CENTRAL BIORESEARCH SERVICES
About CBS
• Central Bioresearch Services (CBS) is responsible for the day-to-day management and operation of laboratory animal Biomedical Research Facilities (BRF’s) at the University of Edinburgh.
• CBS ensures that the highest standards of animal welfare are adhered to according to Home Office Legislation
• CBS Operates on a full cost recovery model and requires no financial support for day to day operations from CSG
CBS facilities and research support
• CBS employ 113 permanent members of staff and support biomedical research for 167 Project licences and 870 Personal Licences
• CBS currently maintains 10 rodent facilities and an Aquatics facility located across the University campus
• CBS is an integral part of many research programmes and directly contribute to the international reputation and high standard of scientific research at the University Edinburgh
Specialist Core Facilities• CBS operates a large number of specialist procedure rooms (e.g.
behavioural phenotyping suites) and state of the art Imaging facilities (e.g. MRI, micro CT/PET, Ultrasound)
• CBS runs a Transgenic core facility providing expertise in the generation of novel rodent models using the latest technologies as well as a cryopreservation and rederivation service.
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Edinburgh Innovations Ltd
George Baxter
Chief Executive Officer
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Dr George BaxterChief Executive
EDINBURGH INNOVATIONS
EDINBURGH INNOVATIONS
EI is a wholly owned subsidiary company of the University and is the interface between industry and our world class academic research base. We have over 45 years of experience in delivering innovation, impact and wealth to the local and national economy.
Over the last 5 years we have:• Signed > 700 license agreements • Brought in over £16M in royalties• Created >200 new companies who raised > £300M in investment• Developed >3000 industry partnerships• Worked with academic colleagues to deliver > £75M of Industrial
and Translational income • Worked with academic staff to deliver >£25M of Consultancy
income
• We are on track to deliver >£150M of Industrial and Translational income over the next 5 years
EI - The Interface for Industry Engagement
Industrial Engagement
CollegesSchoolsCentres
Institutes
Industryincl. Public Sector & Agencies
Consulting & Business
Services
IP Management
Enterprise Development
Marketing & EngagementProposition Development
Pipeline Generation & Mgt
Focus teams
Focus teams
Bus. Devt.AcctMgt
Bus. Devt.AcctMgt
• Traditional sources of funding are under pressure- we need to diversify funding/revenue streams plus there is the opportunity of the Industrial Strategy Challenge Fund and City Deal
• IMPACT – >academics, at all career stages should consider the potential opportunities for funding/IMPACT through the licencing of IP or industry collaborations leading to REF outputs + QR income
• Opportunity to improve returns from Industrial Engagement,financially, through student placements and producing quality Research
• Re-balance income through new major projects e.g. LIFI/Energy Storage/Executive Education/Venture Capital Funds
Why EI?
2016/7 2016/7 2017/8 2018/9 2019/20
11 months act Target Plan Plan Plan
CMVM
Industrial 5,785 6,000 8,000 12,000 15,000
Translational 6,455 500 500 750 800
Total 12,240 6,500 8,500 12,750 15,800
CSE
Industrial 7,902 8,000 7,000 8,000 12,000
Translational 3,102 2,500 7,000 8,000 9,000
Total 11,004 10,500 14,000 16,000 21,000
CAHSS - total 1,311 1,000 1,000 1,000 1,000
Total 24,555 18,000 23,500 29,750 37,800
Income Targets 2017-2020 By College (£’000)
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Edinburgh University Press Ltd
Timothy Wright
Chief Executive & Company Secretary
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EDINBURGH UNIVERSITY
PRESSVision:
We will publish the best academic books and
journals that communicate reliable, trustworthy,
scholarly information to the world.
FACTS & FIGURES
Record sales of over £3 million in 2016/17
Third largest University Press in the UK after Oxford & Cambridge
Self financing operation – no debt & strong balance sheet
Focussed on humanities & social sciences (books & journals)
Strong Governance including experienced non executive team
Investing to stay ahead
Cost control – ensuring investments deliver
Growth – organic & by acquisition.
SCHOLARSHIP & GLOBAL IMPACT
Fulfilling the university’s commitment to scholarship through:
Peer review process for all new books & journals
Commitment to monographs & long-term scholarly editions (Waverley Novels, New Edinburgh
History of Scotland)
Commitment to education through the development of textbooks
Rigorous editorial development & author care
Collaboration with the University library
Cultural & intellectual impact through the dissemination of knowledge.
Global publicity of the Edinburgh University brand through conferences, book awards and news
coverage.
Reputational kudos as a leading University Press
RETAINING A SCOTTISH IDENTITY
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Through maintaining our presence as the leading academic
publisher in Scotland
Preserving the distinctiveness of local cultures through publication
of works on Scottish history, politics & culture
Estates Department
Gary Jebb
Director of Estates
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ESTATES DEPARTMENT
The University of Edinburgh - The Estate
• One University – 5 Campuses
• 864,000m2 – probably the 2nd largest HE Estate in the UK• 79% Teaching, Research and Administration• 21% Residential University owned
• 550 Buildings• 350 Academic (101 listed)• 200 Residential (22 listed)
• Value of the Estate - £1.3B
• Transformational Capital Plan - £1.5B over 10 years- approx. £150M pa- business case driven- expenditure in 16/17 - £172M
ESTATES DEPARTMENT
- Operating a complex multi-site aging Estate
• An aging Estate and infrastructure with a limited planned maintenance programme
• Moving from an inefficient ‘run to fail’ model• Limited resilience and flexibility• Dispersed nature of the Estate• The challenge of compliance
- Delivery of the Capital Plan • Sensitive statutory planning environment• Significant increase in volume of work being undertaken - scaling up of
activity• Further integration of capital and revenue expenditure required• Difficult to deliver a large number of projects in a constrained area• The lorries conundrum
- System delivery & development
- Managing Change
- Student Experience
The University of Edinburgh - The Estate - Key Challenges
ESTATES DEPARTMENT
The University of Edinburgh - The EstateGeneral Analysis of Accommodation by College and Support Group
CMVM - Very strong – for the most part a good Estate, however nearing capacity- Possible New Medical School
CSE - KB in particular is aging and dysfunctional and an increasing barrier to integrated science
- The challenge of prioritisation – cannot do it all at once!- No heart to the campus; weak infrastructure- Question of whether enough space at KB
CAHSS - Central area is overcrowded for both staff and students- Project delivery has considerable impact on adjoining Schools- Challenge of the heritage Estate
Support Groups - Historic lack of investment in student facing facilities- Residential Estate – need for approx. 2000 additional bed spaces- Library – potentially 2/2500 reader places needed
ESTATES DEPARTMENT
The University of Edinburgh - The Estates Department• 920 staff - All major campuses
- Turnover less than 1% pa- Absenteeism approx. 5% (long and short term)- Professional and Administration 70- Operational and Technical 850
• Revenue budget 2016/17 £57.5M - including heat, light and power - £17M
• Cleaning - 260 buildings; approx. 684,000m2 over 7 campuses
• Maintenance - New Helpdesk operational January 2017- 25,000 work requests – Feb – July 2017- Works teams based in 5 locations- Chronic lack of resilience and historical underinvestment in maintenance
• Security - 24/7 presence on non-residential Estate- Control Room – Infirmary Street
• 25% of the Estate built in 1960’s + 70’s – now requiring significant investment
• 25% of the Estate built pre WWII
• Estates Committee – 97 papers during 2016/17Home Page
Finance Department
Phil McNaull
Director of Finance
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Align objectives How Finance align in 2017
Finance Services 93% satisfaction in International Student Barometer
(highest in University); Internal staff survey results
improved in each of last 3 years; Silver Investors In
People; THE and other team awards.
Vision & Principles What we want to be recognised for and the principles that
underpin everything we do
Success Factors The success factors that reflect in practice what our
principles dictate and the ones that are critical
Key Performance We have three sets of key performance indicators relating
to financial sustainability, transactions and our people
Strategic Plan We will implement transparent accounting for planning this
year; Finance transformation within SEP ahead of plan.
2017 Objectives Business Planning and cashflow forecasting are critical
services to support CityDeal and SEP.
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Finance Services
Accounts Payable
Accounts Receivable
PayrollPensions
Research Grants
Financial Accounting
Management Accounting
Tax
FIS
SAS
Cash Office
Insurance
Business Planning
Volume
Complexity
High
Low
Low High
Finance Training &
Development
Business process reviews
Planning & Budgeting
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Finance Department Vision
We will be an exemplar university Finance function and add value through:
1. highly efficient transaction services and compliance processes for staff, students,
customers and suppliers;
2. insightful information to support decision makers
3. business partner advice on strategic finance to senior management
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We will provide efficient, effective, quality financial services and keep the University financially sustainable by following six principles:
1. Recruit, develop and retain committed, competent, quality staff.
2. Maintain strong governance and control through good systems and processes
3. Ensure there is money when we need it,
4. Know where the money is coming from, where it is going and what it is doing
5. Make the money work hard on the right things
6. Value accurate, insightful work, delivered on time, that our users appreciate
Operating Principals Success FactorsWhat we do to achieve success
(Critical Success Factors)Link to
KPIs
1.Recruit, develop and retain committed, competent, quality staff
1. Recruit against clear competency framework
All staff are appraised, have agreed SMART objectives and a plan of L&D outcomes.
C2. Commit to development actions in appraisals
3. Key staff to be on the Talent Mgt. Programme
2. Maintain strong governance and control through good systems and processes
1. Schedule and deliver all compliance reports
We engage quarterly with both Internal and External Audit Teams to plan key imperatives and mitigate key risks.
A, C2. Monthly agenda planning with Court Services
3. Schedule internal and external audit quarterly
3. Ensure there is money when we need it
1. Quarterly update of 10 year forecast
The University's Ten Year Forecast is refined and reported quarterly with the latest and most robust data and assumptions.
A, C2. Review cash deposit maturity plan monthly
3. Discuss markets regularly with banks and funders
4. Know where the money is coming from, where it is going and what it is doing
1. Accurate, timely transaction recordingWe deliver key short-term improvements and longer-term strategic change ensuring the University has a transparent, modern accounting system allowing accurate transaction recording and integrated reporting when we need it.
A, B, C2. Fast, transparent, modern accounting system
3. Fast, flexible, integrated reporting system
5. Make the money work hard on the right things
1. Agree performance targets and check deliveryAll key Finance Department projects and initiatives are managed against specific targets and we implement the 'Plan, Do, Review and Learn' cycle.
B, C2. Use RAM / Planning to fund strategic objectives
3. Plan, Do , Review, Learn cycle
6. Value accurate, insightful work, delivered on time, that our users appreciate
1. Seek regular user / customer feedbackWe actively seek ways to engage and inform users of our services through focused, clear communication and innovation. We also encourage them to proactively engage with us to flag key issues and work together on solutions.
A, B, C2. Seek ways to innovate, engage and inform users
3. Use integrated systems and free up thinking time.
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Staff Development
Risk Mitigation
Cash Forecasting
Excellent Systems
Target Performance
Customer Focussed
Key Performance Indicator Finance Section Targets
A: Financial Sustainability All Finance Department
The seven Key financial metrics that we report
quarterly to Court via the TYF are managed to
Satisfactory (Amber) or Strong (Green) status
over the Ten Year Period.
B: Finance TransactionsAP, AR, Payroll, Pensions,
Research Grants.
99% of Finance Transactions are ‘Right First
Time’ i.e. accurate, complete and on time.
C: Staff Appraisal and
DevelopmentAll Finance Department
All staff are appraised, have agreed SMART
objectives and a plan of L&D outcomes.
1. Annual Income Growth,2. Operating Surplus as % income, 3. Interest Cover, 4. Days Cash, 5. Growth in Income/m2, 6. Research Grants as % Income, 7. Staff Costs as % Income
Key Financial Metrics
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Health & Safety Department
Alastair Reid
Director of Health & Safety
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UoE Corporate Health & Safety Department
College and School H&S (IOSH) Professionals:College - 4 in CM&VMSchool - 3 in CS&E, 1 in AH&SS Support Groups – 2 in CSG
Network of part-time safety advisers, with specialists in biological work, radiation, lasers, fire, first aid, etc
Biosafety Training Institute
Accident statistics
What we do….
• Support the University’s strategic goals in
research and teaching
• Take a proactive, balanced approach to
risk management
• Report regularly to senior management
• Operate in partnership with HSE, SEPA, insurers
What we don’t do….
• Act as enforcers
• Stop research work
• Refer to a manual of rigid safety rules
• Operate from a distance
Mission statement:…..provide effective support to facilitate the
University’s attainment of its core objectives
in teaching and research, and hence the University’s strategic goals,
whilst promoting the highest quality of
health and safety practice and
continuous improvement across the
University’s wide spectrum of activities,
so meeting all its legal and moral
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Procurement Office
Karen Bowman
Director of Procurement
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Market leader We are one of the highest scoring
(commercial and procurement) teams in HE
Organic growth We grow organically, training our own staff to
global standards (chartered institute); train a
graduate or employ a student intern annually.
Synergies We lead in Scottish Procurement and APUC
(sector centre of procurement) and on projects
for joint research e.g. Valkyrie robot; medical
imaging (Russell Grp), UK physics computing.
Investment We have invested in eCommerce to
strengthen & build our business & efficiency
Procurement Office
Market leader £300million goods, services or works p.a.,
250 new contracts, 180 live contracts
procurement team 84% spend is influenced
Organic
growth
Efficiencies are £13.7million saving or cost-
avoidance by 40 staff (6 teams) £1.7m budget =
a 8.05 ROI (notional return not cashable)
Synergies Example: MR-PET scanners (Medical Research Council) £20.5 million Dementias Platform UK Imaging Network. Dr Rodrigues, Centre for Clinical
Brain Sciences, said: “The MR-PET scanner will transform our ability to detect
changes in the brain that occur after stroke.”
Investment eCommerce = 100% of >£50k tenders;
and 60% of orders are eProcurement.
In the numbers
Procurement Key Performance Targets
Status at 2016/17
Performance Indicator Target RAG
status
Current
position
2/8/17
Procurement Influence - % of procurement
spend influenced by procurement professionals
85% 84%
Value of procurement efficiencies reported £10-12 million £13.7
million
Percentage volume and value of purchases
using eProcurement
70% volume -
£20million value
61%
£19.4M
Percentage regulated procurements via
electronic tender
100% 100%
Percentage of regulated procurement contracts
on public contracts register
100% 100%
Market leader Plan & resources required to maintain high
standards and improve commercial nous.
Seek funding to deliver social benefits and
reduce the supply chain risks (with SRS).
Organic growth Retention and recruit in challenging market,
make attractive opportunities for graduates.
Synergies Policy and legal duties are complex; training
and materials in-house to make user-friendly
Investment Interim tools use pending a Core System
consolidation to one eProcurement tool
What can improve
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Research Support Office
Lorna Thomson
Director of Research Support
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Research Support Office
Status & Vision
RSO teams have supported:• Embracing of new international opportunities
• 29 GCRF awards (~£10m) - interdisciplinary reach across the research councils• 2 NIHR Global Health Units (~£15m)
• Building on our institutional strength to produce high quality applications• Dementia Research Institute Spoke
• Response to our changing environment • Efforts by EU team to maintain strong ERC performance - 31 awards since Brexit referendum
RSO is enabling unprecedented performance – but we can do more!
A stellar year enabled by RSO!• New applications up 10% from 15/16• Average 8% year on year increase in new awards since
2010• Success rate 39% in 16/17
Excellent service in challenging circumstance• Increasingly complex funding environment• Headcount (operational support) essentially static• Transfer from ERI and significant systems upheaval in
2016/17
Idea Proposal Submission Project Outputs Impact
Systems
• The focus of RSO has been on high quality support of the research grant application submission, adding value (such as development expertise and bid writing/coordination) where possible, with reach into outputs/impact
• RSO staff are highly valued - locally based where possible forming close partnerships with academic staff – key in enabling the superb 16/17 performance
• The vision and service from RSO must match the new level of expectation for research at UoE
Director
Strategic Research
DevelopmentCSE Team CAHSS Team CMVM Team EU Team Contracts Team KE Team (AHSS)• Current RSO structure
(simplified for ease of presentation)
• Working across the research pipeline with some College focus
• Linking closely with others to deliver effective support
• Utilising technology to support some transactional work
Academics DeansCollege Admin
Facility Staff (e.g. CBS)
Edinburgh Innovation
Research Data Service
Public Engagement
Research Systems
LegalIADEdinburgh
Global
RSO to date:
2017/18 Drivers for RSO: Quality, agility and new opportunities
1. Enabling high quality research - we need to refocus and deliver on a clear vision to provide a
seamless pipeline of support through a network of skilled professionals
– providing strategic direction, specialist knowledge, targeted expert support
– optimisation of central/local support with commitment to high standards
– focus on added value – work in partnership with Colleges to drive improvement in key areas
2. Ensuring agility and responsiveness - work closely with Colleges in a fast moving environment
(Brexit, UKRI etc)
– GCRF, ISCF etc require short timescale, cross disciplinary (School/College) coordination – we
must be ahead of the curve
– Driving interdisciplinary working – new ways to support and enhance cross College opportunities
3. Providing proactive support for new opportunities – via research development in RSO and with
colleagues – Edinburgh Global and EI – where appropriate
– Focus on emerging opportunities – horizon scanning, strategic approach and coordination of bids
– Greater support in the international research space - identify and pursue the right opportunities
Developing our talented staff(IAD)
Quality Agility New OpportunitiesRSODrivers
RSO current structure allows
What could we add - working closely with Colleges and other groups
Supporting application process management/coordination of large bids. Exceptional volume and differing levels
of College support. Some bid writing and proposal management
New Strategic Research Development Resource has allowed a new proactive
approach to GCRF
Horizon scanning and PI selection where possible. Targeted sessions for large
calls.
Data and informed analysisProviding Colleges with greater depth of
insight to guide strategy, forecast and plan
Proactive approach New international and industry funding is vital. Improving funder relationships and influencing decisions will be important
Improved interdisciplinarityTruly bridging disciplines. Support structures and policies to enable this will generate new
opportunities
Optimising delivery of research support RSO can set standards of service and bring
together a community of best practice
Seamless systemsThe right systems, implemented well,
improve turnaround and focus on value adding activity
Expert Knowledge Helping researchers develop with local RSO
contacts and delivering training via IAD provision
All teams (RSO and beyond) delivering a seamless research support pipeline
RSO - Driving and Enabling Edinburgh’s Research Ambition
Social Responsibility & Sustainability
Dave Gorman
Director of Social Responsibility & Sustainability
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Social Responsibility & SustainabilityWhy?
• Long-standing strategic commitment
• Major environmental and social issues
• Climate change and energy
• Human rights near and far
• Increasing stakeholder interest
• Managing risks and opportunities
• Links to research, learning and teaching
• Organisational scale, breadth and reputation as a lever for
change
• Relations with local community and City
• Widen opportunities for poorer and disadvantaged people and
lower income communities
• Understanding and explaining important risks and opportunities
• Developing the University’s response
• Programmes to catalyse action and collaboration across campus
Climate change Resource use and
circular economy
Responsible
investmentSRS in learning and
teaching
Sustainable procurement,
fair trade and supply
chains
Community and public
engagement
Department for Social Responsibility & Sustainability
Key Priorities • Zero by 2040 Climate Strategy, taking a whole institution approach. Deliver review of the case for
investment in renewables and low carbon at scale (report by the end of 2017).
• Increase impact / contribution of SRS issues to the student experience and Learning & Teaching
vision.
• Energy efficiencies delivering cost and carbon savings. Building an energy efficiency culture, exploring
innovative technologies and design.
• Resource efficiency and circular economy: Increase reuse. Research and innovation.
• Supply chain issues: Follow up and integration of Modern Slavery; Fair Trade, Conflict Minerals. Links
to Community Benefit. Development of further research and collaboration (£3m Make ICT Fair).
• Responsible investment: Maintain our leadership position including delivering on new commitment on
social finance investments up to £8M.
• Community engagement: Deliver joined up approach. Link to ‘opportunity agenda’. Community
grants.
• Thought leadership and partnership building with Harvard, MIT, Yale and UBC. Support external
income generation of £500k by 2020.
… It's clear that your team is in a
leading position amongst the UK
universities.
Ted Smith, Executive Director People and
Facilities, The Wellcome Trust
… Edinburgh University has consistently demonstrated a commitment to encouraging staff and students to promote environmental sustainability and this is a commendable achievement.
Angela Constance, Former Cabinet Secretary for Education and Lifelong Learning on Sustainable Labs award
The SRS department does great work for students…The SRS student project grant is a fabulous example of this... The Students’ Association are very grateful for the close collaboration and high level of active interaction with the SRS team throughout the year.
Jenna Kelly, EUSA Vice-President, Services 16-17
It has had a positive impact on the work environment, provided cost and time savings, and improved specific business processes
Dr Jon Turner, Director, Institute for Academic Development on participation in the Sustainability Awards
www.ed.ac.uk/sustainability
Sport & Exercise
Jim Aitken
Director of Sport & Exercise
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ABOUT US
• 150 years of sporting tradition
• Annual budget of £5.9M (c 80% self-generated)
• 97 contracted staff (full & part-time)
• 20,500+ gym members (80% student)
• 63 student sports clubs
• Ranked 3rd in the UK for sport (out of 190 HEIs)
• Quality rating - 70% (Net Promoter)
• The Director of Sport & Exercise is Jim Aitken MBE
Our MissionInspiring and innovative sport and physical activity, making the maximum contribution to the whole life of the University
of Edinburgh and the people and communities it serves.
Our Focus
Our University
Community
OUR 20/20 VISION
OUR VALUES
Open to EverybodyWelcoming | Fair | Equal
Anything is PossibleInnovative | Aspirational
Enabling ExcellenceProfessional | Supportive | ContinuousImprovement
JOSH ARMSTRONG – GB Senior International(2nd Year Sport & Rec Management)
SARAH PRIEELS – #3 in the World(MSC Sports Policy)
SOME STARS OF OUR SHOW
GRACE REID
World Silver Medallist – Diving (3rd Year Sport Science)
LUCY HOPE -
Pre-selected for 2018
Commonwealth Games(2nd Year Finance & Accountancy)
EUWHC- European Hockey Champions
Eilidh Gibson
European Gold Medallist (4th Year BSc
Biomedical Sciences)
EUBC playing as Caledonia Pride
in Women’s British Basketball
League
POLLY SWANN– Olympic Rowing Silver(4th Year Medicine)
EULRFC - British University Rugby
Champions
Veterinary Scientific Services
Lesley Penny
Director of Veterinary Scientific Services
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Veterinary Scientific ServicesDr Lesley Penny, Director
Overview - The University of Edinburgh and the use of animals in research:
• ~190 Project Licences and ~1000 Personal Licences
• Species – mice, rats, zebrafish, xenopus, cattle, sheep, pigs, poultry, clinical cases
at RDSVS- dogs and cats
• 19 animal facilities across 5 geographical sites
• Consistently within the top 5 (usually top 2) academic users of animals in research
in the UK annually
Veterinary Scientific Services
VSS- main responsibilities, working closely with Central Bioresearch Services;
• Veterinary oversight of animal facilities, animal health, welfare, breeding and 3Rs
(refinement, replacement, reduction)
• Project Licence preparation and amendment
• Engagement with Home Office
• Animal Welfare and Ethical Review Body administration (12 meetings/ year)
• Scotpil Personal Licence Training (4 courses/year)
• Overseeing training and competency of PIL holders
• Review of individual studies and advice on scientific animal models (~1800 scientific
studies /year)
• Respond to relevant FOI enquiries
• Openness and public engagement
Staff (9)
• Director, 3.2FTE Named vets, 1 FTE Home Office Liaison Officer, 1 Named Training and
Competency Officer, 2 administrative support
Veterinary Scientific Services
Areas of development
• Improving the quality of study design, data analysis and reporting – this is an area
that is becoming increasingly important. We are working with colleagues in
CAMARADES to develop systems to encourage academic colleagues to be more
strategic in their approach to animal studies
• Training of personal licence holders – introducing robust systems to ensure current
and ongoing technical competence
• Taking a more pro-active approach to Openness and animal research through
involvement in public engagement. Also in 2017 introducing lectures on animal
research to the medical and veterinary year 1 curriculum
• Considering how we might better engage with RDSVS in the area of laboratory
animal medicine and particularly anaesthesia
Veterinary Scientific Services
Animal numbersThe University of Edinburgh used 203, 285 animals in research in 2016.
81% rodents and 16% fish. No cats, dogs (except clinical cases at RDSVS) or primates.
Actual severities 84% subthreshold/mild, 12% moderate, 2% severe
University of Edinburgh 2016 animal numbers• 11 Rodent facilities 165,774
• 2 Zebrafish facilities 32,907
• 1 Xenopus facility 92
• 2 Poultry Units (Roslin) 3,393
• 2 Farms (Roslin) 1057
• RDSVS 36
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