by David Duncan
In June 2001, the university court authorised a wide-ranging review of student and academic support services (formerly known as central services). The review covered organisational structure, staffing, funding, reporting procedures and quality and performance issues. It was undertaken by a small group comprising the dean of the faculty of law & accountancy, the university secretary, the financial manager in the faculty of medicine, dentistry & nursing, and an assistant secretary. The group reported to court in December 2001 and February 2002. Nearly a year after the submission of the final report seems a good time to take stock of progress in implementing its findings and to consider priorities for the coming months.
The first task in implementing the review was to achieve greater coherence and transparency in the organisation and management of support services. The services were re-structured into eight groups, covering academic affairs (including the centre for learning & teaching), research & innovation services, campus services, student services, finance, human resources, planning & information and external relations. A line manager was appointed to head up each of these groups. The eight directors of groups now meet regularly as a team with the University secretary and administrative secretary.
While most of the new director posts were filled by staff transfers, the review identified a need to augment the staffing in the area of external relations. A new director of external relations and an alumni affairs officer took up post in the summer of 2002.
From the start of the 2002-3 academic session, a reorganised court committee structure was introduced, broadly in line with the new organisational structure. The intention here was to prune back the number of committees and sub-committees of court, to simplify reporting relationships and to clarify the remits of those committees that remained. The court committees include court members, academics, senior officers from the support services and a small number of co-optees.
Besides structural changes, the review identified a need for changes in organisational culture, with a renewed focus on performance and quality. From 2002-3, each of the eight support service groups was required to identify a small number of strategic priorities and associated performance indicators. The indicators are both qualitative and quantitative; they are consonant with the university’s strategic plan, and are subject to approval by a performance monitoring group chaired by Professor Brian Burchell. The support services directors will report to the court on progress against the performance indicators in February and June of each year.
In addition to the performance indicators, a new system of value-for-money studies is now being introduced. Instead of the old format of departmental reviews, a small team of consultants who specialise in the HE sector will work with the heads of services and the users of those services to identify ways of ensuring better value-for-money for the university. The first two studies, to be completed by June 2003, will focus on estates & buildings, and research & innovation services. Their findings will be implemented during 2003-4.
By these means, we intend to make tangible improvements in the quality of service given to academic staff and students of the university. Already, there is evidence of a greater willingness to listen to constructive criticism from the users of services as well as from the court.
Dundee has taken a lead in providing management development opportunities for staff in collaboration with neighbouring universities, and we are considering ways of promoting enterprise and creativity as an integral part of our organisational culture.
Targeted efforts are now being made to address a number of outstanding issues. For example, a detailed action plan is underway to improve the effectiveness and reliability of the IT network infrastructure, with substantial new funds allocated by the university. A group convened by Professor David Boxer is reviewing the ways in which the university allocates funds to support services. A further group, chaired by Professor Christopher Whatley, is working on ways of improving the flow of key management information to academic and non-academic budget-holders. Plans are also well advanced to improve on existing corporate governance arrangements by clarifying the financial and other decision-making powers ascribed to each level of authority within the university. And finally, the directors of groups will continue to work with deans to identify new and better ways of working between the faculties and the support services, and to consider how we can best facilitate teaching, research and related academic activities.
In all of these areas, the aim is to ensure that the support services are highly professional, give a five-star service to academic staff, students and others, offer excellent value-for-money, and are accountable to users and the governing body. Quite simply, the goal is to ensure that Dundee’s support services are the best in the HE sector. The services are most effective when they are focused on supporting the needs of key user groups; if you have any suggestions on how this mission can be enhanced, please do not hesitate to get in touch.