Please note, we have now announced our new Facilities Directorate Business Plan for 2026-2030.
- we will have started to describe what one FD means, completed significant operational projects and have a delivery plan for Net Zero by 2030.
Introduction from Ann Allen, Director of Campus Innovation & Development
Welcome to the first Facilities Directorate three-year business plan.
Across the Directorate much of our time is spent on delivery of services – critical work that enables the University to operate and progress. Through this work, we connect with staff and students and the wider city and region.
This activity is about keeping the lights on and is essential.
As a dynamic and diverse group, we are also constantly challenging ourselves to do new things and improve how we work. Our expertise is required across the University.
Add to this the fact that we have been in crisis management mode in recent years – like many others in the University – and I believe it is time to pause and re-set.
How do we work together to get smarter with our essential day-to-day service delivery?
How can we do more to help the University deliver its Strategy: Universal Values, Global Change 2020-2030?
Our Way Ahead gives us a clear focus for the next three years.
Our Way Ahead gives us a clear focus for the next three years.
It sets out our aims and objectives and how we will deliver them. It helps all of us in the Directorate to understand what we have the capacity to deliver, and it will mean we can be clear on the impact of requests for new projects.
The plan is focused on people, impact and ways of working.
The plan is focused on people, impact and ways of working.
It identifies key initiatives, including Net Zero by 2030, a programme to ‘reimagine’ the campus, and the development of inspirational learning, teaching and workplace spaces. It is underpinned by the University’s values and a commitment to support everyone who works in the FD by developing an inclusive culture that ensures everyone feels valued.
We know that to deliver on our new plan we may need new skillsets and the Directorate is committed to providing training and development to support people as they try new ideas and new ways of working.
I strongly believe that we need to work together as one directorate, not a collection of services, and that we have a huge amount to learn from each other and the incredible array of skill and talent across the institution.
As we look to our way ahead, I want us to be strategic, realistic and innovative in our approach.
As we look to our way ahead, I want us to be strategic, realistic and innovative in our approach.
As a directorate that works collaboratively, we will achieve our goals over the next three years and beyond. Most importantly, by supporting and enabling the University Strategy, we will help students and staff to flourish, succeed and make a difference.
Ann Allen, Director of Campus Innovation & Development
February 2023
Aspirations: Vision, opportunities & progress
Vision
A shared vision informs our work and ensures we all keep to the same path.
- we will create amazing places, spaces and experiences on campus;
- they will be sustainable, inspirational, innovative and inclusive;
- we want everyone – all of you, and everyone who uses the campus – to feel that they belong.
Our work – creating, delivering and maintaining the fabric of the University – helps everyone to fulfil their potential.
Opportunities
Looking forward, we want to make the most of these opportunities by:
- developing an inclusive culture across the FD
- partnering with colleagues across the University to deliver new strategies for the campus and sustainability
- delivering cross functional services to improve experience
- using digitalisation to improve efficiency
- improving commercial returns
- improving communications across the wider University communities
Progress
We are clear about what will be achieved each year so that we can maintain momentum and build on progress
2022/2023
- we will have defined the culture we want
- we will be developing skills in collaboration and partnership
- we will have started to deliver net zero
- we will know how we want to use data and digital to deliver better services and buildings
2023/2024
2024/2025
- we will have developed the skills needed for delivering shared services propositions
- we will have created a plan to deliver a campus plan which promotes innovative places and experiences which are sustainable and inclusive
- we will have new data management systems and be making progress with net zero
- we will have a single inclusive culture across all of the FD
- we will be digitally enabled as a Directorate; using data to inform evidence based decisions
- we will be delivering innovative teaching, workspace and net zero and rationalising the campus
- services will focus on to delivering a great experiences for our staff and students.
2025/2026
Our values
Our values provide a backbone for our vision and ways of working. They mirror those of the University.
Collaboration
We work together to achieve our goals and ambitions.
Compassion
We are caring and considerate in our words and actions.
Inclusivity
We are a community where everyone is welcome and belongs.
Integrity
We are open and honest in our words and actions.
Aims & actions
Aim 1: People & culture
We will develop our culture so that our people can thrive and succeed.
We will:
- provide clear expectations, purpose and values
- reward and recognise staff both as individuals and team members
- address skill, ability and knowledge gaps that exist
- continue to ensure all staff work in an environment which puts health, safety and wellbeing at the front of mind
- define and embed the culture
- encourage continuous improvement
- seek improvement by encouraging new ideas
- demonstrate how we value our people
- improve staff engagement
What actions are needed to achieve aim 1 and develop our culture?
Next six months
People
- establish a staff voice
- establish a leadership forum for the Facilities Directorate
Structures and capacity
- develop a permanent leadership team structure
Training & development
- start to review skill sets
Culture
- engage with EDI Strategy
2023-2024
People
- deliver initiatives through staff voice and leadership forum
- refine FD Communication Plan
- adopt new ways of working across FD
- engage with UoL pay-scale and grading review
Structures and capacity
- define structures for new departments informed by skills review
- review capacity informed by skills and new structures
Training & development
- review resource plans and identify skills for the future
- audit health and safety activities
- develop skills in managing and supporting people
Culture
- understand and define our future culture
- start to articulate our values
2024-2025
People
- deliver initiatives through staff voice and leadership forum
- develop our People Plan
Structures and capacity
- test capacity
Training & development
- develop and deliver training and development plans to support skills requirement
- embed principles of personal development
- audit health and safety activities
Culture
- develop ways of aligning current culture with the aspired-to culture
2025-2026
People
- review effectiveness of staff voice and leadership forum
Training & development
- update skills and resource matrix
- review and enhance skills in managing and supporting people
- test plan for apprenticeships
Culture
- review progress on culture
Aim 2: Impact, experiences & community
We will create places that are sustainable, inspiring and inclusive, and that foster a sense of belonging. We support and encourage aspiration. We will do this by:
Developing a campus and other spaces – including sport and residential – that are:
- carbon net zero by 2030
- informed by data and university lead research
- comprised of innovative workspaces, teaching and learning spaces, and research spaces
- support wellbeing
- right-sized and designed for today and the future
- curated to deliver a unique experience
We will do this by:
- Shaping how services might be realigned to focus on experience. These will be co-created with university communities
- In collaboration with research colleagues to lead the discussion on sustainability and climate to develop strategies for sustainability, biodiversity and plans for single use plastics and resilience
What actions are needed to achieve aim 2?
Next six months
Campus plan & space proposals
- launch road map for Campus Reimagined and secure resources
- develop hybrid meeting room proposals
- develop plan for five-year supply of residential accommodation
- develop solutions for space pressures
Digital improvements
- improve booking systems for residential, events and meeting rooms
- improve Residence Life digital comms and engagement with development of new online hub
Capital projects
- deliver approved projects – fire safety
- complete the Digital Accelerator
- detail proposals for infrastructure investment
Enhancing customer services
- pilot locking & access policies
Net Zero & sustainability
- develop business case for Net Zero Retrofit Programme
- reset Single Use Plastic Plan
- optioneering of GSC
2023-2024
Campus plan & space proposals
- commence programme to reimagine the campus including proposal for experience masterplan
- appoint strategic partner for consultation processes
- pilot scheme for Professional Services Hubs
- develop proposals for relocating some staff within FMH & FBS
- support innovation agenda
- scope Smart Campus including digital twin option
- appoint strategic partner for measuring performance of the campus
Capital projects
- deliver approved projects – fire safety
- pilot new learning spaces concept including Genius Bar and Innovation Room in Library
Enhancing customer services
- implement Locking & Access improvement policies
- relaunch events and conferencing offer
- shape bursary offer for residential
Net Zero & sustainability
- approve business case for offsetting and off-sight renewables
- agree target for supply chain emissions
- contribute towards and approve Sustainability Strategy
- develop and initiate campus and Net Zero Cities Living Labs
- relaunch Net Zero Engagement Plan
- develop, embed and mobilise new Biodiversity Plan
- develop plans for reducing use of gas
2024-2025
Campus plan & space proposals
- finalise business case and Campus Plan for investment over next 10 years
- pilot new ways of working
- agree plan to rationalise the estate
- launch catalogue of ideas for learning spaces and workspaces
- secure strategic partner for furniture supply
Capital projects
- deliver approved projects – fire safety
Enhancing customer services
- scope and commence engagement to realign services to meet expectations of users
- relaunch catering offer
Net Zero & sustainability
- PIP for civic and community hub
2025-2026
Campus plan & space proposals
- start the Campus Reimagined Delivery Plan
- complete design guides for learning spaces and workspaces
Capital projects
- deliver approved projects – fire safety
Aim 3: Effectiveness, efficiency & financial resilience
We will deliver our services staying focused on the needs of our communities and on environmental and financial sustainability.
We will do this by:
- Focusing our services to reflect the expectations, needs and experience of students, staff and the wider University communities while ensuring they operate in an efficient and sustainable way.
- Shaping our services to be focused on the experience of the user, continually looking at opportunities to improve service delivery.
- Demonstrating that our services represent value for money by benchmarking and introducing quality management
- Managing risk and demonstrating that our services are resilient and support campus operation.
- Developing data and information management systems to enable evidence-based design.
- Ensuring services are prioritised in line with financial budgets.
- Maximising opportunities to deliver positive commercial contributions to the University through providing the right services, at the right price point, delivered efficiently and which enhance the experience of everyone that uses them.
What actions are needed to achieve aim 3?
Next six months
Enhanced process & digital improvements
- complete Planon for Facilities
- agree process and ownership of meeting room management
Net Zero & sustainability
- award new waste contract
Improving quality of service
- develop business case for improved security infrastructure
- replace the residential maintenance contract
- complete FM Realigned
Measuring performance
- develop an FD reporting structure
- complete business continuity planning for all FD
- incident management
2023-2024
Enhanced process & digital improvements
- develop business partner arrangement with IT
- scope requirements for digital data and information management system
- develop case for BMS across campus and develop first digital twin
Improving quality of service
- support work of COO Executive in developing service models
Measuring performance
- review reporting structure and develop suite of KPIs
- complete annual property and financial market update
2024-2025
Enhanced process & digital improvements
- develop new strategy for car parking and review systems
Net Zero & sustainability
- agree targets for embodied carbon in existing estate
- award Phase 2 waste contract with focus on circular economy benefits
Improving quality of service
- agree new contractor and consultant frameworks
Measuring performance
- develop Directorate-wide approach to risk management in line with University approach
- complete annual property and financial market update
- review business continuity plans
2025-2026
Enhanced process & digital improvements
- deliver new car parking strategy and system
Measuring performance
- complete annual property and financial market update
- develop clear definitions of value for money proposition
- review risk management plans
- complete detailed IPE review
What’s next?
Every team will have an opportunity to feedback and ask questions about Our Way Ahead through a series of events starting in February. Look out for those dates.
To achieve our aims and objectives we need to collaborate: it will make all our jobs easier and our activity more impactful.
To enable that to happen three new senior leadership positions are being introduced and there will be some re-grouping of services. We’ve updated our organisational structure chart to illustrate changes that have been made.
The People & Culture group has been established and has had its first meeting.
