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

(jim.aitken@ed.ac.uk)

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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