Excellence in Delivery
Issues: Adopting the fundamental concepts of excellence
This strategic plan sets out challenging aims, the successful achievement of which will require careful management and coordination, effective monitoring and control. The targets we have set mean that we must stand out in our chosen markets as being a credible and effective provider. We must, therefore, manage ourselves in a way that helps us to achieve a reputation for excellence in all that we deliver. The University has adopted the European Foundation for Quality Management EFQM Excellence Model as its management system framework. The model is based on the ‘Fundamental Concepts of Excellence’, listed below, that are embedded in our mission, purpose and values:
- Results orientation
- Customer focus
- Leadership and constancy of purpose
- Management by processes and fact
- People development and involvement
- Continuous learning, innovation and improvement
- Partnership development
- Corporate social responsibility
The University faces a major challenge in maintaining a learning environment that is fit for purpose. This is manifested by the need to find recurrent funding formaintenance and replacement of equipment and buildings on an annual basis.
There is also the requirement to finance a major capital development programme, aimed principally at the rationalisation of the University's estate and the replacement of a number of buildings no longer fit for purpose with an attendant improvement in estate sustainability at reasonable cost.
Another challenge for the University is to continue to invest in appropriate IT infrastructure and systems to support efficient and effective processes, while at the same time ensuring that the full potential of such systems is exploited to maximise the benefits accruing from that investment.
Excellence in Delivery is about managing the University in a coherent and joined-up manner. Our management and infrastructure priorities must be aligned to the priorities of this strategy to ensure its delivery in full. These should be reflected in faculty and service plans and all supporting strategies, especially those relating to human resources; financial planning and budgeting; and capital development. Critically, this requires a long-term focus on strategy at every level of the organisation. Our continued use of the Excellence Model and Balanced Scorecard to chart our progress is part of this long-term focus.
