Governance & Strategic Planning

Service Expectations

Service Expectation Management develops understanding between Support Groups and Colleges/Schools about the service requirements to support the strategic and operational goals of the University. This work will be further developed in 2017/18.

Service Expectation Statements (SESs) allow Support Groups to describe what services they provide, how they provide it, what drives the cost of these services, how they measure success and how they benefit the Service customer and University.

Service Expectation Reviews give users of the services the opportunity to provide input into the services provided and co-operatively negotiate changes to services and removal of services where they no longer deliver what is needed. Reviews can be triggered by major changes that impact on the service provision to be addressed, or be part of a rolling five yearly review of the service. Reviews will offer a broad ‘value for money’ view of the service and will evaluate the risks associated with remaining the same as well as changing the service provision. The review should be viewed as an enhancement activity.

It is critically important that the Service Expectation Management (SEM) process supports collegiality to deliver the services we need, where they are needed and to the quality they are needed. The Service Expectation Reviews must play a genuine role in resource allocation, decision making and other activities designed to increase the impact and efficiency of University services.

Work to complete this winter (by end January 2018) under the Service Expectations Review theme includes:

  • Establishing the SEM committee remit and membership;
  • Communication of the SER process to service managers, emphasising the enhancement aspects of the process;
  • Formalising the rules for triggering reviews; and
  • Producing a calendar of the five yearly review cycle.

Work to complete by end of May 2018 under the Service Expectation Statements theme includes refreshing the statements, with a particular focus on:

  • Reviewing the configuration of service areas where appropriate and identifying costs associated with these areas;
  • Reviewing cost drivers and articulating cost driver behaviours;
  • Further development of performance measures that will become the Strategic Performance ‘tier 3’ measures.