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Operational Management Group

A forum for the exchange of information and the coordination of activities, functions and services.

The Operational Management Group is a  forum for the exchange of information and the coordination of activities, functions and services to support the operation and administration of the Institute.

Frequency of meetings

Meetings are held fortnightly on Wednesday, 11:00-13:00.

Membership

  • Roslin Institute Director
  • Deputy Director (External Partnerships)
  • Deputy Director (Research)
  • Campus Operating Officer (COO)
  • Head of Division Genetics and Genomics
  • Head of Division Infection and Immunity
  • Head of Division Functional Genetics and Development
  • Head of Division Clinical Sciences
  • Science Admin & Communications
  • Campus Senior HR Advisor
  • Campus Financial Controller

Remit

To leadership and co-ordination of all Professional Services of the Institute.

Responsibilities

In partnership with the University of Edinburgh, BBSRC and the Institute Director, 

  • To determine the strategic direction of Professional Services that contribute to the running of the Institute. (i.e.: any operational function, administrative or science support group that provide services to the Institute)
  • To ensure effective and efficient management of the running of the Institute. 
  • To make decisions on polices and processes in order to ensure the continuity of the business of the Institute is maintained.
  • To review and manages the risks of the Institute. 

The breadth and depth of Professional services forms an essential foundation to the Core Capability. Professional Services includes:  HR, IS, Quality and data management, Facilities and Laboratory Services, Space Management, Scientific Communications, Public Engagement and Outreach H&S, Procurement and Stores, Digital Resources, Science Support Units and other activity required in order to comply with legal obligations of the Institute.

Duties

  • To undertake decision making to ensure the Institute remains financially sustainable in order to maintain the long term research base within the Institute.
  • To maintain the health, safety and welfare of all staff, students and visitors to the campus
  • To embed a high performance positive work culture. 
  • To maintain a succession plan for the Institute.
  • To maintain one of the most sustainable laboratories in the UK.
  • To maintain access to core scientific equipment and infrastructure both to the Institute and UK bioscience community. 
  • To ensure the scientific services are effectively communicated to both the Institute and wider UK scientific community. Establish criteria for prioritising work and allocating resources to ensure efficient and optimum usage of the services and optimal recovery of costs via an appropriate recharge mechanism.
  • To review and approve any new policies, systems and procedures required to support the Professional Services. Ensure with an effective communication forum is facilitated between current and potential future users, in order to deliver a responsive service.
  • To maintain  and monitor a risk management and business continuity, including disaster recovery plan strategy for the Institute
  • To embed public engagement and outreach activities within the Institute
  • To maintain the digital presence and brand of the Institute
  • To plan, implement, monitor and review all equipment maintenance within the facility and recommend procuring new and/or replacement equipment.
  • To embed established quality control and data management procedures which ensures the integrity of the scientific data and samples throughout the whole research cycle and archive them appropriately.
  • To embed best practice in financial management and procurement across the Institute in order ensure that value for money is achieved and ensure the long term financial sustainability of the Institute.
  • To carry out external reviews of the activities taking place to ensure good practice is updated and maintained and streamline operations.
  • To foster good working relationships with professional services and academics within the Institute, the Easter Bush Campus, The College of Medicine and Veterinary Medicine and UoE, as well as our strategic partners.
  • Facilitate a strong relationship with the scientific leadership of the Institute to understand current and future requirements and initiatives (Assist with fundraising, business development and capital planning-project management required for the delivery of these initiatives)

Reporting obligations

  • Management accounts, Planning Returns, Contract reports alongside any finance audit reports
  • H&S audit reports
  • Procurement metrics, participation in national procurement initiatives
  • HR Metrics (including results of staff surveys), Succession Plan and nationally recognised HR initiatives which embed best practice e.g.: Investors in Young People, Athena SWAN
  • KEC, Digital and Public Engagement Metrics
  • Quality audit reports, including data and sample management, and open access reports
  • Sustainability metrics, and contribution to nationally recognised sustainability initiatives e.g.: S-Lab
  • Equipment maintenance and Validation, rolling equipment replacement programme
  • Major Research Facility  and Small Research Facility metrics
  • Risk Register, Disaster Recovery Plans

Items for agenda

Rotating Quarterly review of topics on Agenda with ability to add papers as required.

Any items to be considered for the agenda should be sent to Roslin.Opsman@ed.ac.uk