This is my second blog post, and as I’ve now been here for 6 months, I asked recently if you had any questions you’d like to ask me.  Here they are – several of them overlap as you will see, so I’ve grouped them together.

• Why did Finance and Planning come together? 
• What is our purpose?  What do we have in common? What is the goal for Finance and Planning being together?

One of the big themes for the University, that is being discussed regularly by the leadership team, is how we become more performance-led; that is, how we are accountable for the resources that we have responsibility for and how we use these to achieve the best possible results for the University.

Universities are judged by their results – whether that’s TEF, REF, LEO, financial results  or league tables – and while we know the limitations of these measures, we can’t dismiss them – we need to be ‘metrics mindful’ as we work towards achieving our strategic vision.

This is where I believe that the Finance and Planning Directorate have a leading role to play.

Finance provide and analyse the financial results; we know where and how the resources – financial, space, staff – are being deployed;

 Strategic Planning and Intelligence have access to non-financial data across the University and externally too; we provide comparison data; we can make the connection with financial data to provide powerful and meaningful reports to assess performance, set aspirational targets, and to inform decisions.

 Strategic Portfolio and Business Change Team support the strategy implementation by leading the business case and benefits realisation work, working closely with Finance and SPI to ensure that we ensure measurable benefits are delivered and foster a culture of continuous improvement that is systematically applied throughout the University.

Equality & Diversity drive the efforts to achieve this for both staff and students, organisation wide.

All of the above is dependent on your input – with such a breadth of complex and varied areas to cover, our teams need to be diverse in order to deliver this effectively – not just in Finance and Planning but across the University.

 

• What do we aim to achieve? / What is your vision for the Finance and Planning Directorate?

The Finance and Planning priorities for 2017/18 have just been published and you should all be able to see how you can contribute to the University mission to Transform Lives.  All Professional Services functions should aspire to be world class. The Finance vision of being the best in sector still stands, howeverthe creation of the new Finance and Planning Directorate allows us to co-create a shared vision  to ensure it is consistent for all of us.  I’m looking forward to working on this together with you in the near future.

 

• How’s your house move gone? / Do you plan on attending some of the social events planned for Finance?

It was a great relief that my 4-hour-per-day commute reduced dramatically when I moved into my new house in Todwick in June.

There’s a lot to do in the house and I’m really grateful to those colleagues who have recommended tradespeople.  Now that I’m living closer, I’m looking forward to joining some of the social events and getting to know more of you, as well as exploring Sheffield.  For those going to the BBQ next week, I’ll see you there.

 

• What positive things have you seen in the Directorate since you’ve been here?

What has struck me most about the Directorate is the calibre and enthusiasm of you all.  There is a real willingness to have open and honest conversations and a desire to contribute wherever possible to the University mission.

There is a real depth of talent that I think can contribute even further to the success of the University, both in operational day-to-day activities and in more strategic areas.

 

• Now you have been at SHU for 6 months, what would you say is the thing that most needs improving?

I think there are more opportunities for us to work collaboratively, not just within Finance and Planning, but also with other Professional Services.  Some of these are identified within the 2017/18 priorities.

I’d also like us all to feel closer to the student – that’s why I am leading a piece of work on student engagement which will provide more opportunities to interact with and support our students.

 

• How is the integration of Finance and Planning going?

Whilst it is still early days, there is a significant amount that has already been achieved by integrating Finance and Planning.  During what has been a challenging few months in relation to development of the University Financial Plan and the implementation plans for the strategy, Finance and Planning have successfully helped the ULT and Pillar Boards navigate their way through a complex planning process.

The priorities for 2017/18 have been developed by input from the Finance and Planning Leadership Forum who represent all areas of the Directorate and, as a result, we have a work plan that provides a cohesive and consistent approach to supporting the University in its strategy delivery.

 

• How have you found the move to a University nearly 3 times the size (in terms of student numbers) of your previous workplace?

The University is so big – it’s a challenge to get to know people across the organisation and to understand what everyone is doing.  In a smaller organisation, that happens more easily and naturally – in a big organisation it has to be thought about and structured.

 

• Have you seen any major changes since you joined 6 months ago?

I joined the University during a time of significant change – a new leadership and a new strategy, new governance structure and processes.

 

• I would be interested in knowing what your work ‘high’ and your work ‘low’ has been in the last 6 months

My work high and low are the same thing – producing the University’s Financial Plan. This was very challenging, there were lots of complexities, unknowns and judgement calls; at times, the conversation was difficult and the work was heavily demanding for me and many others in the team, so gaining sign-off at Board of Governors this week has felt like a massive achievement – a big thank you to everyone who was involved.

 

• Where do you see the University in 5 years’ time?

The University has articulated in its strategy what it aims to achieve and Planning are helping to express that in a range of KPIs which will be published in the autumn.  I see the University as a leading regional institution, with distinctive characteristics, recognised as such at national level and with aspirations to improve further.

 

• What’s the naughtiest thing you’ve ever done?  (aka Teresa May)

When my children were young, and reluctant to try new foods, I would always tell them “you tried it before and you liked it’.  Unfortunately, they’ve seen through that one as they’ve got older, but I recommend it to other parents with fussy eaters!