These are the KPIs produced by Estates on an annual basis. They are currently collated manually from a variety of sources. Income per square metre Investment in Buildings 5% of IRV Capital spend as a % of total University income Building condition at grades A and B Cost to upgrade to condition B is 5% of IRV Maintenance Statutory Compliance Response to Helpdesk Calls Health and Safety Cleaning Services Servitorial Services Overall Department customer satisfaction level Waste Services (landfill avoidance) Teaching Utilisation measures Absence Carbon Emissions Appendix B: Definition of Strategic Reporting The table below compares the principle characteristics and differences between Strategic Reporting (this project) and Operational reporting (e.g. project EST092). Strategic Reporting Operational reporting 1 Report contains historical data, and is Report contains current data and is typically concerned with aggregates, trends and concerned with events that happened today or patterns. yesterday. 2 The underlying data is rarely required to be The underlying data needs to be up-to-date e.g. close to ‘real-time’. it needs to be ‘real-time’, or close to it. It should Yesterday’s, last week’s or last month’s data is be comparable to the contents of the sufficient. operational system 3 Reports supports strategic and ad-hoc Report supports a set of defined, regular and business decision making processes within an repeated operational processes. organisation. 4 Report is presented at an aggregated and Report relates primarily to some form of summarised level, but frequently with transactional activity, and as a result is quite access to the underlying transactional granular in detail. data. 5 The information presented can be extracted The information presented is extracted from a from multiple, diverse operational systems. single operational system. Reports will commonly cross departmental
These are the KPIs produced by Estates on an annual basis. They are currently collated manually from a variety of sources. Income per square metre Investment in Buildings 5% of IRV Capital spend as a % of total University income Building condition at grades A and B Cost to upgrade to condition B is 5% of IRV Maintenance Statutory Compliance Response to Helpdesk Calls Health and Safety Cleaning Services Servitorial Services Overall Department customer satisfaction level Waste Services (landfill avoidance) Teaching Utilisation measures Absence Carbon Emissions Appendix B: Definition of Strategic Reporting The table below compares the principle characteristics and differences between Strategic Reporting (this project) and Operational reporting (e.g. project EST092). Strategic Reporting Operational reporting 1 Report contains historical data, and is concerned with aggregates, trends and patterns. Report contains current data and is typically concerned with events that happened today or yesterday. 2 The underlying data is rarely required to be close to ‘real-time’. Yesterday’s, last week’s or last month’s data is sufficient. The underlying data needs to be up-to-date e.g. it needs to be ‘real-time’, or close to it. It should be comparable to the contents of the operational system 3 Reports supports strategic and ad-hoc business decision making processes within an organisation. Report supports a set of defined, regular and repeated operational processes. 4 Report is presented at an aggregated and summarised level, but frequently with access to the underlying transactional data. Report relates primarily to some form of transactional activity, and as a result is quite granular in detail. 5 The information presented can be extracted from multiple, diverse operational systems. Reports will commonly cross departmental The information presented is extracted from a single operational system.