Click here toList of AIMS assignments by type
List of AIMS assignments in alphabetical order
Final reports produced in the last five years
to 2003 are listed below under the names of the institutions concerned
Please click on the name of the Institution required
| Bangor | Bradford | Keele | Liverpool | Manchester | MMU | Salford | UMIST | External assignments |
A review of the University's needs for binding services and the ways in which they can be provided.
The following benefits have either been realised as an integral part of the review or identified as achievable through the recommendations of the associated report:
A review of existing arrangements for the collection, circulation and distribution of internal mail in the various sites of the University with a view to making recommendations for improving the efficiency and effectiveness of the internal mail service, paying due regard to the financial constraints of the University.
The AIMS report recommended several improvements:
A review of the document handling and filing systems of the Estates Department. The review also included the collection of information from other institutions and a survey of electronic filing and document handling systems.
AIMS recommended the installation of a document image processing (DIP) system to provide a more effective and efficient filing and retrieval service. Major benefits that would be gained from the recommended system included:
AIMS also recommended that consideration be given to applying DIP technology to other areas of the University and to creating a centrally controlled records management service.
A comprehensive review of the Personnel Office, including an examination of the organisational structure, the assignment of duties and responsibilities among staff, workloads and staffing levels, the location of the Office and filing arrangements.
The report provides a useful picture of the strengths and weaknesses of the Personnel Office and offers suggestions for its future development within the wider context of the University. It contains more than forty recommendations. In particular, the recommendations address the management structure and organisation of the Personnel Office, staff development and appraisal, the support of professional staff, systems and processes, communications and the dissemination of information. It also discusses the computerisation of several procedures and the possible introduction of workflow techniques.
AIMS was required to provide guidance for the storage and archiving of documents and information, particularly in respect of the retention period of original documents and converted information.
The recommendations of the report addressed corporate responsibility for the management of records, the disposal of time-expired records, the development of retention schedules, the extent and suitability of current storage areas, the use of electronic filing and the possible appointment of a Records Manager.
A review of student and staff transport arrangements for teaching practice and staff transport for other activities.
The recommendations of the report included proposed changes to the method of recording information on travel-related expenditure; where appropriate, the use of public transport, car sharing and a reduction in school visits by staff; a rigorous re-negotiation of bus hire prices; the possible introduction of nominal charges to students for journeys on hired buses; and possible collaboration with other institutions for the reciprocal use of residential accommodation.
A review of administrative, clerical and secretarial arrangements in the School, particularly in respect of the assignment of duties and responsibilities to staff; current job descriptions; the scope for increased delegation by academic members of staff of administrative and clerical duties; the managerial structure; the level of staffing; the location of staff and the provision of office space; and the degree of standardisation of administrative processes and procedures in the School.
The School comprised three academic divisions: Banking, Finance and Economics; Business Enterprise and Management; and Community and Regional Studies. The divisions were separately located, did not share a common heritage and had developed their own administrative services.
The review concluded that there needed to be a centrally located, fully integrated administrative organisation, coordinating all services. The report also recommended specific operational improvements, especially in relation to the assignment of administrative tasks and the deployment of secretarial staff.
It was particularly suggested that the role of administrative, clerical and secretarial staff should be to provide support for managerial and administrative functions and processes rather than invdividual academic members of staff.
The purpose of the assignment was to examine existing arrangements for the despatch of mail from the University; and to assess the relative merits and disadvantages of identified options including: the centralisation of the despatch of all outgoing mail from a central University mailroom; the establishment of one or more sub-mailrooms for the despatch of mail from remote locations; the retention of dispersed franking facilities; and the use of the Royal Mail Printed Postage Impression (PPI) system.
The review confirmed that the University had already developed excellent arrangements for the despatch of outgoing mail, which included selective use of the PPI system. It was concluded that extended use of the PPI system was unlikely to improve existing arrangements or provide significant savings other than for remote locations, from where separate collections of outgoing mail by the Royal Mail were worthy of consideration.
A particular factor in the consideration of the possible extension of the PPI system is the current University policy of recharging postage costs to departments. Recharging is not easily administered under the PPI system.
The report also recommended that franking should be discontinued in the few academic departments that have retained franking machines and that all franking be undertaken in the central mailroom.
An assignment to confirm the extent to which policies and procedures for consultancy were in place in the University to meet the objectives of delivering high quality services to meet the needs of clients; maximising the benefits to the institution and its staff and students; and minimising the risks to the institution and to individuals. The review included a survey, through which arrangements at Bradford were compared with those at other universities.
The report concluded that the existing arrangements for the management of consultancy did require improvement in a number of respects. Recommendations were made in respect of the collection of data on consultancy work undertaken, a more rigorous approach to approval procedures and disclaimers, the development of strategies by Schools to optimise consultancy, the compilation of workload models for all academic members of staff and a requirement that academic staff attend the University's training course on consultancy.
A review of the University Occupational Health Service, particularly in respect of the appropriateness of the extent of the service and its funding arrangements. The review included a benchmarking exercise, involving a large number of institutions.
The report relating to the assignment identified elements of the existing services where expenditure could be reduced. It also recommended a joint-tendering initiative with a local hospital trust, particularly for the provision of a healthy person screening service.
AIMS assisted in the compilation of suitable tender documentation for market testing the provision of both a statutory occupational health service and a voluntary healthy patient' occupational health service for the University.
The assignment reviewed the policy of the University in respect of additional payments to academic and academic-related staff for external work. The assignment included a survey of arrangements at other universities.
The report addressed the various factors relating to additional earnings and recommended lines of policy particularly in respect of: the definition of additional earnings, distinctions between university-related and private work, authorisation, restrictions on time and income, the declaration of interests by staff, intellectual property rights and insurance and income tax considerations.
An assignment to evaluate the effectiveness of purchasing arrangements in the University. The review showed that the establishment of a dedicated purchasing office had produced savings for the University but that the development of a more comprehensive and proactive service could provide even greater benefits.
The following benefits have been identified as achievable through the recommendations of the report relating to the assignment:
The essential aim of the review was to assist the Press to maintain its commercial viability and improve its use of resources through an examination of operational arrangements. Particular consideration was given to the assignment of duties and responsibilities among staff, the appropriateness of existing staffing levels, the location, extent and suitability of the office accommodation and the use made of electronic systems and facilities. The review also involved comparison with other university presses.
AIMS recommended a number of measures to make better use of resources, including the establishment of realistic productivity targets, improvements to operational and marketing arrangements and greater use of the outsourcing of some functions. A relocation of the Press to more suitable premises was also recommended.
A review of the use of computer systems in the University's student residences and the extent to which the management and administration of the residences could be enhanced by extended use of computer systems.
In order to set the consideration of the computing requirements of the services in a clearer perspective, AIMS first discussed the role of student residences and the managerial requirements to support that role.
The review identified eight processes for possible computerisation. Ratings of significance and urgency were then applied to the eight processes to determine an appropriate order of priority for their computerisation.
The University of Liverpool has installed Banner software for student records and for the management of accommodation. The system can automatically allocate students to rooms in student residences, record the allocations and produce bills and management reports. However, the full potential of the system for residential management is constrained by the limited availability of links to the University's computer network.
In the short term, AIMS recommended central control of room allocation in the student residences but with a facility for decentralised input and amendment, as appropriate. That recommendation is designed to provide the best possible balance between managerial convenience and service to students and other users in the current circumstances. In due course, once the network links have been enhanced, additional information and communication benefits will be realised.
An evaluation of the services provided by the University Stationery Store, including a survey of customer satisfaction, comparisons with other institutions and an evaluation of the relative strengths and weakness of the existing arrangements with direct delivery to departments by suppliers.
The Stationery Store provides a central service for the storage and delivery of stationery and laboratory supplies to the administrative and academic departments of the University.
The report provided the University with an objective assessment of the implications of improving existing arrangements or adopting a direct arrangement in terms of financial and staffing considerations and service to customers.
The review involved a comprehensive examination of existing arrangements, including the range of services provided; response and repair targets and the extent to which they were achieved; the level of demand on the service and the appropriateness of the existing staffing complement to meet that demand; the appropriateness of the existing charging structure; and the management and administration of the scheme.
The review also involved a survey of PC maintenance arrangements in the University, with a view to identifying the percentage of the PCs in the University that are contracted to the PC maintenance scheme; other arrangements used by University departments; reasons for not joining the University scheme; and levels of customer satisfaction for the various PC maintenance arrangements in respect of scope, quality of service and charges. Arrangements at the University were also compared with those at other universities that make extensive use of maintenance schemes offered by manufacturers, suppliers or other external agencies.
In the report on the review, AIMS commented on existing arrangements, particularly in respect of the value for money that the scheme represents for users of the scheme and for the University as a whole. In the light of the findings of the review, the report recommended the retention of the in-house scheme but proposed changes to the existing arrangements, which would provide a more effective, efficient and economical service.
The review involved a comprehensive examination of existing arrangements for the collection and disposal of the full range of waste materials: domestic and catering waste, recyclable waste, confidential waste, chemicals and solvents and clinical, toxic and radioactive waste.
It included an assessment of the appropriateness of current arrangements in terms of safety, efficiency, value for money and the coordination of services.
The review identified that the management of the different types of waste disposal was dispersed among several persons. The report recommended the development of a comprehensive waste reduction policy and better cooordination of waste disposal activities; and closer collaboration with neighbouring HE institutions. It also made specific recommendations for the improvement of existing arrangements for some areas of waste disposal.
An assignment to identify and evaluate the relative merits of options for devolving postage budgets to departments, following the successful implementation of the Royal Mail Printed Postal Impressions (PPI) system throughout the University.
The review identified and evaluated several options for recharging postage costs. AIMS reported that all the options had significant weaknesses and concluded that the PPI system was not well suited to a recharging regime. The report challenged the rationale of recharging postal costs, suggesting that reduced expenditure was more likely to be achieved through the rigorous application of a clearly defined policy on the use of first class mail.
Following the completion of this assignment, AIMS published a Good Practice guide on the PPI system, which is freely available on the Reports section of this website.
A review of clerical and secretarial arrangements for the admission of students into the Faculty.
The AIMS report recommended a number of procedural enhancements, which would make best use of staff, computing facilities and applications, improve communications and reduce duplication. Particular emphasis was placed on the need for the networking and integration of computerised files.
A comprehensive examination of the Research Support Unit, including management structure, role and objectives, the assignment of duties to staff, staffing levels, information management and systems and procedures.
The report recommended a revised management structure and the re-assignment of duties and responsibilities among the staff of the Unit; a centralised relocation of the dispersed sections of the Unit; the creation of a central secretariat; and enhancements to computerised systems.
The assignment reviewed administrative, clerical and secretarial arrangements within the Faculty and the School of Education.
The AIMS report recommended the development of computerised databases for staff and student records and a reduction in the number of HEFCE-funded clerical and secretarial posts.
The assignment also initiated the development of service level definitions for clerical and secretarial duties, which can be used to determine appropriate staffing levels within budgetary constraints.
An assignment to assess how well cleaning portering and related services met the needs of departments; to draw up objectives and specifications for each of the services; to review the organisation, methods and management of the in-house cleaning and portering services; and to advise upon the potential for cost savings and other benefits which might be achieved from a partial or complete outsourcing of the services.
AIMS recommended a greater integration of portering and cleaning services organised on an area basis, the compilation of a services manual, closer liaison with users of the services, periodic market testing to monitor the value for money represented by in-house services and the introduction of measured day work for all cleaning operations.
The assignment reviewed the objectives for the Landscape Services' gardens maintenance and the Sports Ground maintenance operations; considered the feasibility of combining those separate organisations; and evaluated the potential benefits of partial or complete outsourcing of the services.
The report recommended that the maintenance of all satellite sites be outsourced, that the possible outsourcing of all landscape and sports ground areas be investigated and that the current methods of staff remuneration be altered to enhance productivity.
The review included all areas of the University: academic departments, central administration, faculty offices, the University Library, computing services and all other facilities and services. The assignment also included a survey of arrangments at a number of similar sized universities.
The report confirmed the diminishing distinctions between posts at the higher end of the clerical and secretarial salary scales and those in the lower academic-related grades. Recommendations included the adoption of a more appropriate job grading scheme, the possible implementation of a single-spine salary scale, the addition of discretionary points to the tops of existing salary grades, the review of the training programme for clerical and secretarial staff, a restriction on the appointment of personal secretaries and the extension of good practice among departments.
A review of the conduct of a trial of the Royal Mail printed postage impressions (PPI) system for the despatch of outgoing mail.
The review confirmed that the trial had been properly conducted and showed that mailroom staff and users of the system found it acceptable. The review also revealed an excessively high use of first class postage, which has since been monitored and reduced.
AIMS recommended the adoption of the PPI system for the Registrar and Secretary's Department and the extension of the trial to other parts of the University. A decision fully to implement the PPI system throughout the University will largely depend on the extent to which postage costs are to be devolved to departments. PPI is less conducive than a computer-linked franking system to the detailed recharging of expenditure.
A comprehensive review of the direct labour organisation (DLO) of the division, including the roles of Area Engineers.
AIMS recommended several improvements relating to the deployment of the DLO, including the introduction of instant response teams. Among the other recommendations of AIMS were the establishment of a central help desk, the appointment of a Technical Information Manager, the implementation of a computerised maintenance management system and the introduction of service level agreements.
This review was the first phase of a comprehensive review of stores arrangements in the faculty. This phase of the review broadly considered the possible rationalisation of stores arrangements in the faculty.
The report recommended the introduction of a common coding system, which would enhance cooperation between stores and facilitate the compilation of a common stores catalogue.
This review was the second phase of a comprehensive review of stores arrangements in the faculty.
In this phase of the review, AIMS compiled a specification for a departmental accounts and stock system and considered the suitability of several software suppliers to meet that specification. It was concluded that, in the short term, the existing supplier of departmental accounting software should be invited to develop its system to meet the new specification. However, in the long term, it was recognised that further development of the central financial system used by the University might offer a more integrated solution.
This review was the third phase of a comprehensive review of stores arrangements in the faculty.
The report recommended an Excel spreadsheet format incorporating the BSI Root Thesaurus coding system. AIMS also recommended that the catalogue be linked to the departmental accounting system to provide on-screen comparisons of recent prices of commodities.
The review examined systems and procedures, including database facilities, the assignment of duties and responsibilities to staff, the quality of service to academic staff, working relationships with other administrative offices of the University and workloads and staffing levels. The main objectives of the assignment were to eliminate unnecessary or inappropriate work and duplication of effort, to make best use of resources and to improve services to academic staff.
The review identified that the existing computing facilities used by the Research Grants Support Unit (RGSU) were inadequate and in urgent need of enhancement. AIMS recommended some organisational changes, including the transfer of the Research Accounts Section to the University Finance Office, and a number of operational improvements. Ways of achieving more effective communications with academic staff were also recommended.
The report summarises progress made in respect of the coordination of the stores and recommends an organisational structure to enable the development of an integrated stores service. The issues already addressed include uniformity of systems and procedures, the use of a common requisition form, opening times, stores specialisation, possible use of outsourcing, annual and long-term supply contracts, recharging for goods and services and the funding of operational costs.
The report draws together the findings, conclusions and recommendations of the previous reports relating to the review. It recommends a strategy for developing the proposals to enable significant savings to be achieved in the short and medium term.
The report also sets out the requirements for the achievement of longer term benefits, including the establishment of a Project Executive Group to develop and approve a full specification for an enhanced computerised system. It recommends that the group report to an appropriate Faculty committee, and that formal liaison between the group and appropriate central administrative groups be established.
Following the successful implementation of the Royal Mail PPI system in the central mailroom, AIMS undertook a survey of the other mail distribution centres in the University. The survey concluded that the PPI system was operationally more efficient than franking and provided financial benefits. However, it was found to be less conducive than franking to the devolution of postage charges in multi-departmental buildings.
Consequently, the PPI system was implemented in most of the mail distribution centres of the University, but franking arrangements were retained in some locations that were shared by several departments.
The aims of the review were to examine the administrative and clerical functions in the School and their links with central administrative services, with a view to gaining greater understanding of the relative roles and responsibilities of local and central support services; identifying and eliminating duplication; and making better use of central resources and facilities. It was also required to seek the perception of office staff and academic staff of organisational and procedural changes already implemented; identify problems of software compatibility; free up more academic time through the improvement of the local support functions; and recommend changes to improve the efficiency and effectiveness of local administrative and clerical arrangements.
The report acknowledged the significant progress already made in the School, particularly in respect of the organisation of the clerical and secretarial support staff on a functional basis and the restriction on personal secretarial services. However, the review identified a number of areas that still needed to be addressed. In particular, there was a need of a senior School Administrator to support and guide the Head of School and coordinate administrative arrangements. It was found that many tasks continued to be undertaken by academic officers in the School that could be delegated to non-academic staff. Furthermore, the lack of clerical cover in some of the offices could be reduced by a reassignment of some clerical members of staff. Recommendations were also made to improve communications in the School and to improve computing support.
The aims of the review were to examine existing arrangements and, where appropriate, to recommend improvements. The remit covered managerial arrangements and the organisational structure; the duties of the stores staff; the range of stock; the coding of stock; systems and procedures; costing arrangements; and collaboration with other departmental stores.
The review revealed that the stores were well organised and efficiently run, providing a suitable benchmark for all departmental stores in the University. However, recommendations were made to improve existing arrangements, including the extension of the stock code structure to incorporate the BSI Root Code and closer collaboration with the University Purchasing Office in respect of procurement arrangements.
The review examined the procedures and and methodology for the acquisition of new stock and stock holding in the stores with particular regard to the policies determining the suppliers and contractual arrangements; the quantities and value of stock held; the method of invoicing; the system for Audit checks; liaison with the Purchasing Office; the interface between the current stores package and the Estates Impact software package.
The report recommended improvements to the provision of management information, a reduction in the number of suppliers used, a review of staffing levels, the introduction of direct delivery by suppliers, an extension of the current stock code structure to include a BSI Root Code and the implementation of more regular audit checks.
The assignment involved an examination of existing arrangements for the provision of clerical and secretarial support for the professional staff of Estate Planning Services
The range of the review included the assignment of duties and responsibilities among the clerical and secretarial staff; filing arrangements, including the use of electronic document management systems; the logging and monitoring of requests and the issue and control of work in respect of reactive maintenance; and the standardisation of systems, procedures and office equipment throughout the department, including computer software and hardware.
It was stressed at the outset that the review would be undertaken as a collaborative exercise to ensure the full involvement of all members of staff of the department.
The report recommended the appointment of an Office Administrator, a clearer assignment of clerical and secretarial duties by the creation of dedicated posts, and the creation of a central filing system and a structured archival system. Staff training needs were also identified.
The initial aim of the assignment was to identify and examine in respect of information systems support the range of services provided by the local and central teams; staffing levels and managerial arrangements within the teams; the assignment of duties among the staff of the teams; and arrangements for workload and performance monitoring.
AIMS was also required to comment on existing arrangements, to assess the appropriateness of existing staffing levels and managerial arrangements and to recommend ways in which the efficiency and effectiveness of the services might be improved.
The report recommended a range of core services to be provided through central funding, benchmarks for service delivery, the development of service level statements and measures to improve or simplify the organisation of services. AIMS also developed a comprehensive staffing model to determine appropriate staffing levels.
A review of the organisational structure of the Campus and residential Services division.
The report identified some anomalies in the existing structure and suggested options that would make the structure more effective.
The purpose of the assignment was to review and comment on the appropriateness of existing car parking arrangements, including a comparison with arrangements at other universities, particularly in respect of their level of parking provision and their charging policy; and to recommend a medium term car parking policy for the University, giving due regard to additional requirements in the foreseeable future.
The review revealed that Salford compared reasonably well with the other universities included in the survey in respect of the provision of parking facilities for the total number of staff and students; however, as a much higher percentage of its staff and students register as car park users, Salford compared badly in respect of the number of registered users per parking space.
The AIMS report concluded that, in order to determine how many parking spaced to provide, Salford needed first to make policy decisions about the absolute and relative importance of the effect of car parking provision on student recruitment and of environmental issues. Recommendations included the completion of a questionnaire by all staff and students wishing to apply for parking permits, the extension of the car parking budget to include all relevant costs, the restriction of parking permits and the adoption of a proposed procedure to determine the appropriate level of car parking provision.
The Director of AIMS acted as a member of a working group, which had been established to consider the options available arising from the planned retirement of the Director of Estates of the University. Particular reference was paid by the working group to the possibility of combining the separate divisions of Estates and Campus and Residential Services and the potential benefits of outsourcing some functions. The review included a comprehensive survey of arrangements at eighteen other universities.
The report of the working group, which was compiled by the Director of AIMS, concluded that it was appropriate to retain the two separate divisions at the University of Salford, particularly in view of the size and organisational structure of the institution. It also concluded that outsourcing is not a panacea: it is appropriate in some circumstances and not in others. In considering the option of outsourcing, it was considered most important that it be constantly borne in mind that any external organisation that provides a service needs to include value added tax and a profit element in its charges, and that significant provision need to be provided in-house for monitoring the standards of any externally provided services.
An assignment to identify and evaluate firewall security systems which should be suitable to provide enhanced protection against unauthorised usage of the administrative computer systems controlled by the Management Information Services division of the University.
AIMS recommended that MIS computer security should be thoroughly reviewed and a revised security policy established which would include a specification for a firewall security system. Other computer security measures were also recommended. Two versions of the report were published by AIMS: a traditional paper format and an electronic version, which includes hypertext links to a range of relevant information. An abridged edition of the electronic version can be accessed through the AIMS website at http://www.liv.ac.uk/AIMS/firewalls.htm
An examination of existing arrangements in the Personnel Division in respect of the organisational structure, the assignment of duties and responsibilities among staff, the workloads of the clerical and secretarial staff and the location of staff within the office. The review included a comparison with staffing levels at other universities, which suggested that the Personnel Division at Salford was under-resourced.
The recommendations of the AIMS report were designed to achieve the delegation of some tasks by senior staff, to provide a better coordination of clerical and secretarial services, to improve filing arrangements and to make better use of the existing office accommodation. The report also identified staff training needs and recommended the creation of a web site for the Personnel Division.
A review of the use made of the internet by central support units to disseminate administrative information.
The report concluded that there was an urgent need to coordinate the extensive web page development taking place in the administrative divisions of the Registrar's Department and recommended how that could be achieved.
The report also recommended policies for standards and an institutional identity on the web pages and the means by which their structure and scope could be monitored and developed. The appointment of a Web Pages Presentations Officer located in the External Relations Division was also recommended.
AIMS acted as a facilitator and provided advice, support and guidance in respect of the implementation of recommendations made in a previous AIMS report. AIMS also assisted in the identification of suitable software and systems for the efficient monitoring and control of maintenance staff, measured work contractors and minor works.
The report relating to the assignment describes the implementation strategy of the group in respect of the establishment of a corporate identity, the role of the Technical Information Manager, stores arrangements, the selection and implementation of a software package for the monitoring and control of maintenance work and the creation of a help desk. The involvement of AIMS as facilitator proved to be very successful, and it is likely that the collaboration will continue as other innovations are developed.
A review to identify existing arrangements for the archiving of student records by the Academic Division of the University, including the type and frequency of archive-related enquiries commonly received.
The report recommended the introduction of a Document Image Processing (DIP) system with optical disc storage on the University's central file server and concurrent user licenses for use by all University departments. That arrangement would drastically reduce the need for file storage space in user departments and eradicate the need for an archive store in the Academic Division. It would also substantially increase the speed of file retrieval and eliminate file misplacement.
A review of existing records management arrangements with a view to recommending the most efficient and effective means of providing comprehensive archival facilities.
The report urged the University to embrace electronic document management (EDM) as part of its record retention strategy to reduce storage space and to facilitate speedy and accurate retrieval of filed data.
Other recommendations related to storage areas, classification systems, ownership of master records, retention schedules and disposal arrangements. AIMS also recommended the appointment of a full-time Records Manager.
The remit of the assignment was to assist the University in defining a methodology for the conduct of surveys to identify current levels of satisfaction of staff and students with their working and social experiences at the University of Salford.
It involved identifying the range of issues that the surveys should cover; devising a method of categorising levels of satisfaction and perceived levels of importance in respect of working and social arrangements in the University; and designing suitable questionnaires for the collection of information on staff and student views on current arrangements.
The assignment also required AIMS to determine the most appropriate means of collating, analysing and interpreting the collected information; reporting findings to the staff and students of the University; discussing findings with staff and student representatives; and determining what action is required arising from the survey.
The report recommended a combination of passive and active measures. Passive measures would essentially provide web-based opportunities for customer comments. Active measures would involve a professionally planned and coordinated approach. AIMS discussed the issues to be covered and the range of available options, examined and evaluated methodologies used by other universities, and recommended an appropriate methodology for the University of Salford.
The assignment comprised a review of the management structure and lines of communication in the School and the support services provided by staff in academic-related, technical, executive officer and secretarial posts in the School. Comment and recommendations were particularly sought on the integration of formerly separate departments into the School; the integration of the Research institutes of the School; internal lines of communication; the assignment of duties and responsibilities; the structure and level of support staff; and the level and development of enterprise activity.
A major recommendation of the report was that a centrally-located, fully-integrated administrative organisation be established, which would coordinate all the functions, services and facilities of the School. The report also recommended a new management structure to create a more pro-active environment. Other recommendations related to an enhancement of the workload analysis model, the relocation of laboratories and improvements to the School website.
An assignment that comprised a survey of salaries and pensions functions across the university sector and an evaluation of the effectiveness of working practices and the use of resources at UMIST.
AIMS recommended the adoption of a single payroll, a reduction in checking operations, a re-assignment of responsibility for some functions from the Salaries and Pensions Section to the Personnel Office and the development of a staff training programme.
A review of the management and reporting structure, the recruitment and employment of teaching staff and clerical and secretarial arrangements in the Centre.
The AIMS report acknowledged the considerable success of the Centre in terms of both the quality of its services and its financial viability. However, it also identified a number of difficulties in respect of staffing matters and student records that needed to be addressed and recommended appropriate courses of action.
An analysis of the functions of the Cashier's Office.
The report presented a range of recommendations designed to make operational procedures more efficient and more effective.
The role of AIMS in the assignment was to act as a facilitator for an internal review and to coordinate the collection of information relevant to the review. The review comprised several stages: the compilation of divisional and personal profiles, interviews with all members of staff in the division, a user survey, the collection of information from other universities and a series of discussions.
The report compiled by AIMS detailed the various stages of the review and summarised conclusions and recommendations, which related to the management structure, the assignment of duties and responsibilities to staff, the service to user departments, internal and external communications, administrative systems and staff training needs.
The objective of the assignment was to assess whether, by reference to both internal and external benchmarks, the financial contribution made by UMIST to Manchester Computing achieved value for money.
AIMS recommended an alternative approach to the monitoring of services, which compares the service levels for each activity with the costs of providing the service. The strategic relevance of each service can then be assessed and ranked in order of importance. The recommended methodology is equally applicable to the assessment of other services and facilities.
A review of the appropriateness of the assignment of duties and responsibilities among the staff of the Salaries and Pensions section, staffing levels and the grading of posts, following the implementation of a new payroll system purchased from the University of Birmingham.
The review revealed that the staff of the section appeared to be under a significant amount of pressure and that the senior staff of the section seldom found sufficient time to fulfil their managerial and supervisory roles. However, it also showed that the staff at UMIST did not match the level of productivity apparently achieved by their counterparts at the University of Birmingham.
AIMS recommended a detailed comparison of the way the payroll system is operated at the two institutions. It also recommended changes to the organisational structure of the section and a reassignment of duties among the staff in order to improve managerial and supervisory arrangements. In addition, it recommended that consideration be given to the establishment of a single payroll.
A review to examine the management and committee structure of the department and to identify the managerial and administrative duties assigned to all members of the academic and administrative staff, with a view to improving the effectiveness and efficiency of the management and administration of the department.
In recent years, academic departments have been subjected to increasing pressure from several directions: the Research Assessment Exercise, teaching appraisal, vastly increased student numbers and an urgent requirement to generate income as a result of the inexorable reduction of government funding for higher education.
The review identified and analysed the estimated time spent by members of the academic and academic-related staff of the department on administrative duties and committee-related tasks. Seven persons estimated that they spent at least 125 days a year (more than half of their time) and four persons estimated that they spent between 81 and 101 days a year (at least a third of their time) on departmental administrative duties.
AIMS recommended two main changes to relieve academic staff of a considerable amount of administrative work, reduce the pressure on the Head of Department and release academic time: the appointment of a Departmental Administrator and the adoption of a revised committee structure. The report also recommended the adoption of a more effective method of assigning duties to academic staff to ensure a more equitable distribution of work. A range of options was identified to fund the recommended post of Departmental Administrator.
AIMS was required to assist in the development of a methodology for a strategy review of the non-academic services at UMIST.
The proposed methodology comprises three essential stages: data collection, process analysis and activity value analysis.
The first stage essentially identifies the process to be reviewed, its component inputs and outputs and their sources and destinations. The second stage involves charting the process and a critical evaluation of its component parts, which will lead to improvements in respect of efficiency and effectiveness.
The third stage determines the relative value of different options and their effect on levels of service and resource requirements.
It is planned that the methodology will be used for the conduct of a range of internal reviews to be identified by UMIST, with AIMS acting as facilitators, where appropriate.
The review considered policies and procedures, staffing levels and facilities and equipment. It also assessed the value for money provided by the services, and included a comparison with a number of HE establishments.
The report emphasised the importance of safety and occupational health provision. In particular, it referred to the intensive level of scrutiny imposed by the Health and Safety Executive, and the increasing incidence of prosecution by the HSE of organisations that provided inadequate services.
AIMS recommended a rebalancing of the safety and occupational health services, and a greater emphasis on staff training. Recommendations were made for improvements to arrangements in departments and the presentation and accessibility of important information.
The report also proposed a reassignment of duties and a restructuring of the organisation to increase flexibility and provide a greater level of support for the Safety Officer.
This assignment formed part of the strategy review of non-academic services at UMIST.
AIMS found the monitoring arrangements to be reasonably effective but identified some areas of weakness. The report recommended measures to improve the synchronisation and coordination of monitoring processes and the inclusion of courses on quality assurance in the staff development programme for academic members of staff. It also recommended that departments be encouraged to include external staff on QA panels and committees.
This assignment formed part of the strategy review of non-academic services at UMIST.
The report concluded that, within its current operational parameters and other constraints, there is scope for only minor improvements to the existing system.
However, AIMS outlined an ideal system for student registration, through which information would be gathered electronically from all the relevant sources. The system would make full use of web-based forms. All required data would be provided for fees, student records and academic planning purposes: the traditional registration week would thereby be no longer necessary. It was envisaged that a more detailed, functional specification would lead to a pilot study of an achievable, optimal system.
The assignment reviewed the current arrangements for ensuring value for money and quality of service in respect of nursery provision.
The review included an extensive benchmarking exercise to compare arrangements in a range of HE institutions. Comparisons were also made with providers of nursery services in close proximity to UMIST.
The survey showed that the staff and students of UMIST were receiving a good quality nursery service at a reasonable cost. However, reconsideration of the level of subsidy was urged, particularly to members of staff, as it seemed generous in comparison with many other institutions.
AIMS was required to examine and consider the existing managerial, administrative and technical support arrangements in the department and to recommend improvements. The assignment also involved a critical examination of the administrative functions of the department and recommendations for their improvement, particularly through the more effective use of central systems and administrative services.
The report acknowledged the progress already achieved in the department in reducing the administrative workloads of academic members of staff by the appointment of a departmental administrator and the development of supplementary support staff.
However, it identified the need for some clarification of roles and a more formal coordination of support services. It also recommended improvements in respect of the process of appointing the Head of Department, financial administration of the Department and internal communications.
The report also highlighted the early measures that needed to be adopted to enable the department, and allied departments, to ensure efficient use of resources during and after the move to a new, shared building.
A review of staffing, systems and procedures in the Personnel Office.
The review revealed that the staff of the Personnel Office was working under unreasonable pressure, particularly compared with institutions of a similar size and nature. AIMS recommended the transfer to departments of some duties that were being undertaking by the Personnel Office, the refinement of some clerical procedures, the computerisation of some manually maintained records and the creation of two additional posts.
A review to evaluate the relative merits of options for luggage handling at five customer interchanges.
The AIMS report discussed the options in detail and recommended the most appropriate of them for implementation. The report also made suggestions for other operational improvements, which would enhance the recommended luggage handling system.
A review of the deployment of drivers with a view to identifying ways of reducing the amount of time they spend on unproductive and inappropriate duties, without adversely affecting customer service.
The report recommended improvements to the procedures and documentation related to the recording of driver utilisation. It also made recommendations concerning more flexible working arrangements, optimum fleet size and the acceptance of private hire bookings.
A review of existing arrangements for the payment of travelling expenses to students of the School of Education of the College, including an assessment of their effectiveness, efficiency and value for money.
The report recommended changes to the current policy regarding student travel allowances and more rigorous negotiation of coach hire contracts. Considerable annual savings were projected from the implementation of the recommended changes.
The provision of advice and guidance to students and facilities for the collection of fees and other payments are physically and organisationally dispersed. The review considered options for bringing the services together.
The report concluded that a comprehensive Student Finance Office was both feasible and desirable. Specific recommendations were made, particularly in respect of the most appropriate location for the service, staffing requirements and lines of reporting.