Achieving excellence – a plan for change.

Our Strategic Plan 2012-2016

Accommodation & Commercial Services.

Introduction

This document sets out the strategic direction for Accommodation and Commercial Services (ACS) to 2016. It summarises the context and drivers for future success, and sets out the solutions we will adopt to meet the opportunities and challenges we face, as well as the cultural shift we will undergo to effectively deliver them.

Universities in England are experiencing rapid and unprecedented change, and significant opportunities exist for some to seek greater differentiation. The University of Sheffield has developed a highly desirable proposition for students, which places the student experience at the heart of its future.

Unlike any other time in history, universities are becoming more commercially aware, and more sensitive to student opinion and demand. ACS is at the core of University life in Sheffield. We deliver services that touch students, staff and visitors every day – from accommodation to retail, hospitality to conferences. We have been at the forefront for leading innovation in the student residential experience following the completion of our £160m Student Residences Strategy, setting exceptionally high standards in the provision of student village living. This innovative approach will be a leading strategic theme for the future, ensuring continual improvement across everything we do, with our customers at the very centre.

This Strategic Plan shows how ACS will work towards achieving excellence in what will be an exciting yet uncertain time for universities.

Pat McGrathDirector of Accommodation & Commercial Services

Our Vision and Values set out our direction and goals, defining who we are, where we want to get to and how we will go about achieving it. They are in support of the University’s Mission ‘to discover and understand’ and its Vision to be one of the best universities in the world.

Our ValuesWe will work towards achieving our Vision by focusing on eight key Values or Themes.

Our VisionTo be recognised and chosen for delivering excellence.

Our Vision and Values

Enable staff to excel

Working in collaboration with others

Being business focused and

financially astute

Committing to ethical and environmental

principles

Understanding and responding to

customer needs

Providing a safe and secure

environment

Supporting students’ well-being

Continually striving to learn

and improve

A plan for change

From the objectives set out in the University’s Strategic Plan, we can identify six leading themes which support its Mission; To Discover and Understand.

The ACS Strategic Plan is built on these themes, and the outcomes will be measured against them during delivery.

In addition to these leading themes, the University’s six Guiding Principles help to underpin its long-term strategic decisions and future direction.

Achieving Excellence

Working Together

Cultivating Ambition

The ACS Strategic Plan is built around these themes and Guiding Principles, to ensure synergy with, and alignment to, the University’s strategic corporate planning, activities and processes.

Protecting the Future

Making a Difference

Leading the Way

Philanthropy

Widening Participation

Accommodation & Commercial

Services

Student Employability

InternationalisationPartnership

Working

Civic Engagement

Promote inclusivity, diversity and improve social mobility

Seek innovative opportunities to benefit the University, its students, the city and region

Create enduring partnerships and collaborations to enhance our own capabilities

Embrace different cultures, languages and customs for a global living and learning experience

Identify and support the development of skills and attributes for future careers

Establish within our students a culture of giving to increase donations which can be invested in the future

To Discover and Understand.

Our Strategic Plan

We have developed a Strategic Plan incorporating six core strategies. These strategies will support the University’s goals and strategic themes and our own Vision and Values, while remaining grounded in the continued provision of customer service excellence and the enrichment of the student experience.

Between 2012 and 2016, we will transform the way we operate. Leveraging our internal resources and core competences to improve performance – maximising commercial opportunities and innovating new approaches in the development of our products and services. The future direction of our organisation will embrace a number of distinct yet inter-related strategies:

The following pages contain a breakdown of each strategy and its deliverable activities, and how they align with and support the University’s Guiding Principles and Strategies, and the ACS Themes.

Invest in the residential estate to create exciting new opportunities for students, the University and the city

developing appropriate products and services to increase diversity and inclusivity

Create a foundation for change by investing in and encouraging creativity and the development of ideas

Develop innovative approaches to transform the

of commercial activities to enable increased investment in student facilities and services

Launch new cutting edge conferencing, events and retail facilities to enhance the customer experience

Implement initiatives to cultivate talent and improve management skills and competences to ensure we are a highly performing team

Investment Strategy

Market Development

Strategy

Accommodation & Commercial

Services

Product Development

Strategy

Innovation Strategy

Commercial Sustainability

StrategyEmployee

Culture Strategy

To be recognised and chosen

for delivering excellence.

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grea

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nific

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file

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wit

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r be

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g Ex

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rate

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AC

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rs a

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elop

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nova

tive

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proa

ch

to t

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e th

at p

rovi

des

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ents

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h si

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opp

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niti

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lear

n, d

evel

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gage

d. E

nsur

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that

res

iden

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life

bec

omes

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bedd

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into

wid

er U

nive

rsit

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as

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stud

ent

offer

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sion

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port

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the

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dent

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rien

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and

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iron

men

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nova

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mus

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asp

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str

ateg

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ld b

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and

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stud

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e

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rate

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nci

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AC

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ateg

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lan

Act

ivit

ies

It is

ess

enti

al t

hat

we

cont

inue

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inve

st in

our

faci

litie

s. W

e ha

ve a

n in

dust

ry-l

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ng s

tude

nt r

esid

enti

al o

ffer

tha

t ha

s no

w s

et t

he s

tand

ard

for

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r un

iver

siti

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ut s

ome

of o

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ompe

tito

rs a

re q

uick

ly c

losi

ng t

he g

ap. T

o m

aint

ain

our

stro

ng c

ompe

titi

ve a

dvan

tage

, we

will

pro

gres

s ne

w a

nd e

nter

pris

ing

deve

lopm

ents

wit

hin

our

exis

ting

infr

astr

uctu

re b

y co

ntin

uing

to

inve

st a

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reat

e ex

citi

ng o

ppor

tuni

ties

for

grow

th.

Inve

stm

ent

of £

10m

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efur

bish

ing

the

who

le o

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Uni

vers

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s re

tain

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resi

dent

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stat

e (1

,00

0 b

eds)

.

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elop

alt

erna

tive

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init

iati

ves

for

the

use

of r

esid

enti

al e

stat

e as

sets

.

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enin

g Pa

rtic

ipat

ion.

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rnat

iona

lisat

ion.

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ners

hip

Wor

king

.

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dent

Em

ploy

abili

ty.

Civ

ic E

ngag

emen

t.

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tinu

ally

str

ivin

g to

lear

n an

d im

prov

e.

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erst

andi

ng a

nd

resp

ondi

ng t

o cu

stom

er

need

s.

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idin

g a

safe

and

secu

re e

nvir

onm

ent.

Wor

king

in c

olla

bora

tion

wit

h ot

hers

.

Thes

e S

trat

egic

Pla

n ac

tivi

ties

will

form

the

bas

is o

f ann

ual o

pera

tion

al o

bjec

tive

s fo

r ea

ch a

rea

of o

ur b

usin

ess,

in t

urn

bein

g de

velo

ped

into

per

sona

l goa

ls a

s pa

rt

of o

ur S

taff

Rev

iew

and

Dev

elop

men

t S

chem

e. T

his

embe

ds o

ur S

trat

egic

Pla

n in

to d

ay-t

o-da

y ta

sks

and

help

s ou

r pe

ople

to

clea

rly

iden

tify

how

the

y co

ntri

bute

to

the

suc

cess

ful d

eliv

ery

of o

ur a

ctiv

itie

s, t

he a

chie

vem

ent

of o

ur V

isio

n, a

nd u

ltim

atel

y, t

o th

e ov

eral

l suc

cess

of A

CS

.

Conclusion

We believe that by pursuing these strategies, we can ensure a sustainable and profitable future for our organisation in a period of opportunity and change.

Being adaptive to emerging external and internal environmental conditions through a process of continuous review and improvement must become a natural culture in our strategic planning. Each strategy will be monitored and measured for the successful delivery of key milestones against our desired goals, responding to changing situations as they are predicted or emerge.

As well as measuring success against our strategies, we will ensure the overall success of our operational performance against agreed Key Performance Indicators (KPIs). Setting out demonstrable and measurable targets for improvement, the KPIs cover four important aspects of our business.

Our Finances – the achievement of financial budgets delivering a surplus

Our Products – the achievement of room occupancy targets in excess of 98%

Our People – the achievement of high levels of overall employee satisfaction

Our Customers – the achievement of high levels of overall customer satisfaction

Being progressive, flexible, focused, and continually striving for improvement and innovation, will provide an outstanding service for our customers and a solid platform for future sustainable success.

We will deliver excellence.

This Strategic Plan covers the period 2012-2016 and embodies our approach to ensuring a successful future for our business as an integral and essential part of the University of Sheffield. If you have any further questions for any of our teams, please

don’t hesitate to get in contact with us.

www.sheffield.ac.uk/acs