Governance

Batiment H

 

Optimising governance and key technical skills via a global quality process

  • Affirming autonomous management within the organisation
  • Fostering a steering tool for university strategy via budgetary and accounts processes
  • Pursuing the PVU social dimension through human resource management
  • Implementing a proactive policy for a safe and attractive campus 
  • Extending the quality approach to all missions

Since transitioning to RCE in 2012, the governance and operational management process has evolved constantly to promote enhanced incorporation of the levers and challenges of reinforced management autonomy.

Making budget and accounts a veritable steering tool for university strategy is a key priority. The management process will be part of a multi-year financial trajectory based on the development and consistency of various budgetary and accounting strategy instruments (developing management control via production of dashboards and monitoring/warning indicators, strengthening the overall quality approach, including internal audit and control systems, generalising cost accounting to cost analysis), and will also promote a transition to the new budgetary and accounting framework as defined in the GBCP (Public Budget Management and Accounts) of November 7, 2012, applicable as from January 1, 2016.

As well as the financial component, the institution will adopt a multi-year human resources policy through a master plan for jobs and skills to support strategic objectives. The policy will also be based on the university's ability to control its wage bill and evolution factors, in respect of the budgetary sustainability of each decision made. The social dimension remains at the heart of this policy, by encouraging staff involvement in University life via representative bodies, while taking into account personal situations.

The university is pursuing a proactive policy, as part of a multi-year approach to asset enhancement, based on structuring and prospective real estate management tools (SPSI, master plan, diagnostics, etc.) and the optimisation of cross-funding methods (CPER, campus plan, flexibilities and equity contributions) to meet the legitimate expectations of the university community regarding living and working conditions: basic safety and accessibility standards must be met, as well as the quality standards required for a modern and attractive campus.

The first step in identifying PVU information circuit dysfunctions entailed setting up a Continuous Improvement system for information flow analysis and identification of key processes.  PVU will continue to place Continuous Improvement at the forefront of services and components, via full integration and clearly defined objectives, according to specific contexts: quality assurance, or even certification (mandatory in some cases, such as accounting) for the management sector and continuous improvement for quality assurance in operations.