SRS Business Plan

A safe, secure and resilient UBC

The 2024-27 Safety & Risk Services (SRS) Business Plan has been developed to support the Vice-President Finance and Operations (VPFO) Strategic Plan, which in turn integrates with The University of British Columbia (UBC) Strategic Plan. This business plan commits to a continual improvement in SRS resources, systems, and processes to ensure that the campus community is safe, secure, and resilient.

The SRS strategy has greatly evolved due to the COVID-19 Pandemic. We have made tremendous progress in building relationships with our stakeholders and are now better positioned to assist in integrating a risk management culture at UBC. And, as always, we will continue to provide excellent delivery of risk services to our campus community. SRS recognizes that there are key drivers that shape the department and inform our business plan. These drivers include:

  • Increasing Legislative and Legal Requirements
  • Growth and Complexity of the Institution
  • Technology and Innovation
  • Increasing Global Events that Affect our Campus Community
  • Funding and Economic Change

The refresh of the SRS Business Plan is a key step in providing a roadmap and priorities for the next three years. In addition, it provides the opportunity to collaborate with UBC Okanagan to ensure alignment and a stronger community of practice.

Vision and purpose

With the addition of Campus Security to the legacy Risk Management Services team, the newly formed Safety and Risk Services required a vision and purpose representative and reflective of its current operations:

Vision

A safe, secure and resilient UBC.

Purpose

We are trusted service providers who deliver integrated safety and security risk management services to the UBC community.

SRS Units

SRS strives to be an innovative leader in risk management across the University and amongst our peer institutions. We have an incredibly knowledgeable and dedicated staff that continuously focus on improving their services in the following areas of risk management.

 

New Strategic Directions

Support and Develop Great People

VPFO Strategic Plan alignment:

  • Inclusion: Culture Transformation – Inspire, recruit, develop, and support people through a unified VPFO culture.

Commitment Statement

  • We will create a work environment that fosters employee value, growth and satisfaction.

Actions

  • Promote employee growth through training and work opportunities that reinforce key skill sets.
  • Cultivate leaders and UBC leadership competencies through training, coaching, and career development.
  • Strengthen culture by building knowledge and resources in Equity, Diversity and Inclusion, Indigenous rights, and employee engagement and wellness.

Engage and Advise the Campus Community

VPFO Strategic Plan alignment:

  • Collaboration: Customer Service & Engagement – Advance our culture of services, stewardship, and continuous improvement.

Commitment Statement

  • We will sustain meaningful relationships that foster shared accountability for safety and security.

Actions

  • Educate and leverage champions/advocates and communities of practice to serve as local resources.
  • Enhance community communication channels and interactions.
  • Mature and socialize our core service level requirements to manage service expectations.

Strengthen & Embed Risk-Based Practices

VPFO Strategic Plan alignment:

  • Innovation: Business Transformation – Enhance our safety, sustainability, and financial accountability.

Commitment Statement

  • We will deliver programs and projects that prevent loss, advance compliance and help mitigate risk.

Actions

  • Deliver major strategic projects that address key institutional risk areas, in partnership with university stakeholders.
  • Align and measure activities to an established standard.
  • Integrate performance tracking with reporting and follow up to appropriate audiences.