Aimée L Felton 2012

63 requirements to meet are discussed at length. In order to insure that the highly detailed strategy does not become irrelevant, systems are in place to ensure systematic updating, with new issues clearly marked and dated, and distributed to all interested parties. UEA envisage that the CDS will undergo review and renewal on a five year basis, however, some information will remain valid for a long time, but others will become superseded by new developments (CAR Ltd. 2006:pix). The dynamics of the Corporate Plan will affect the rate of implementation but not the organisations commitment to the strategy. With the exception of the income the University wins from grant funding, it is entirely dependent upon the Higher Education Funding Council of England (HEFCE). HEFCE have faced cuts due to a downturn in public spending, predicted at £65million for the 2011 financial year. A spokesperson from HEFCE (Curtis, P. 2009) states ‘While it may be true that these [historic] buildings require some form of public funding, it is not clear that this should be through the teaching grant’. Accordingly, affordability is a key issue.The CDS (CAR. 2006:p25) recognises this limitation and provides ‘space’ for the University to plan maintenance, carry out refurbishment and pursue new development. Implementation of the University’s CDS requires the expenditure of resources from the over- arching Corporate Plan- renewed every five years and undergoes a biennial review. This method is the balancing act between competing demands at the university between priority and resources, practical implementation and affordable constraints, whilst no ring fenced budget is in place, there is some Information Management SEVEN Financial implications of maintenance programme Chapter Seven - Case Study - UEA Aimee Felton