Annual Report 2003/2004 Menzies School of Health Research
Tabled paper 1523
Tabled Papers for 9th Assembly 2001 - 2005; Tabled papers for 9th Assembly 2001 - 2005; Tabled papers; ParliamentNT
2004-10-14
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https://www.legislation.gov.au/Series/C1968A00063
https://hdl.handle.net/10070/284218
https://hdl.handle.net/10070/409042
Menzies School of Health Research 2003 Annual Report | Corporate Services Division | 23 n a year that generated over 20% increase in research grant income, the Corporate Services Divisions challenge was to underpin research efforts with innovative, robust and cost-effective administrative and support services. Our finance, human resources, information technology and operations staff rose to this task to ensure the ongoing operational effectiveness of MSHR. corporate services division Key achievements In addition to a significant increase in competitive grant income, careful management of funds resulted in a 42% increase in income from interest and dividends. Streamlined organisation ensured administration and operational expenses as a percentage of total expenditure were maintained. Accurate and timely account processing and production of financial status reports for over 100 research projects to all users of financial information, including research staff and various agencies. Commenced decommissioning of selected laboratory space to increase scarce office space for accommodation of project teams. Installation of new uninterrupted power supply to manage the power requirements of server/ communications equipment. Introduction of IPOS: an electronic purchase-ordering module. Development of a number of information technology policies to effectively manage IT requirements. Management of the ever-present virus threat within MSHR computer systems. Development and rollout of a cyclical replacement strategy for desktop, server, network and storage hardware. Implementation of a new payroll and human resources system, Aurion, to enhance MSHRs ability to manage our growing complex workforce. Improved processes for recruitment and management of workforce. Fulltime staff equivalents grew from 79 to 95 in 2003 with employment expenses representing 65% of total expenditure. I