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Towards an even more benefit-driven support organisation

People moving in the entré of SOL-center.

The staff of the central administration are to give professional support within the University and constitute an important resource for the core activities. As internal and external conditions for education, research and external engagement change, we need to ensure that we have the right expertise, today and in the future, while also creating good conditions for staff to develop within Lund University.

Provision of expertise and career paths for TA staff

During the spring, a preliminary study will be conducted with the aim of strengthening professional development and career paths for technical and administrative (TA) staff at the University. The preliminary study is to map the current situation: the development opportunities that exist, the rate of staff turnover etc. Interviews will be used to capture wishes for changes and improvements. The work is to lead to concrete proposals for how LU can structure long-term work on provision of expertise and career paths for TA staff.

The first part focuses on collecting information on the present situation at LU and how other public authorities approach this issue. The second part will consist of analysis and the drawing up of concrete proposals.

The work, which is being led by head of division Åsa Berglund, will continue until the end of June, and I expect that we will have interesting proposals to proceed with after the summer. There will be an open online seminar at the end of April, not only to provide an update on the process, but also to get your input for the work.

Central administration reports budget deficit

We live in a time of economic challenges with increased costs stemming from inflation, rising electricity prices, climbing interest rates etc. This, of course, also affects Lund University and the central administration.

In the central administration’s budget for 2023 there is a deficit of approximately SEK 45 million (the administration’s total budget is . The deficit is attributable a great extent to increased IT costs. Part of it is a planned deficit, in which previous years’ surpluses are to be used for temporary initiatives. But we must manage a part of the deficit through reprioritisation and reduced costs. All units within the central administration have been tasked with ensuring that their budgets are balanced. This may entail that prioritisation is needed and that a more prudent approach is required concerning costs, e.g. regarding new recruitment and business trips. The faculties no doubt face the same challenges, but the situation is different for each faculty.

/ Susanne Kristensson

This text is included in LU News 6 - 2023.

Photo: Susanne Kristensson. Photograph: Charlotte Carlberg-Bärg.

University Director Susanne Kristensson

susanne [dot] kristensson [at] rektor [dot] lu [dot] se

Telephone: +46 (0)46 222 7002

University Director's Secretary Wiveca Ericsson
E-mail: wiveca [dot] ericsson [at] rektor [dot] lu [dot] se (wiveca[dot]ericsson[at]rektor[dot]lu[dot]se)

Telephone: +46 (0)46 222 7004