Current Initiatives
The SDU manages a portfolio of initiatives utilising the Provost Scrutiny Group (PAG) for scrutiny and assurance of the portfolio. In addition regular project and programme reports go to PSLT, with termly reports and escalated decisions going to VCEG and PRG. Initiatives include:
- Programme and Project Management - individual or groups of related projects that form a synergistic programme of work. Initiatives typically include organisational change, technology or construction themes
- Change Management - how we prepare, equip and support individuals to sucessfully adopt change in order to drive organisational success and outcomes
- Consultancy - support for non-business as usual activity providing short-term consultancy, critical thinking, change planning and associated professional expertise
| Initiative |
Description | Lead |
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Major change projects delivered under the Transformation Programme include:
| Initiative |
Description |
Lead |
| Delivering a technical service that represents a unique strength for Exeter providing consistently outstanding service to academics and students that other HEIs aspire to and generating efficiencies through new ways of working. | Michelle Hale | |
| Research Services and Doctoral College | Services that provide local delivery of support to academics across the full research project life cycle through a single point of access, joint strategic, policy and planning support to the University and Colleges along with an improvement in the number and quality of applications and entrants for PGR students and the creation of a sector leading experience for all PGRs and ECRs. | Tara Studholme- Lyons |
| Business Intelligence | Provision of a transformed Business Intelligence Service to the University, which provides data collated and presented ready for strategic evidence-based decision making ensuring the University remains competitive within the sector. | Rick Walker |
| IT FOC | The IT FOC Transformation programme contains a number of work streams to deliver a step change in the IT service, creating a recognised centre of excellence for IT digital services building on the industry best practice Service Integration and Management (SIAM) business model. |
Ray Spicer |
| Lab Optimisation | Optimise existing lab space across the university campuses to ensure the best use of existing research and teaching lab space. | Michelle Hale |
| ePDR | The project aims to deliver an innovative ePDR system able to support flexible approaches to performance development, by achieving both the refresh of the existing policy and the implementation of a new ePDR system. | Michelle Hale |
| Future Finance | The project is delivering new and improved finance and procurement systems. It will improve business processes, including budget reporting, finance processing, and purchasing, with appropriate automation from within a single professional organisation design. | Jo Smith |
| Student Recruitment | The project aims to deliver an optimised Student Recruitment Service, efficiently supporting prospective students through the journey from first enquiry to enrolment. | Chris Cousins |
| Project North Park | The project will deliver a world class research and teaching facility on Streatham Campus. The space will inspire ground breaking research, encourage collaborative working and provide innovative teaching facilities. | Gill Preston |
| Project Business (International) | The project will grow international student numbers to achieve excellence and secure a financially sustainable future for the Business School and the University. | Gill Preston |
| EdTech Exeter | Students at the heart of digitally-enabled learning and teaching underpinned by robust Teaching Quality Assurance and Enhancement processes which ensure we drive frequent improvement in pedagogic teaching excellence and make efficiency savings. Academic development is a key theme to enabling staff to utilise technology supporting education. | Rick Walker |
| Student Employability and Academic Success | Review of the current operating model, ways of working, current service offerings and resourcing to create a more joined up and efficient service which will deliver efficiencies through new ways of working. | Kitty Mann |
| Professional Services Improvements | This initiative will identify and rationalise ideas for improvement to be taken forward and driven by benefits. The change will be delivered through projects, programmes, a portfolio of initiatives or as business as usual as appropriate. There will be tools, templates, people and mechanisms to continually improve so managers can embed this into team ways of working. | Kitty Mann |
| Research Management Capability Project | Ray Spicer | |
| Engineering 2020 | Toby Giles | |
| GDPR Phase 2 | The objective of Phase 2 of the GDPR project is to ensure that the University can demonstrate ongoing compliance with GDPR requirements and have ways of working and processes in place that reduce the risk of reputational and financial damage to the University due to non-compliance or significant data breaches | Tara Studholme-Lyons |
The SDU supports the University with strategic consultancy work which sits beyond the portfolio of formal initiatives being actively managed and governed by the Strategic Delivery Group (Governance). Examples of consultancy work include support for solving business issues or providing strategic thinking to a service or college. The work will access specialist skills as appropriate such as: business analysis; lean; business case development; change management; project, programme or portfolio management principles.
2017 Medical School Consultancy
Growth of the Medical School is key to the University’s strategic ambitions and financial sustainability. The future provision of Nursing, growth of Bachelor of Medicine, Bachelor of Surgery (international growth & additional H/EU), introduction of Graduate Entry Medicine are all key to future success. The SDU are providing consultancy support to the Medical School in preparation of a business case demonstrating the financial sustainability of the expansion plans and associated risks to Health Education England and HEFCE as part of a competitive bid for further funded student places and to VCEG.
Benefits of the bid:
- Increased financial sustainability of the college and consequently financial contribution to the University
- Increased market sustainability in the form of competitive market share and influence over healthcare partners including Trusts, GP practices and other allied healthcare providers
Sponsor: Professor Clive Ballard, Pro Vice Chancellor University of Exeter Medical School
Programme Manager: Rick Walker | x5792