1. World-Changing Glasgow Transformation Programme Board Summary
Chris Green Chief Transformation Officer July 2019

2. Introduction A couple of things to ensure you get the most out of the information
Here is a summary of what our projects are setting out to achieve
The University uses a traffic light system to indicate how well each project is progressing against the plan:
Our primary objective is to improve the staff and student experience. We will do that by reducing unnecessary bureaucracy and improving the way our systems and processes work.
This project was initiated in response to student and staff feedback, with the aim of improving the experience for all those involved in assessment and feedback work at the University
Significant issues, immediate action needed
Assessment & Feedback
Enhancing the Year 1 and beyond student enrolment experience and enable effective decision-making and course selection
Student Forecasting & Enrolment
Some issues, being managed
Improving the way we provide services to our students and staff. This includes the new UofG Helpdesk.
Student & Staff Service Delivery
On track
Creating a simpler, more consistent approach to how we manage the end-to-end recruitment process
HR Recruitment Process
Designing services to meet staff and student needs while eliminating unnecessary bureaucracy
Professional Services
Creating a world-changing, connected and vibrant university campus, with social, technological and economic impact for the city of Glasgow.
Smart Campus

3. Overview of projects A quick and easy way to understand progress and any issues
Student & Staff Service Delivery
HR Recruitment Process
Assessment & Feedback
The principles that shape the ambition and approach for assessment and feedback have been presented to the Project Board this month. Once approved, we will design the model for how we turn that into practice, i.e. the people, processes, data and systems.
Things are progressing well since the initial launch of the UofG Helpdesk in April and we are confident that the full launch will be successful in September. Since the launch, 13,000+ service requests and incidents have been logged, 850+ staff have been trained and 816 knowledge articles have been written.
We have completed the process and system re-design that will reduce the HR time to recruit. We are working with Colleges/US to streamline local approval processes. We are reporting Amber status to reflect the recommendation from the Project Board to extend the training and roll out of the new way of working. This will means the launch will be towards the end of 2019.
Student Forecasting & Enrolment
Smart Campus
Professional Services
The first Project Board meeting in August will agree the governance and scope of this project. The team are identifying local colleagues to help shape the design of the forecasting model and processes. We are reporting Amber status because of the capacity/capability constraints.
This project is progressing well, but we are reporting Green/Amber status because we need to complete the business case to inform the request for funding. We are currently developing a longlist of options for the smart campus and evaluation criteria. More information is provided in today’s presentation.
We have finalised the proposal on the areas to take forward in this project, informed by discussions with UofG colleagues and data analysis. We are reporting Green/Amber status because we have yet to finalise all of the people and resources needed from across the University to help us deliver the next phase.

4. Overview of key indicators Understand how we are doing from a plan, resources and risks viewpoint
Plans
Resources
Risks
Overall Status
Project Managers are now in place for all projects with detailed plans currently being developed.
Once these are available, we will develop the end-to-end roadmap and discuss at the September World-Changing Glasgow Transformation Board.
We are coming to the end of the recent recruitment activity within the WCGT team. Depending on the outcome of interviews, by the end of August, we expect the team to have 22 staff (includes 5 secondees and 3 contractors).
Currently, we believe our risks are manageable and have been stable over the past few months with realistic mitigations in place.
This month, there was a separate agenda item for the Board to discuss on risk analysis at a programme level.
The amber/green rating reflects the degree of confidence we have in delivering all of the changes intended by the WCGT Programme. It takes into account progress against plans, the resources – people and money – needed and the risk profile. The delivery status is the same as last month i.e. stable.
An amber/green rating is positive because it indicates that most of our activity is well under control and there are no major causes for concern.
We are developing the business case for World-Changing Glasgow to confirm the scale of investment required and the proposed benefits. The amber status reflects the risk of making decisions without a business case.
We are reporting a green/amber status because several plans are still under construction and because we have changed the HR Recruitment go-live date.
The green/amber status reflects recommendations in a Board paper on buy-in to the risk management process.
Next steps
We are now focusing on how we can speed up the delivery of change to release time for UofG colleagues, simplify what they do and improve the staff and student experience.