In this piece, Patrick Hackett,\u00a0<\/span>University\u00a0<\/span>Registrar, Secretary and COO, and Fiona D<\/span>e<\/span>vine,<\/span>\u00a0Vice-President and<\/span>\u00a0Dean of\u00a0<\/span>the Faculty of\u00a0<\/span>Humanities, share their insight into the leap: Digital Inside and Out.<\/span><\/span>\u00a0<\/span><\/span>You can explore the strategy on our\u00a0<\/span><\/span>webpage<\/span><\/span><\/a>, or download the\u00a0<\/span><\/span>full strategy text<\/span><\/span><\/a>.<\/span><\/span>\u00a0<\/span><\/span>\u00a0<\/span><\/p>\n Our strategy to 2035 sets out a clear ambition: to\u00a0be\u00a0the global standard for what a world-class, seamlessly integrated university experience should be.\u00a0\u00a0<\/p>\n This is about fundamentally reimagining how\u00a0our\u00a0students, colleagues and partners experience the university.<\/p>\n If we get this\u00a0right,\u00a0we will have fully integrated our physical and digital spaces to provide\u00a0truly\u00a0personalised experiences\u00a0for all. That personalisation\u00a0won\u2019t\u00a0come at the cost of community, quite the opposite,\u00a0it will reinforce a\u00a0sense of inclusion and belonging, bringing us closer together.\u00a0<\/p>\n Being \u2018Digital Inside and Out\u2019\u00a0is the driving force behind\u00a0all other leaps within our strategy.\u00a0Digital thinking will be at the heart of everything we do-whether\u00a0it\u2019s\u00a0transforming our\u00a0teaching and\u00a0learning\u00a0offering\u00a0and\u00a0environments,\u00a0our\u00a0research capabilities,\u00a0innovation\u00a0activities\u00a0or\u00a0community connections. It\u00a0won\u2019t\u00a0just support progress but accelerate it on every front.\u00a0<\/p>\n Home to the world\u2019s first stored-program computer, we have, throughout our history, been pioneers of technological advancement.\u00a0Here and now, we have the\u00a0expertise\u00a0and research strength to shape the next era of education and\u00a0AI-driven transformation\u00a0ensuring it is implemented responsibly and equitably.\u00a0\u00a0<\/p>\n But we have a way to go.\u00a0\u00a0<\/p>\n You told us loud and clear during the development of our strategy that our systems and processes need to be simple,\u00a0intuitive\u00a0and frictionless for all.\u00a0It has been fantastic to\u00a0discover how many of our colleagues want more shared ways of working,\u00a0leaning into our\u00a0ambitions to work as\u00a0One University<\/i>.\u00a0\u00a0<\/p>\n Our\u00a0commitment\u00a0is to reduce hurdles, moving from manual to digitized (including AI-enabled) processes so that you can focus on what really matters.\u00a0Our aim for the\u00a0future\u00a0is ensuring\u00a0technology enhances, rather than obstructs,\u00a0fueling\u00a0collaboration and efficiency.\u00a0<\/p>\n This\u00a0isn\u2019t\u00a0a\u00a0one size fits all\u00a0approach;\u00a0we\u00a0will continue to focus heavily on user experience and personalisation.\u00a0\u00a0<\/p>\n Digital should enable users to do what they want, when they want\u00a0–\u00a0enabling personalisation at a level not previously possible\u00a0whether you interact with the institution physically or digitally.\u00a0\u00a0<\/p>\n Digital inclusion and accessibility are critical to our success, ensuring everyone can\u00a0participate\u00a0fully, with systems as enablers for engagement. We will focus on\u00a0digital\u00a0skills and confidence for all, investing in our\u00a0colleagues\u00a0so that they can innovate, lead and adapt to\u00a0emerging\u00a0technologies.\u00a0\u00a0<\/p>\n Colleagues are already\u00a0actively building the digital confidence needed\u00a0for the years ahead.\u00a0\u00a0<\/p>\n There is\u00a0huge uptake in our\u00a0Copilot Chat learning programmes<\/a>\u00a0and hundreds of colleagues are\u00a0benefitting\u00a0from the\u00a0Data and AI Academy, delivered in partnership with Multiverse, our strategic workforce transformation partner.\u00a0The Academy is helping build vital digital literacy around data and AI\u2014skills that will shape the future of every role.\u00a0<\/p>\n We\u00a0continue to\u00a0proactively\u00a0seek\u00a0colleague\u00a0feedback<\/a>\u00a0to help us better understand how we can support the digital capability needs of our community.\u00a0<\/p>\n We will enable our students and colleagues to engage in learning, research, and collaboration from anywhere in the world.\u00a0\u00a0<\/p>\n Our expansion of Manchester Online to connect learners locally and globally is a step towards this, testing new models for learning and collaboration as we go.\u00a0\u00a0<\/p>\n This digital transformation does not diminish the importance of our physical campus; instead, it aims to enable seamless movement between digital and physical environments.\u00a0Our goal is to create a place where the physical and digital estate work as one.\u00a0\u00a0<\/p>\n How are we going to do this?\u00a0\u00a0<\/p>\n Our future campus experience will be responsive and connected, blending physical spaces with digital tools so people can move seamlessly between them.\u00a0Real-time updates on space availability, timetable changes, and connectivity will ensure that studying or working feels intuitive and flexible, even when plans shift.\u00a0<\/p>\n Behind the scenes, integrated systems, such as\u00a0Connect<\/a>, will link Estates, People, and IT data reducing complexity through automation.\u00a0<\/p>\n You’ve\u00a0told us what you\u00a0need: flexible, connected services,\u00a0and an\u00a0investment in digital infrastructure.\u00a0\u00a0<\/p>\n We\u2019re\u00a0making\u00a0good\u00a0progress.\u00a0<\/p>\n Through\u00a0Evolve<\/a>,\u00a0we\u2019re\u00a0stabilising our core IT Services and improving reliability,\u00a0security\u00a0and performance across the systems our community relies on every day.\u00a0\u00a0<\/p>\n AppsAnywhere<\/a>\u00a0is giving students easier, more flexible access to the software they need.\u00a0<\/p>\n Future Foundations<\/a>\u00a0is reshaping our core administrative and operational processes, so they are simpler, more\u00a0connected\u00a0and easier to use.\u00a0<\/p>\n Our online support portal\u00a0Connect\u00a0continues to expand across IT Services and the People Directorate. Next, we plan\u00a0on\u00a0embedding\u00a0it within our\u00a0Student Hubs. This\u00a0will be\u00a0complemented by\u00a0AskBee, our new AI-powered virtual agent providing 24\/7 support through the Connect portal.\u00a0<\/p>\n Together, these changes are streamlining systems, reducing\u00a0bureaucracy\u00a0and helping everyone get the support they need\u2014quickly, consistently and in one place.\u00a0<\/p>\n We\u2019re\u00a0also harnessing the power of AI.\u00a0Through the development of the AI Skunkworks team, we are creating opportunities for colleagues from across the University to come together and collaboratively design responsible approaches to AI\u00a0through initiatives like\u00a0AI Pathfinder<\/a>.\u00a0\u00a0<\/p>\n This\u00a0is about empowering our community\u2014transforming how we work, teach, and learn\u2014without replacing the invaluable human insight and connection at the heart of our institution.\u00a0\u00a0<\/p>\n As we progress, we will continue to listen\u00a0to\u00a0your\u00a0ideas for where digital transformation can make the\u00a0most impact at pace.\u00a0Our\u00a0new\u00a0Infrastructure Committee\u00a0has devolved authority to speed up decision making and importantly agree priorities and phasing,\u00a0ensuring how we do this work is as important as what we do.\u00a0\u00a0Early priorities\u00a0for our physical and digital campus\u00a0will\u00a0be\u00a0identified\u00a0by\u00a0Chief Information Officer,\u00a0PJ\u00a0and\u00a0Chief Property Officer,\u00a0Barra Mac\u00a0Ruair\u00ed working with\u00a0colleagues\u00a0across the institution.\u00a0\u00a0<\/p>\n In this first phase, we will\u00a0build\u00a0on our\u00a0foundations, laying the groundwork for the\u00a0ambitious leaps ahead.\u00a0\u00a0<\/p>\n We\u2019re\u00a0in a strong position as a university to\u00a0realise\u00a0these ambitions and the opportunities ahead are exciting for us all.\u00a0We\u2019re\u00a0looking forward to continuing the conversation with you and cocreating solutions as\u00a0we move further into implementing our new strategy.\u00a0<\/p>\n [\/et_pb_text][et_pb_post_nav _builder_version=”3.17.6″ prev_text=”Previous” next_text=”Next” in_same_term=”off” locked=”on” \/][et_pb_comments _builder_version=”3.17.6″ custom_button=”on” button_text_color=”#ffffff” locked=”on” \/][et_pb_text admin_label=”Related posts” _builder_version=”3.17.6″ locked=”on”]<\/p>\n [\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=”1_3″][et_pb_sidebar admin_label=”Subscribe” _builder_version=”3.17.6″ area=”et_pb_widget_area_3″ locked=”on” \/][et_pb_sidebar _builder_version=”3.17.6″ area=”sidebar-1″ show_border=”off” locked=”on” \/][\/et_pb_column][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" Between October and December, we are running a series of Viewpoint blogs written by our University Executive to give their personal perspectives on our new strategy to 2035, play back what we heard, explain the choices we are making, and set out how we will test, learn and scale to deliver our strategy.\u00a0In this piece, […]<\/p>\n","protected":false},"author":521,"featured_media":4177,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":" [et_pb_section bb_built=\"1\" fullwidth=\"off\" specialty=\"on\" _builder_version=\"3.17.6\"][et_pb_column type=\"2_3\" specialty_columns=\"4\"][et_pb_row_inner admin_label=\"Row\"][et_pb_column_inner type=\"4_4\" saved_specialty_column_type=\"2_3\"][et_pb_post_title _builder_version=\"3.17.6\" featured_placement=\"above\" locked=\"on\" \/][et_pb_text _builder_version=\"3.17.6\"]<\/p> When I\u2019m out and about meeting staff I hear much debate about the why, what, when and how of change in our University. I wanted to share my thoughts on this often contentious topic \u2013 and hear your views too.<\/p> Early in 2020 we will launch our University\u2019s new vision and strategic plan \u2013 Our future. In order to fulfil Our future we need to ensure that we are in a financially sustainable position so that we have the funds to invest in the new staff, facilities and infrastructure which will be needed to bring our plans to life.<\/p> Our Financial Statements<\/a> for 2018\/19, which have been published following approval by the Board of Governors, confirm that more than 95% of our \u00a31.1bn income is spent on our core goals - on our staff and our students - to deliver research, education and social responsibility; with the remainder invested in the long term sustainability of our University. You can find a summary<\/a> of the Financial Statements on StaffNet.<\/p> However, this is a testing time for UK universities, due to the many external factors that have an impact on us - current home tuition fees are falling in real terms, whilst our costs (not just pay but non-pay too) are increasing. There are further and even greater tuition fee funding risks outlined in General Election manifestos as well as a range of Brexit-related risks that could affect our operations. The Office for Students (OfS) demands that we demonstrate both value for money for our students and our financial sustainability (in the sense of being able to invest to deliver our ambitious strategy, rather than survival). There are, of course, also ongoing unresolved national issues around pay and the continuing challenges around funding pensions in the higher education sector.<\/p> Our Financial Statements show an improved operating surplus (3.7% of income compared to \u00a324.7m (2.3%) in 2017\/18), with a rise in income from tuition fees, education contracts and research. As I mentioned earlier, we re-invest the surplus we achieve each year in activity in line with our strategy. Recently our funds have been used to create some new academic and Professional Services posts; to invest in key infrastructure including IT; to invest in some new buildings like our student accommodation at Unsworth Park; to improve the student experience by funding more full-time Residential Life staff and to upgrade a range of buildings and research and teaching spaces and resources. Increasingly it is also invested in environmental sustainability and meeting our ambitious carbon targets. So even when we are making difficult decisions in some parts of the University we continue to invest our surplus.<\/p> Whilst we have reported an operating surplus, our Board of Governors expects us to deliver a much larger surplus than this (at least 5%) if we are to be sustainable in the long-term. Our strategic change programme (including IT Modernisation<\/a>, the Student Experience Programme<\/a>, and the Research Lifecycle Programme<\/a>), alongside our continuous improvement plans, will ensure that we create the financial headroom to invest in people and facilities. The strategic change programme will also enable us to embrace new technologies and new ways of doing things that better support all our staff and students to be the best that they can be.<\/p> Yes, this means that some individual roles will change. New roles (some that we haven\u2019t yet identified) will be created and some roles will no longer be required. I appreciate that this will cause some uncertainty and where that is the case we will do everything we can to support staff, but the alternative is that we never change anything. If we fail to take advantage of advances in technology and develop more joined-up ways of working we will ultimately find ourselves outdated in the eyes of future students, funders and other stakeholders. Staff want to work for a progressive and successful institution, of which they can be proud. This means we cannot stand still.<\/p> When I talk to staff and students I often hear their frustrations about how difficult it be can be to get some straightforward things done, grappling with paper-based, manual and repetitive processes, on outdated systems and infrastructure, all of which serves to increase staff workloads. Everyone wants to do a good job, but regularly feel that our world-class status is earned in spite of our internal systems and processes, not because of them.<\/p> To deliver our new vision and strategic plan we will need to embrace new opportunities and face challenges with courage and determination. That will sometimes mean we have to make tough decisions and no-one is claiming it will be easy or that mistakes will not be made along the way. But where we do have tough choices to make we will commit to implementing changes fairly and with compassion to support the wellbeing of all our colleagues.<\/p> [\/et_pb_text][et_pb_post_nav _builder_version=\"3.17.6\" prev_text=\"Previous\" next_text=\"Next\" in_same_term=\"off\" locked=\"on\" \/][et_pb_comments _builder_version=\"3.17.6\" custom_button=\"on\" button_text_color=\"#ffffff\" locked=\"on\" \/][et_pb_text admin_label=\"Related posts\" _builder_version=\"3.17.6\" locked=\"on\"]<\/p> [related-posts-thumbnails]<\/p> [\/et_pb_text][\/et_pb_column_inner][\/et_pb_row_inner][\/et_pb_column][et_pb_column type=\"1_3\"][et_pb_sidebar admin_label=\"Subscribe\" _builder_version=\"3.17.6\" area=\"et_pb_widget_area_3\" locked=\"on\" \/][et_pb_sidebar _builder_version=\"3.17.6\" area=\"sidebar-1\" show_border=\"off\" locked=\"on\" \/][\/et_pb_column][\/et_pb_section]<\/p>","_et_gb_content_width":"","_exactmetrics_skip_tracking":false,"footnotes":""},"categories":[39],"tags":[],"class_list":["post-4075","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manchester-2035"],"_links":{"self":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4075","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/users\/521"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/comments?post=4075"}],"version-history":[{"count":6,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4075\/revisions"}],"predecessor-version":[{"id":4176,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/posts\/4075\/revisions\/4176"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media\/4177"}],"wp:attachment":[{"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/media?parent=4075"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/categories?post=4075"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-json\/wp\/v2\/tags?post=4075"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Making the leap: Digital Inside and Out<\/span><\/span>\u00a0<\/span><\/h3>\n
![\"\"](\"https:\/\/blogs.manchester.ac.uk\/viewpoint\/wp-content\/uploads\/sites\/138\/2024\/12\/Untitled-design-17-300x169.png\")
<\/a><\/p>\nTransforming\u00a0the\u00a0experience: digital at the core<\/b>\u00a0<\/h3>\n
Our campus without borders<\/b>\u00a0<\/h3>\n
Building on\u00a0our\u00a0progress<\/b>\u00a0<\/h3>\n
The road ahead<\/b>\u00a0<\/h3>\n
One question to discuss:<\/b>\u00a0
How will becoming a truly digital university support\u00a0you\u00a0to do your best work?\u00a0<\/h3>\nRelated<\/h1>\n
Related posts:<\/h3>
Allan Pacey and April McMahon: Manchester 2035 - Reimagining our student experiences<\/h2><\/div><\/div><\/a>
Manchester 2035: Phase 1 complete \u2013 what comes next?<\/h2><\/div><\/div><\/a>
Becoming one university \u2013 a staff perspective: Jennie Blake, Siobhan Cartwright and Steve Jones<\/h2><\/div><\/div><\/a><\/div>
Improving our financial performance will help to deliver our ambitious future plans, but we must also increase our capacity to create the funds and time to invest in our core goals. One of the ways we can do this is by changing what we do and how we do things.<\/p>Related<\/h1>