KING’S COLLEGE LONDON
1661 – Timetabling Roadmap
SUMS was asked to assess the implications for timetabling of King’s plans and the changing academic
environment. This assessment was evidenced with hard data and performance benchmarked against those
metropolitan Russell Group universities who are facing a similar challenge. We proposed a roadmap to help
ensure that the timetabling service will be responsive to and meet changing needs. King’s has complex needs
and five campuses. We looked at what was needed to deliver the education strategy and the implications for
support processes when developing an interdisciplinary curriculum and integration with Student Attendance
Monitoring. Our recommendations addressed, through integrated planning, students, education and efficiency.
1713 – Service Excellence Programme
King’s College London wished to ensure that their Service Excellence initiative was set up to develop a
long-term culture of process simplification, continuous improvement and collaborative working. We were
asked to undertake a high-level review which would evaluate the maturity of the Service Excellence initiative
in critical areas and provide King’s with recommendations to ensure a sustainable, high impact change
programme to support its strategic ambitions.
We used a framework based on the OGC Gateway Process and the McKinsey 7s model to undertake health
checks against key areas of project management, process improvement and organisational change and to provide
recommendations to increase change maturity. We also interviewed a cross-section of stakeholders from across
King’s and undertook a sector analysis of best practice from institutions based in the UK, USA and Australia.
These analyses informed the development of two principal options, the recommended one was to integrate
the areas of planning, process improvement, performance management and change projects into a single
function with the Strategy, Planning & Assurance Directorate. This will ensure a single ‘owner’ of business
improvement, make it a direct consequence of strategy and planning and better enable King’s to respond in a
coordinated way to the Diamond efficiency agenda. It will also bring together resources that are currently
dispersed across the institution, thereby increasing economies of scale. Furthermore, this approach will
support local areas to develop their own improvement capability whilst also aligning the continuous
improvement agenda with the Uniforum benchmarking exercise.
Activities
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