Organisation
Transformation

Underpinning our plan

ORGANISATION TRANSFORMATION Organisation transformation is fundamental to the delivery of our strategic plan. The successful merger of four organisations to become one ATU underpins the ambition set out in this plan.Accordingly, ATU will establish a centralised business function that will operate at a strategic level providing organisation-wide support and managing our transformation activities. This office will bridge the gap between the intent of the strategic plan and the operational delivery of change. Its remit will include overseeing the delivery of our objectives for:

Funding and Finance

Campus and Digital

Equality, Diversity and Inclusion (EDI) and the Health and Wellbeing of ATU’s community of staff and students.

Many aspects of organisation transformation rely on the successful integration and further sustainable development of structures, systems, ways of working and so on. This will provide a strong focus for the early years of this plan especially through the implementation of the Technological Sector Advancement Fund (TSAF).

Prof Jacqueline McCormack introduces ATU's strategic commitment to equity, diversity and inclusion

In your view, what is the most important factor in transforming ATU?

Integrated structures and systems
Finance
Campus facilities
A strong university community aligned to our values
Commitment to equity, diversity and inclusion (EDI)

Transformation for Impact

Cultivating a culture of transformation and wellbeing, advancing into a new era of excellence through the unified vision of “One ATU," and enabled by digitalisation.

Unified Structures

Establishing academic and support structures that are sustainable and fit for purpose, promote equality and inclusion, enable transformation management and development of the University.

Empowered Autonomy with Unity

Granting autonomy and accountability to individual campuses/faculties within a unified university framework, fostering ownership, accountability and responsiveness to local needs.

Financial Resilience

Ensuring financial sustainability by having diverse funding streams, enabling investments in groundbreaking initiatives and campus infrastructure, aligned with transformation management goals.

Performance through Integration

Creating a digitally advanced and interconnected university ecosystem that optimizes processes, supports collaboration, and enhances health and wellbeing across academic, research, and operational realms.

Our Vision 2040 will guide our Organisation Transformation strategic objectives for 2024-2028 in:

Transformation Management
Funding and Finance
Campus and Digital
EDI, Health and Wellbeing

Organisation Transformation

Vision 2040

Transformation Management

Deliver the Strategic Plan

Utilise institutional data and horizon scanning as a basis for strategic decision making

Accelerate structural and sustainable integration to perform as one

Evaluate project portfolio on an ongoing basis

Funding and
Finance

Maximise public funding as a stable base for University operations

Diversify funding sources to finance the University's strategic pipeline

Implement structures to open philanthropy as a funding source

Campus and
Digital

ORGANISATION TRANSFORMATION - OBJECTIVES 2024 TO 2028

Develop a Buildings and Facilities Masterplan and strategy that addresses current deficits and prepares for future decades

Tackle the systemic shortage of student accommodation

Transform the digital environment to support next generation learning and working

Support transformation by an internal and external communications plan with dedicated communications digital platforms

EDI, Health and Wellbeing

Welcome and value everybody through a continuous focus on equality and human rights, and our commitment to our public sector duty in meeting the needs of underrepresented groups

Embrace best practice to enhance wellbeing for all our community

Consolidate healthy campus actions into a university-wide plan for the benefit of staff and students

A fully integrated university working cohesively across all nine campuses
The successful development and implementation of a comprehensive framework for technology-enhanced learning
“Working as One” culturally embedded across the University
A vibrant and tolerant university community, built on equality of opportunity and respect for human rights
An enabling digital environment for all University activities
A strong financial footing to resource strategic initiatives and the development of the University
Implementation of a Buildings and Facilities Masterplan
Delivery of student accommodation (either on or off campus)
Effective staff development for all through a range of activities to understand and facilitate change
Trajectory to achievement of the metrics as detailed in the TU Act (2018) relating to staff qualifications
An environment where health and sport are viewed as intrinsically important to the development of the University

What will Success look like?

ORGANISATION TRANSFORMATION

Mid-term Priorities

Technologigacl university Feasibility Studet in the midterm prioirties.

“Working as one” evident across the University
University Buildings and Facilities Masterplan in place
Organisation structure in place
Employee survey completed and resultant action plan underway
Healthy Campus actions translated to university level
An integrated and holistic approach to sports development
A student accommodation plan resulting from Technological University Feasibility Study
Implementation and review of Gender Equality Action Plan and achievement of Athena Swan bronze award
Implementation of the Universal Design and Accessibility Action Plan
implementation of the “Ending Sexual Violence and Harassment Policy” Framework
Development of Race Equality Action Plan
Systems integration implemented as part of Technological Sector Advancement Fund (TSAF)
Data strategy resulting in uniformly understood and interpretable information to inform decision-making
Implementation of lean business processes across operations
University Foundation in place to support diversification of funding