SEP evaluation – recommendations update from Ele Morrissey
27 Jan 2026
Turning SEP learnings into lasting improvements.
Since the update I shared in October, and following a progress review by University Executive (UE) in December, I’m pleased to say that our momentum has not only continued, but strengthened.
We’ve taken major steps forward in responding to the recommendations from the Student Experience Programme (SEP) evaluation, and I want to share some of the key areas where we’re making a real, tangible difference.
A stronger approach to change
Significant progress has been made to embed lessons from SEP into future change programmes. Recent work includes:
- Bringing together a single Business Change team under new leadership within the Strategic Change Office to support projects more flexibly.
- Conducting a full review of ‘what worked’ in the Canvas implementation, so we can replicate success.
- Ensuring Operational Delivery Lead (ODL) roles are recruited from the start in major programmes, as seen in the Future Foundations programme
- Translating Manchester 2035 into clear delivery and work packages to help us prioritise and better manage the overall University ‘load’.
Key areas of progress
Governance and planning
In December, we launched a Delivery Handbook. This brings together a simple, consistent approach to planning and delivering change, helping colleagues navigate programmes with more confidence, clarity and shared understanding.
Communication and engagement
We have co-created a set of communication and engagement frameworks with academic and PS colleagues, which are already helping us improve understanding of roles, responsibilities and the intended benefits of change activity. Importantly, they also build in stronger, more transparent feedback routes which are now formally embedded within programme governance, to ensure colleagues can be heard and actively involved throughout delivery.
Leadership and well-being
New leadership development support is being designed for rollout in early 2026, with a particular focus on leading change well, supporting colleague wellbeing and building confidence in managing stress within teams.
We are also piloting a new Wellbeing Impact Assessment aligned to HSE standards, alongside regular team sentiment surveys and proactive stress risk assessments. These will help us identify and address pressure on our colleagues earlier in programme delivery cycles.
Sustainable workloads with appropriate backfill
Programmes are now building stronger resource planning and backfill arrangements from the outset. This ensures teams are better supported throughout delivery. We are also looking to strengthen workload management processes, particularly in complex areas such as Campus Solutions, so that pressures can be better anticipated, shared and addressed, and enable Operational Delivery Leads (ODLs) to provide effective local support.
Evaluation and continuous improvement
Future programmes will establish clear success measures and Key Performance Indicators (KPIs) right from the start, supported by structured pilots, stagegate reviews and continuous feedback loops. This creates a stronger foundation for learning as we go, helping us identify issues early, adapt quickly and build on what works.
Technology and the student experience
IT Services has now completed the technical assessment required to progress a new enquiry handling solution for the student support hubs. This will provide a better experience for our students with clear and timely support that can be tracked and managed, all in one place. A full business case is currently under review and subject to funding approval.
Strengthening academic and PS collaboration
Work to strengthen the relationship between academic and PS colleagues continues to be a priority, guided by insights from the Your Voice Matters survey and ongoing conversations about how we build a more collaborative community.
Empowering local decision making
We want decisions to be made at the right level, closer to the people who understand the work best. Ongoing efforts are focused on giving teams the confidence to act and make timely, effective decisions without dependency on upward deferral.
Role clarity and refining job descriptions
Work is underway to refine job descriptions and align accountabilities across roles to create clearer, more consistent responsibilities and more transparent career pathways. This work supports both operational effectiveness and staff development.
Teaching, Learning and Student Experience (TLSE) salary benchmarking
Salary benchmarking for TLSE roles is progressing well and remains on track for completion in early 2026. This will give us a clearer picture of where roles sit within the wider sector and help ensure fairness, transparency and consistency in how we reward and recognise colleagues.
You can read the latest progress report in more detail at:
Thank You
I want to extend my sincere thanks to everyone involved in this work. Your insights and commitment continue to strengthen our culture, how we deliver our work and improve how we support both colleagues and students.
Ele Morissey,
Executive Director of People