The Facilitating Flexible Pathways (FlexPath) project is part of the Flexible Learning Programme.

FlexPath is considering the ways we can better support the experience for those following ‘non-standard’ pathways. The project goal is to define requirements and identify recommendations for a solution that will enable effective administration of learners on non-standard pathways at The University of Manchester.

Project aims:

• To support the learner lifecycle for those following 'non-standard' pathways to ensure an exceptional and equitable Student Experience.
• Seamless front-end system to support learners to undertake flexible pathways ensuring a smooth experience.
• Integrated system(s) designed to support staff in administering learners on flexible pathways providing efficient ways of working.
• Ensure that business processes for non-standard pathways are clear, consolidated and documented to support staff in their responsibilities and meet the needs of learners.
• Embedding this into standard practises so that the University is agile in the provision of Flexible Learning and can adapt and change to meet its strategic aims, business needs and innovate.

Working with key stakeholders to explore current issues in delivering non-standard pathways, and establishing why the project is needed, has allowed us to be clear about why FlexPath is needed. We are using this to develop a robust scope for the project which, in turn, enables us to shape our benefits and establish what we expect the project to achieve.

Currently we are building a list of high-level requirements by examining the learner journey of those on non-standard pathways. A crucial part of this is establishing what existing support and provision is in place and assessing the perceived pros and cons of the systems and processes in use.

We will be refining and validating our high-level requirements with the project’s Governance Group before heading into our detailed requirements phase during the first half of 2025. Our Business Analysts will be working with stakeholders across each part of the learner journey to map processes.  This will allow them to identify common approaches, crucial differences and gaps in our ability to support non-standard pathways via user journeys, which will enable us to capture individuals’ needs. The high-level requirements combined with this more detailed information gathering will provide the basis for the recommendations FlexPath will make and allow us to create a detailed business case.

Facilitating Flexible Pathways Theme Leads:

Pam Giblin - pam.giblin@manchester.ac.uk

Kate Robinson – kate.robinson@manchester.ac.uk

Facilitating Flexible Pathways Project Manager:

Lindsey Cowen – lindsey.cowen@manchester.ac.uk

University of Manchester Flexible Learning Programme:

flexiblelearning@manchester.ac.uk

What is the Digital Learning Service (DLS)?  

The DLS will be a staff-facing university-wide service delivered through the strengths of the existing eLearning teams operating in Faculty, Library and central teams. The service will cater for staff that want to develop digital learning skills and/or enhance their understanding of digital/online pedagogy within current learning designs. It will provide services for the creation and refinement of digital resources, and support those in need of trouble-shooting support or advice, as well as flex, adapt and evolve to support our Teaching and Learning Strategy and respond to the future needs of our students.   The name “Digital Learning Service (DLS”) will be used an umbrella term for eLearning support and services. The name signifies the collaborative way in which all teams within the DLS are already working together and reflects the evolution of how services and support will be offered integrating new tools, like the ServiceNow platform, and supported by a Leadership Group made up of representatives from all areas of the DLS. 

Why do we need a DLS?  

It will align with university-wide teaching and learning strategy and the commitment to flexible learning. It will provide a unified, organisation-wide approach to digital learning and support a model of teaching that plays to our strengths, enabling ‘Flexible by Design’ and ‘Flexible by Delivery.’   

The DLS will ensure that local relationships with faculties, schools and other business areas will be retained while optimising services to allow staff to be deployed to activities or business areas that have the greatest need.    

What will it offer? 

• a service front door enabling immediate support 
• a service catalogue with a range of services and agreed service levels
• online resources and sharing of practice between teams

What does the creation of the DLS mean for current teams? 

 The DLS will not bring about a formal restructure of existing teams.   

• The aim of DLS is to offer a whole service that is university wide. To do this, we will be introducing a virtual team to provide a unified approach. 
• We often work within informal virtual teams to facilitate best practice and collaboration across faculties, to reduce resourcing risks and standardise processes and requests. 

• The key principles are collaboration, trust and empowerment. They will benefit from shared skills and knowledge and react quickly to meet new and rapidly changing requirements.  

The Central Learning Environment (CLE) project is a good example of an existing virtual team as there are representatives from all Digital Learning teams and ITS collaborating without boundaries, ensuring that necessary preparations and support is available for the procurement, testing, and implementation of a new CLE.   

How will it work across teams? 

The DLS will have elements of existing and new ways of working. Primarily, it will be shared ways of working and a common approach. For current users of existing services, it may appear little more than a change of name. For newcomers with no experience of the current model, it will appear as a single unitthat provides a range of services and expertise.  For example, the DLS willlikely have responsibility for after the management and funding of software licenses for teaching and learning, making decisions about which tools to purchase/support etc. While it may be that functions like this are managed by the ‘central’ DLS team, this distinction would be unhelpful and confusing for users of the service.  

Will anybody be required to adopt a new job description/title/role? 

Yes. We are reviewing existing job descriptions with a view to updating these to ensure they are fit for purpose and consistent for current colleagues and the external job market.  These will be developed in conjunction with the Digital Learning Managers and existing role holders will have an opportunity to input, and discuss changes, so that the nuances and complexities of job roles are fully understood and carefully integrated. Trade unions will be kept informed during the process.  

Job descriptions for colleagues in the AMBS Executive Education and Global MBA will not be included in this review as they have recently been updated. However, Managers will be kept up to date. 

Will Trade Unions be involved in any discussions about changes to job descriptions? 

Yes. Although we are not changing the structures of teams, which would require formal consultation, we are still engaging with the Trade Unions about the changes to the service and any revisions to the job descriptions.  They will be able to ask questions, comment and provide feedback on the proposed changes.  

Will it result in consistent structures within Faculty, Library and central teams? 

The existing structures in these teams are not changing, however we aim to ensure a consistent approach to service provision, ways of working across teams and consistency in job description design.   

What is the DLS Leadership Group? 

The DLS Leadership Group was established following the workshops that took place in the latter part of 2023. It was agreed that this group would be made up of representatives from across the DLS and be established during the lifecycle of the project but focussed on business as usual following the implementation of the DLS. 

The Group will have overall responsibility for the DLS and: 

• Oversee and manage the planning of the strategic and operational delivery of the DLS. 
• Facilitate and manage continuous improvements to the service. 
• Enable the establishment and support a Community of Practice. 
• Provide assurance to relevant UoM strategic groups and recommendations for the prioritisation of activities, risk and issue mitigation. 
• Champion cross-institutional working to enhance effectiveness, enable interdisciplinary approaches, and inform decision making.

What's coming up?

• ServiceNow - “Lift and shift” implementation - Date TBD. Business Analysts, DLS and Service Now teams will work together to create and develop forms for requests, process maps, the DLS Service Catalogue.
• Skills Assessment and Skills Matrix - A skills matrix willto review development opportunities for individuals and teams that will contribute to the strategy and innovation of the DLS
• DLS Launch - the DLS launch criteria is likely to be determined over the coming months, and is expected to include the following DLS requirements:              Transition planning - DLS Leadership Group, Bookable Service Catalogue, Self-help knowledge base, DLS Portal with information on each of the teams within the DLS, training and announcements.

• DLS Project closure and Post-go Live Support - the project team will begin to close the DLS project and handover to business as usual for benefit realisation.