Technology Strategy Review Results in Cost Savings Across Sheffield Hallam University
Sheffield Hallam University achieved greater operational and cost efficiency by identifying areas and positioning for growth based on recommendations that Allied made after performing a Technology Strategy Review.
About our Client
Our client is one of the top 10 universities in the United Kingdom, with more than 30000 students, over 4000 staff and 650 courses. This modern University has two campuses based in Britain’s fifth largest city, Sheffield.
Due to changes in the University's funding, optimising costs and gaining new revenue streams became increasingly vital. The University management recognised that they would benefit from a model that offered a compelling value proposition that coupled lower costs with improved business processes.
Allied Worldwide was engaged to improve cost savings and efficiencies of the different departments by doing a Technology Strategy Review. Allied was asked to scope the consultancy in terms of identifying areas and positioning for growth. The consultancy would need to look at all elements of the service including people, costs and salaries as well as cultural changes and fit. The different departments that were a part of the review process were: Business Management, Business Systems and Services Unit, Infrastructure Services Unit and the Academic Services Unit.
Allied’s management and principal consultants met onsite with key client personnel to perform an enterprise assessment at the outset of this project. Focused on optimising operational models, while realising cost savings, the management of Allied and Sheffield Hallam University conducted several staff meetings to capture and analyse data regarding the existing structure and processes.
Allied also conducted a department-wise salary and benefit analysis. Each department was analysed, staff were interviewed and the jobs were split into broad functional roles. These roles were compared with similar roles in organisations operating in the same business sphere. The management also provided access to budget and salary data, from which department specific observations were made. Following this, Allied assessed existing operating models with a focus on improving each process holistically; examining the procedures as well as how resources could be better used.
The project progress was tracked during the interim meetings, where next steps were agreed upon, or changed based on feedback which had been sought. The key areas of improvement were identified and Allied helped highlight cost savings through efficiency gains and value additions. Allied conducted a technology audit, wherein the current delivery landscape was mapped to identify areas where the cost to profit initiatives could be exploited, with a view to further reducing IT costs for the University.
The project deliverables from Allied were a summary of findings outlining opportunities for improvement, proposed budgetary savings, suggested forward strategies and recommendations. Allied drew up a detailed analysis of the structure and processes of the various departments within the University. Based on the Technology Strategy Review that had been performed, Allied highlighted the weaknesses of each department and gave recommendations to the University management which resulted in improved cost savings and efficiencies of the different departments. The University as a whole experienced reduced costs and proved its ability to take on such significant projects whilst maintaining its day to day operations.