MMU initially invited MainStreet to undertake an options appraisal on how best to procure a technical supplier to its Student Journey Transformation programme. We supported the University to identify the most appropriate ways of commissioning that long-term support, recognising MMU’s desire to move quickly.
We were subsequently engaged by the University to run the near six-month procurement exercise: covering a range of activity including programme planning, supplier due diligence, pre-tender market engagement, documentation development, assessment design and pre-contract debriefing.
“MainStreet were a key procurement partner for our student journey transformation programme. Their guidance, support and true partnership approach proved invaluable before during and after the key procurement processes.”
Programme Director Student Journey Transformation Programme
Manchester Metropolitan University
MainStreet supported the University of the Arts London (UAL) with its procurement and implementation of new Student Information Systems. Our work included the delivery of a detailed 9-month plan, drafting the relevant documentation (PQQ, ITPD, ISFT), and the design and leading briefings on the Competitive Dialogue process for key stakeholders. We led the dialogue sessions with senior academic and administrative staff and helped the University evaluate suppliers before appointment. We subsequently supported the mobilisation and implementation efforts.
“We enjoyed working with the MainStreet team. Their experience, expertise and advice really helped us make an informed decision on replacement of our records system. And they were great to work with: reassuring, flexible and good fun throughout.”
As part of a wider technology refresh at the University, MainStreet led the development of a business case and subsequent Competitive Dialogue procurement of £5m of new Student Information Systems. Lead director David Welsh worked with over 60 senior academics, technical and support staff on the full procurement lifecycle.
The University appointed a preferred supplier at the end of the process and has subsequently undertaken a technical discovery stage and begun the phased implementation of a range of software modules designed to deliver a ‘recruitment to alumni relations’ solution for the institution.
“This was a terrific procurement exercise: very well-planned and managed, built on robust analysis and communicated across many stakeholders at the University. It was also a pleasure working with David and his team: they were personable, unflappable and good fun throughout. I would happily work with them again.”
Core Systems Refresh Director
University of Hull
MainStreet was asked to undertake an independent assurance review of Oxford Brookes University’s (OBU) Student Record System (SRS) Programme. The aim of the review was to provide an assessment of a high-risk and complex programme’s progress towards its planned go-live, including consideration of whether it was still fit for purpose, resourced correctly, and likely to deliver the benefits profiling as articulated in the original business case.
We conducted our work over a two-week period at the University’s Headington Campus. We analysed over 20 SRS programme documents and spoke to forty key staff members: interviewees were told that their comments would not be attributed, ensuring that opinions on the SRS programme would be candid.
Our final report was received well by senior staff at OBU, who have implemented our recommendations on revised governance, resourcing and transition planning in full.
As part of Donaldson’s School ‘Future Strategy’ initiative, the Chief Executive Officer and Chair of Board of Trustees asked MainStreet to assist with outline planning for its ‘Transitions’ project. This project focuses on young people aged between 14 and 19 (most of whom have learning disabilities, Autistic Spectrum Disorder or communications difficulties) to facilitating their successful integration into mainstream learning, employment and other destinations in their own localities.
MainStreet supported the Strategic Management Team (SMT) and Board to assess options and prepare the project approach that allowed development of a business plan for submission to the Scottish Government, and the subsequent guidance on commissioning.
The initiative has subsequently been launched as #JunX10n – http://www.donaldsons.org.uk/junx10n/