Why we need to transform our professional services
We are an expanding and complex organisation. Over the past decade, UCL has doubled in size.
From 2007 to 2019, we have grown from 20,000 students and 8,500 staff to 41,300 students and 13,500 staff.
Our growth – brought about through both mergers and organic expansion – has created a powerhouse of academic strengths and we have become one of the world’s foremost universities.
- UCL was rated the top university in the UK for research strength in the most recent Research Excellence Framework (2014)
- As of April 2019 UCL is ranked 6th globally by “mean rank” (using NTUR 2018, URAP 2018/19, QS 2019, THE 2019 and SJT 2019).
- There have been 29 Nobel Prize laureates amongst UCL’s alumni and current and former staff to date.
Today, we’re not only a huge institute, we’re also very complex. Some of that complexity is intrinsic to what we do, but it’s also due to the many similar tasks we carry out in numerous different ways. Currently, we often get things done through the exceptional commitment of our professional services staff who achieve results in spite of, rather than because of, the underlying processes, systems and ways of working.
Professional services have grown around an out-of-date model that neither meets the needs of today’s UCL community, nor the increasing challenges of unprecedented global uncertainty: regulation, competition, Brexit and new challenges regarding fees, research income and worldwide reputation.
Our professional services have an essential role in UCL’s continued success and must be empowered and developed.
TOPS Information Pack
This pack covers a brief introduction to the TOPS Programme and an overview of the current projects. We will update this periodically If you would like a PowerPoint version to use in presentations or briefings with your team, please contact firstname.lastname@example.org