Developing an EDI target operating model with UCL

Universities are increasingly expected to deliver complex strategic priorities across diverse and decentralised environments. A well-designed target operating model helps create the governance, accountability, ways of working and organisational capability needed to turn strategic ambition into coordinated, sustainable delivery.

'My experience of working with Strive Higher on developing an EDI Operating Model at UCL was extremely positive. They brought strong strategic insight to a complex area, helping us shape an approach that fits our organisational culture and ways of working.What really stood out was the relationship they built - creating an honest, safe and constructive space to explore team dynamics and stakeholder perspectives. They felt like an extension of our team rather than external consultants. I would happily work with them again.'

-Addeel Khan, Director of Equity, Inclusion and Culture

The brief

Following the findings and recommendations of a comprehensive EDI Strategic Review undertaken by Strive Higher with UCL in 2023/24, the central EDI team developed the new EDI Strategic Plan to 2030. To support delivery of the Plan, a new operating model was required - setting out how EDI is structured, governed, resourced, and embedded across UCL. 

The target operating model (TOM) is intended to provide institutional alignment, consistency in delivery, and clarity of roles and responsibilities to support the successful implementation of the new EDI Strategic Plan. We were asked to support the development of an EDI TOM and associated implementation roadmap. This included developing collateral for socialisation and engagement alongside comprehensive recommendations around the governance of EDI - how committees and groups are structured, what accountabilities there should be and the key roles that senior leadership have in modelling and advocating EDI.

Our approach

To support the EDI team in developing a TOM that would work within the context of a federalised university such as UCL, we built on the extensive stakeholder engagement undertaken during the review in 2023/34 and determined the key changes needed to deliver the institutional priorities articulated in the EDI Strategic Plan. 

Creating a model that could genuinely work in practise required the right culture and openness to change. We therefore challenged the EDI team, faculties and professional services areas to examine what would need to change in order for the Strategic Plan to succeed. Building on the committees, groups and processes already in place, we developed a plan to streamline and rationalise EDI governance. This included clarifying the single simple governance route and what the information inputs are.

To underpin this, we recommended how EDI should be reflected in leadership roles, by embedding objectives into existing performance management processes to ensure accountability in behaviours and capabilities and the importance of creating the right mechanisms to ensure adequate and transparent resourcing of EDI initiatives with measurable outcomes.

The TOM also needed a clear articulation of the functions and activities of the EDI team.  Through dedicated workshops we worked with the team to examine where their skills were being used to best effect, and where clearer guidance could better enable others within the UCL to have the confidence to approach and resolve EDI issues. The aim was to support moving the team away from transactional and operational activities, towards a more strategic partnering and enabling function. 

Key to the success of a TOM is the implementation plan – setting out how UCL would become organised to deliver the EDI strategy. This included defined actions to rationalise and clarify governance structures, roles and responsibilities, decision-making processes, alignment of resources, and embedding EDI work across professional service areas and faculties. Working with the EDI leadership team we developed a 3-year plan, aligned to eight workstreams from Governance and Accountability through to Funding and Communications and Engagement. The plan was designed to help the team with development, comms and wider socialisation.

Outcomes

The project moved beyond strategy development to create the structures, accountabilities and roadmap needed for delivery. The following outcomes provided the foundations for embedding EDI more consistently and effectively across UCL:

Review and understanding of needs:  

• Outcome: Assessment of need - comprehensive review and assessment of the work needed to deliver the EDI Strategic Plan with a clear set of actionable recommendations  

• Impact: This enables a clear and coordinated, evidence-based approach to support embedding EDI across UCL 

Governance framework: 

• Outcome: Clear Governance Framework – a streamlined decision-making structure and with clearly articulated routes for input via existing committees  

• Impact: Reduces room for ambiguity and duplication and accelerates effective decision making with enhanced and transparent accountability

Leadership accountability framework:  

• Outcome: Leadership framework across four dimensions - greater clarity and understanding of EDI responsibilities and associated outcomes for leaders  

• Impact: Creates clear ownership, consistency and expectations for EDI for leaders across UCL

Service catalogue:  

• Outcome: High level EDI Service Catalogue – with supporting materials and expansion roadmap 

• Impact: Outlines a clear and consistent understanding of the EDI function and services offered by the EDI team, helps improve stakeholder experience and manages expectations around the offer

Implementation plan:    

• Outcome: Phased Implementation Roadmap – 3-year, 8-workstream implementation plan  

• Impact: Provides a structured delivery approach which can be developed and built out with a complimentary approach to stakeholder management and engagement  

Each deliverable directly supports successful implementation of the EDI strategic plan while building sustainable institutional EDI capability. 

If you're reviewing how your university delivers priorities such as EDI, people, culture or organisational transformation, get in touch. We can help you create the governance, operating model and implementation roadmap needed to turn strategy into meaningful and measurable institutional impact.