Communication and Engagement Plan 2026/27
Updated: February 2026
1. Objectives
The objective of the SMTT Communication and Engagement Plan is to support the adoption of business processes and activity relating to timetabling in line with the University's objectives in relation to the effective management and utilisation of its estate and to enable the University to realise the benefits of this investment.
To achieve this, we will:
- Implement a methodology for active stakeholder engagement.
- Support preparatory and transition activities in readiness for the adoption of central systems and common processes, where required.
- Develop and implement a training plan to support and equip staff as users of CMIS.
- Implement a communications plan, using appropriate channels to target and engage all relevant audiences.
- Design and deploy a support model which ensures for prompt and effective resolution of queries and enhances the knowledge and skills of all staff involved in timetabling and space management.
- Ensure the creation and maintenance of documentation and resources to support staff in their effective engagement with timetabling.
- Ensure responsibility and accountability for delivery of activity within the Plan is clearly identified and agreed.
- Work with colleagues on the modelling of timetables and space to support changing pedagogy, encourage improved utilisation and to inform the Estates Enabling Plan.
Further, through this activity we will support the effective management and utilisation of all space.
2. The role of the Space Management & Timetabling Team (SMTT)
The SMTT is the designated business owner for the class timetabling and room booking processes, including the management and allocation of central space. In this role they are responsible for:
- The preparation of teaching timetables, including requirements gathering and associated data input.
- Liaison with Colleges, via the designated Timetabling Partner, on short, medium and longer-term planning for learning and teaching which has implications for timetabling and use of learning space.
- Providing expert support on matters relating to timetabling arising from: Accessibility, Curriculum Transformation, Keystone, Space Management.
- Ensuring the timely allocation of suitable teaching space to support the production of student and staff timetables.
- Managing changes to the timetable by reallocating space, changing room configurations or updating associated data.
- Responding to requests for ad hoc room bookings throughout the year and scheduling these.
- Development of resources and information for those involved in timetabling.
- User support – responding to queries and requests submitted via the UofG Helpdesk.
- Liaison with stakeholders to ensure adoption of the timetabling processes and review progress against scheduled activity – including the identification of common problems and trends which may result in suggestions for developments/enhancements in system, process or communications.
- Review & evaluation – contributing to the regular review of key business processes relating to timetabling.
- Identifying opportunities for improvements to processes and leading the implementation of such.
- Supporting external partners, particularly those in shared locations, in their use of University timetabling and room booking systems where appropriate.
- Supporting the strategic management of space, including informing planning for maintenance, refurbishment and new build.
3. Communications Plan
The communications plan for SMTT covers three aspects, each of which is described below.
a) Routine communications: this includes use of the SMTT website and reporting to identified stakeholder groups.
Production of routine communications is detailed in an annual schedule which will ensure regular and timely updates on all aspects of timetabling (see Space Management and Timetabling webpage).
The SMTT website is the main repository for user resources including checklists, training materials and user guides.
Reports on required activities and progress against these are generated on a regular basis and issued to stakeholders.
b) Ad hoc communications: as and when required, individuals and/or stakeholder groups will be contacted with additional information, alerts or exceptions relating to timetabling activity. This will usually be managed via email, although University systems such as Spotlight or the UofG Life App may also be used where appropriate.
c) Face to Face contact: to provide for direct engagement and support effective 2-way communications we will meet regularly with defined stakeholder groups. This will be led by the Timetabling Partners within the SMTT with others attending as required.
We are committed to ensuring that all our communications are clear, simple and, as far as possible, jargon-free.
4. Stakeholder Engagement
In determining the approach to stakeholder engagement due consideration has been given to previous experience, feedback from colleagues and the needs of users. The approach recognises:
- The need to clearly establish where responsibility and accountability lies for delivery across various areas in the University so that the staff involved have the necessary authority to ensure agreed procedures are fully adopted. See the Programme of Activity 2026-27 for further information.
- That communication lines that pass information to and from the SMTT need to be established in a way that ensures information reaches the appropriate individuals in a timely manner and that individuals are clear on who to contact either within the SMTT or within the College/School and partner organisations.
- Due priority be given to communication and engagement with the user community, with input and feedback being properly acknowledged and responded to.
To this end the following engagement activities will be undertaken:
- A named member of the SMTT - the Timetabling Partner - will be assigned to each College as their primary point of contact.
- Regular meetings with Local Area Points of Contact in Colleges and Schools to agree timetabling activity and support arrangements for the year and to confirm accountability and resource availability.
- Engage with academics in Schools and Colleges to support their timetabling and space management activities, through the Talk the Timetable process.
- Regular meetings with lead staff in partner organisations to support their timetabling and space management activities.
- Exception reports produced as required to inform progress tracking and data quality checking.
- Development of a suite of reports available to designated staff on various aspects of timetabling and space utilisation.
- Annual review with stakeholders to evaluate the effectiveness of the process and identify any areas for improvement.
- Regular meetings with the Students’ Representative Council officers to ensure the student experience is understood and taken account of in planning and service delivery.
- Participation in the Teaching and Timetabling Planning Group and its workstreams.
- Regular meetings with Events & Conferences and External Relations to ensure their requirements for space are understood and to collaborate on the effective use of space to meet the various and differing needs of the business.
- Routine liaison with colleagues in Information Services, Estates Directorate and Facilities Services to ensure effective planning and enhance service delivery.
5. Operational Support Model
Operational support for CMIS and timetabling is delivered through a triage approach which ensures appropriate expertise and responsibility is applied. We adopt a 3-level approach (see below), in line with good practice in the delivery of user support.
The success of this model is dependent upon having suitably trained, knowledgeable and experienced staff available to provide timely support, particularly during peak periods.
We use the UofG Helpdesk as the primary channel for reporting problems and submitting queries in relation to CMIS and timetabling. Consistent use of this channel provides significant management and operational benefits, including:
- Staff working on the call can view the whole call history.
- Trends and common issues can be identified, allowing for consideration of remedial action (e.g., further guidance, revised processes).
- Standard responses to common queries and issues can be created and used consistently.
- Enquiries are not ‘lost’ as they are transferred around the business as they may be by email, phone or ‘post-it’ note.
- Routing all enquiries through one system also simplifies the messaging to staff and enables the University to gain a more accurate picture of the amount of resource devoted to enquiry management and support activity.
3-level approach
All calls will be routed to the first point of contact which is determined, based on the subcategory associated with the call, as the team who has direct responsibility for and knowledge of the subject or function.
Calls may then be reassigned in line with the 3 levels described below in order that the problem is fully resolved.
- Level 1 – routine enquiries requiring a standard response, handled at first point of contact in the business.
- Level 2 – requiring individual intervention/response, potentially by a more senior member of staff or designated ‘expert’.
- Level 3 – problems which cannot be resolved within the business and need to be referred to the system supplier.
6. Review and Evaluation
The impact and effectiveness of this communication and engagement plan will be reviewed informally on an ongoing basis in the light of feedback from members of the team, users and stakeholders. This may result in additional actions being agreed and planned activities being adjusted.
There will be a formal review conducted annually each autumn and the outcomes of this will be reflected in a revised plan which will be published prior to the annual timetabling preparation period each year.
The SMTT Manager will be responsible for co-ordinating this review and producing a report including any recommendations for change or improvement.