Digital Projects Update - April 2026

Welcome to our newly-renamed Digital Projects Update, what was previously the Projects and Programmes Digest.

Work to progress digital change projects and programmes across the University continues this term, supported by ongoing transitions to a more agile delivery model that emphasises incremental improvement to services over time, in response to user feedback and requirements, as well as clear project roadmaps and backlog prioritisation.

Following the recent launch of Oxford Events (the new University-wide events listing site) and the redeveloped University website (Oxweb), adoption is underway for several other platforms and products that are supporting our ongoing digital transformation. In some areas, there are hard deadlines in the coming months - please note the planned switch-off of the Chorus phone service in July - while in others, work is continuing towards  more incremental rollouts or ongoing development.

The updates below highlight what is changing across the University’s five digital portfolios - what matters now, and where action or preparation may be needed:

• Technology Portfolio
• Engagement and Dissemination Portfolio
• HALO CRM Programme
• Research Portfolio
• Administration Portfolio
• Education Portfolio

To find out more about the University’s digital portfolios, their committees and divisional/college representatives, and the wider Digital Governance Framework, visit the Digital Governance Unit (DGU) SharePoint site.

Key actions and timelines

• Telephony replacement: Complete migration from Chorus by 30 June 2026 ahead of switch-off on 31 July
• Workforce Management (PeopleXD): Remaining departments to complete adoption by May 2026
• Exam timetabling: Note updated system go-live in July 2026, with pilot activity from September
• Shared Device Management: Prepare for wider availability from summer 2026
• Strategic Health and Safety Modular System: Look out for further engagement ahead of supplier selection later this term

How this work fits together

In many cases, the impact of the work outlined below is interconnected, even where it is delivered through separate programmes or in different digital portfolios. For example:

• Core University processes are being redesigned through programmes such as the People and Finance Service Transformation (PFST) and Halo (the Customer Relationship Management Programme) with implications for how activities such as hiring, purchasing and engagement are managed
• Core activities - teaching and learning, research, and administration - are being supported by evolving systems and platforms that impact student systems, exam processes and research infrastructure
• Underlying technology and enablers of digital transformation such as identity, data management, information security and core technologies that enable access and protect systems are being strengthened and reimagined
• Digital communications platforms are being consolidated, shaping how information is published, accessed and managed across the University

Technology Portfolio

Work in the Technology Portfolio is focused on strengthening the University’s core digital infrastructure and moving towards more consistent, shared services. This includes replacing legacy systems and putting in place consistent platforms that can be used across the collegiate University. Much of this work is now moving from setup into adoption, which means there is an increasing need for engagement with colleges and departments.

Telephony Replacement

As part of the Telephony Replacement Project, the Chorus phone service will be switched off on 31 July 2026, after which any remaining Chorus lines will cease operating.

There are still more than 6,000 lines that need to move off Chorus.

Colleges and departments have made good progress with some 10,000 lines moved off Chorus, but there are still more than 6,000 to go (as of 13 April). Although handset availability remains problematic, the timeframe is unchanged.

Colleges and departments are strongly recommended to complete their transition by 30 June, to optimise available support from the project team and to allow time to resolve any post transition issues.

Further information: Telephony replacement project, the Teams phones on the IT Help website or email the project team.

Shared Infrastructure Services Programme (SISP)

SISP continues to embed its guiding principles, strengthening collaboration and supporting efficiencies across University-wide IT teams. The divisional Heads of Technology network is playing a key role in enabling change and an increased adoption of shared IT services. The programme team has been reflecting recently on developments arising from this collaboration, such as helpdesk tooling, printing services and Wi-Fi, and further insight into outcomes of this work will be shared over the summer.

The Shared Device Management (SDM) project within SISP is delivering a single, University-wide platform on Microsoft Intune that divisions, departments, faculties and colleges can opt in to, to manage staff devices such as laptops and desktop computers. The service will help ensure devices remain secure and that users have a common experience and access to the software they need. Currently in an early stage, the service plans to be available for broader adoption from summer 2026.

Further information: SISP webpage or email the SISP team

Identity Improvement Programme (IIP)

IIP is working to make digital identity a reliable and scalable service across the University. This includes reviewing how key services move into day-to-day support, and clarifying ownership and management.

This term focuses on improving how access to data and digital systems is managed. Owner Maintained Groups are being expanded so that access is assigned at group level rather than to individuals. Work and testing are underway on Roll-up Groups, which combine smaller groups into overarching groups. At the same time, information about people’s roles and relationships is being brought together from existing systems using identity attributes. This will support more consistent access, better personalisation, and clearer audit. Read the full Trinity term update for more detail.

SureCloud: Governance, Risk and Compliance platform

The SureCloud project is introducing a University-wide platform to manage governance, risk and compliance, covering 12 related processes, including Data Protection Impact Assessments and third-party risk assessments. This term focuses on setting up the platform, checking workflows and risk models, and testing with early adopters. This will support more consistent and transparent management of data protection and supplier risk across the University.

Engagement and Dissemination

The digital Engagement & Dissemination Portfolio is focused on improving how information is published, accessed and managed across the University. Work includes developing shared web and intranet platforms, alongside systems that support digital communications and the management of museum and cultural collections. As these platforms grow, more services and departments are migrating content, with a corresponding shift towards more consistent user experience and strategic content management.

Transforming Oxford’s Digital Communications

Oxweb, the main University website (www.ox.ac.uk) has recently been redeveloped. It was re-launched earlier this month, with new functionality and content showcasing Oxford to global audiences.

OxIntranet is also continuing to grow as our first University-wide intranet, with the recent introduction of an experimental AI tool to help users find information more easily.

Content from a number of central services such as Childcare, Travel and the Communications Hub has recently gone live across these platforms, with external content on Oxweb and internal content on OxIntranet. Upcoming migrations due to go live at the beginning of June include content from HR and IT Services.

Fresco’s recent development period has focused on ‘look and feel’ aspects of the platform, to improve the user experience. The pace of migrations is now picking up rapidly. An extension for Mosaic has been confirmed until April 2027 (formerly October 2026), but most migrations will proceed according to pre-agreed timelines, and the team is working directly with the small number of more complex sites where migration dates have been impacted and work will take longer to complete than originally anticipated.

Read the recent article about Oxweb's launch, OxIntranet developments and newly migrated content or visit the TODC webpages.

Managing Museum Collections at the Collections Storage Facility (CSF)

The project is at the midpoint of phase two and is progressing well. A cross-museum Focus Group has been established to shape how objects are recorded and tracked. The new systems supporting appointments and collections management have been set up and are ready for testing. Testing will take place across April and May, with Focus Group members helping to explore how the systems work in practice, build familiarity with new processes, and identify any adjustments needed. Following testing, the project will move into its final stage: training. The overall timeline remains on track, with project completion expected in July 2026.

Find out more: Managing Museum Collections at the Collections Storage Facility (CSF) 
 

HALO CRM Programme

The Halo Programme sits across our digital portfolios and is a key enabler of digital transformation. It is introducing a University-wide CRM platform to support student lifecycle, outreach and engagement activities, using the Microsoft Dynamics platform. This work brings together changes to systems, processes and ways of working across different parts of the University.

The programme recently published its Hilary term report, which focuses on the ongoing migration from DARS to the Halo platform. It outlines the sequence of this complex and carefully governed process of preparing, extracting and transforming data to enable a clearer and more comprehensive view of University audiences.

Hilary term also saw the successful launch of the second Halo product, Oxford Events, the University's new events listing site, which replaced OxTalks (which had reached end of life).

Research Portfolio

The digital Research Portfolio is focused on improving the systems and infrastructure that support academic research across the University. Current work includes reviewing research management processes, developing more consistent approaches to facilities and data, and investing in research computing.

While much of this work is relatively 'behind the scenes', it all affects how research is managed, supported and reported in practice, particularly for research administrators and support teams.

This term, Jolyon Harris steps down as Research Portfolio Lead, to take on his new role as Director of the Professional Services Programme (PSP). An appointment process will be getting underway for Jo’s successor.

Oxford Research Management System (ORMS) Programme

Work continues to review research management processes from proposal through to project closure. Staff are contributing through cross-divisional and Special Interest Groups, with workshops underway to support the transition from X5 to Worktribe for research project costing and award management, strategic reporting needs and risk assessment processes.

Integration work with Oracle, the University’s accounting system, continues. and People XD (HR management software) integration is currently undergoing testing. 

Following recruitment of divisional subject-matter experts, who will be seconded to the programme team to support this work, successful candidates are expected to start in Trinity term.

Read more about this work on the ORMS page on OxIntranet.

Research Facilities Management

Eight early-adopter departments from Medical Sciences and MPLS are working with the team to inform the onboarding process and help to develop a more consistent approach to facilities management.

Configuration and set-up of Stratocore PPMS (Pricing, Project, and Management System) is on track for completion by May, after which the eight departments can start adding their facility’s data to PPMS ahead of testing and roll-out in August.

Current work is focussed on agreeing billing approaches, clarifying roles and responsibilities, and defining reporting requirements. Key elements of branding and UX have been agreed. A planned integration with Oracle is being investigated.

Read more about this work on OxIntranet.

Research Practice Service Development Programme

Funding for this programme comes to an end this summer and the programme team is focusing on delivering against ten priority outputs by the end of July, covering Communication, Research Data Management, Training, and Policy.

Work is progressing well, with the following being key developments since the last update:

• Delivery of a prototype of the Research Practice Companion Chatbot
• Completion of the scoping phase of a FAIR compliance assessment tool for use on datasets deposited to the Oxford Research Archive
• Drafting of a new policy on Research Ethics and Integrity for review by Research and Innovation Committee (RIC) in May.

Research Computing Programme

The Director of Research Computing Infrastructure has been in post for several months, leading engagement across both research communities and service teams to shape Oxford’s future research computing provision. An updated three-year business case is expected to be approved in June.

Once approved, this programme will significantly enhance our capability through the recruitment of four key roles, investing in a flagship AI-enabled research computing system (planned for 2026/27), and bringing together central research computing expertise to form a single Oxford Research Computing (OxRC) function. The new system will be hosted in the Shared Data Centre as part of ongoing work with Estates to upgrade the facility.

The Oxford Trusted Research Environment (OxTRE) continues to progress at pace. A dedicated team, in place since December, has developed the initial platform using an agile approach and will begin working with the first five pilot projects from May.

In parallel, a decision is expected on the Research File Service (RFS) business case, which will align RFS with both OxTRE and OxRC, in June.

Administration Portfolio

The digital Administration Portfolio is delivering digital changes to core People, Finance, Assurance and Estates services, combining process redesign with new or updated systems. This work often involves moving from locally developed practices to more consistent, structured approaches, with implications for how departments manage activities such as hiring, purchasing and compliance. Some timelines are being adjusted to reflect the complexity of this change, with a continued focus on achieving workable, sustainable outcomes.

People and Finance Service Transformation

The People and Finance Service Transformation (PFST) programme aims to enhance processes and ways of working across HR and Finance, enabled by tools and technology, including AI and automation. Current priorities include developing high-level service models with Shared Leadership Groups (SLGs), refining timelines and plans, and progressing initial workstreams. The latter include system procurement preparation, data assessment, and reviewing services such as Talent Acquisition, covering resource planning, recruitment, and onboarding. The programme’s goal is to deliver streamlined, efficient, and user-centric services supported by modern, digital tools and approaches.

Purchasing Hierarchy Project

The Purchasing Hierarchy Project aims to improve how purchases are approved at the University. The project is reviewing its timeline in light of a number of unexpected complexities that have arisen during testing. The aim of the replanning is to ensure there is sufficient time for final assurance, user testing, and a smooth transition into operation across the University. A revised launch date will be communicated as soon as it is known.

Workforce Management

The majority of University departments and units are now using PeopleXD to manage leave and absence, and the project team is working closely with the handful of remaining departments so that all will be using the system for staff leave and absence by the time the project finishes in May. A series of additional training sessions have been running since February, with two more sessions left to run before the end of May; these have been communicated to local HR teams via email. Support for using PeopleXD, including guidance for HR teams, staff, managers and rostered roles, is available via the Workforce Management resource pages.

Strategic Health and Safety Modular System (SHSMS)

This project aims to enable simple day-to-day management of, and clear insight into, health and safety risks. A consultation activity with departments, run via divisions, took place this term. Departments were offered an online briefing, drop-in session, or tailored update, and 59 departments have submitted consultation responses to date. These responses have been summarised by division and will be reviewed by the Project Board. The insights gathered will shape the supplier brief and support vendor selection, which is scheduled to begin towards the end of Trinity term.

For further information, please email the SHSMS Project Team.

Education Portfolio

The digital Education Portfolio continues to progress work to maintain and enhance the systems and processes that underpin Oxford’s teaching, learning and student administration. Much of this work is incremental - delivered through Continuous Improvement teams, rather than through large-scale replacement - but it directly affects day-to-day processes for departments, colleges and academics. This term, the portfolio team is focusing on planning the pipeline of work for the three-year funding cycle ahead, ensuring that future activity is aligned with institutional priorities and continues to support the student lifecycle.

Since the last Projects Update in Hilary term, following Elaine Aitken’s retirement from the University, Natalie Burrows has been appointed as Education Portfolio Lead.

Exam Timetabling Operations

Following the update issued in Trinity Term 2025, EventMAP’s Optime Exam has been chosen to replace Oxford's CMIS timetable and bookings software, legacy Access databases and other manual processes. This will modernise exam timetabling and related operations.

The new system is expected to enable earlier, clearer timetables for students, colleges and departments, and minimise the need for as many manual workarounds across the collegiate University.

Technical go-live is planned for July 2026, with a pilot for exam resits in September 2026. Dedicated support will be available to colleagues throughout the transition.

Student Fees and Funding (SFF) Project

The SFF Project continues to deliver phased change to replace manual processes and establish a single source of fee and funding data. An amended business case has been developed to support the next phase, introducing a re-sequenced approach, primarily impacting the first phase of the Graduate Funding and Payments Processes (GFPP) workstream, moving to a more phased and controlled rollout. It has been through Scrutiny Group and is now awaiting review by the Education Portfolio Committee. 

The first GFPP1 go-live is now planned for early 2027, allowing core funding and payment in-system workflows to be introduced in stages. The Financial Declaration Form (FDF), which went live in November, is nearing the end of Early Life Support, with transition to business-as-usual planned for the end of May. Work on GFPP continues, with further phases extending delivery to undergraduate support and college and departmental funding. 

To learn more about the project, please visit the SFF project pages on OxIntranet