Creating Value

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Creating Value Learning resources for managers to
deliver efficiencies whilst improving
effectiveness
Iain Springate, Project Manager Researcher
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Introductions

• Welcome and introductions
• The project
• Activities at Exeter, Falmouth, Sussex and UCA
• Emerging findings
• Discussion

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Re-Branding!
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Creating Value

• Aims to develop learning resources for managers
  in HE to aid them in generating efficiencies
• Funded by HEFCE (matched-funding) and led by the
  University of Exeter in partnership with the
  University of the Creative Arts, University
  College Falmouth and the University of Sussex

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Project Activities
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University of Sussex

• Strategic operational efficiencies in relation
  to enhancing the student experience
• Student advice services
• IT learning resources
• Graduate employability.

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University for the Creative Arts

• Structural organisational change to deliver
  enhanced international support functions
• Efficiencies in delivery of services currently
  dispersed across multiple depts
• Lower cost per head
• Best practice review
• Several scenarios.

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The University of Exeter

• Drive out the efficiencies from the recent
  transition to colleges
• Common Action Teams
• VfM Committee
• Staff suggestion scheme.

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Exeter Approach
Savings made by initiatives identified and
managed within Departments
Specific to college/ service initiatives
Opportunities identified through benchmarking
College/ service cost savings
Quick Wins Lead Department Heads
Working Smarter Lead Jeremy Lindley
H R Lead Stephen Cooper
Modernisation Fund Lead Patrick Kennedy
Procurement Lead John Malloch
Staff Suggestion Scheme Lead Patrick Kennedy
Cross university initiatives that can contribute
toward participating service/college savings
targets
Tactical initiatives to build momentum
Strategic initiatives
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Exeter activities

• Tell Us
• Evidence-based
• Devolved model
• Issues?
• Investigating SPC

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University College Falmouth

• Using Enterprise Architecture as part of a change
  management cycle to
• Identify areas efficiencies could be made
• Design and communicate changes
• Estimate potential savings.
• Mapping core processes and architecture involved
  in Timetabling CRM Student Records System
  projects

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UCF Enterprise Architecture
EA provides an evolving, dynamic way of
describing and aligning the functional aspects of
an organisation, its people, activities, tools,
resources and data/information, so they work more
effectively together to achieve its business
goals. JISC EA Early Adopters study
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Duplication of effort
Automation needs extending
Some automation not utilised
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UCF Outcomes to date

• AD-hoc room bookings system 14k pa
• Student withdrawal process 13K over 5 yrs
• Retention Mapping identifies issue re. key
  student contacts.
• Process maps will be available as part of the
  project.

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Creating Value Emerging Findings

• Based on literature review, interviews early
  reports from institutional projects
• Challenges
• Key principles for delivering efficiencies
• Potential mechanisms for delivering efficiencies

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Challenges
Enabling and sustaining culture
change Resistance poor performance higher
profile than reduced cost communication
involvement of managers key. Capacity Time
skills training/consultants trickle-down of
complexity/uncertainty.
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Key principles Management leadership

• Commitment to changes
• Involvement in changes
• Fully understand the what and why
• Lessons from previous recessions core business
  cost control positive and committed.

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Key principles Supporting staff

• Communication/training/information
• Specialist skills
• Ongoing feedback incentives

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Key principles Planning change

• Data use
• Fit of interventions with organisational
  culture
• Pilot projects
• Embedding for sustainability (e.g. LDPs
  performance management frameworks strategic
  documents etc.).

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Mechanisms Business process review

• Savings evidenced in literature
• More applicable to processes needing complete
  overhaul
• Complexity of non-manufacturing environments
• Language use.

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Mechanisms Lean

• Lean Customer-focused identifying value
  removing waste
• Need full implementation to draw full benefits
• Apply all Lean principles
• Staff focus on customer understand have a role
  in improving performance

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Mechanisms Lean resources

• http//www.st-andrews.ac.uk/lean/
• http//www.leanenterprise.org.uk/
• Lean Higher Education William Balzer
• Analysis of Lean Implementation in UK Business
  Schools and Universities Radnor Bucci

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Mechanism Idea capture schemes

• Evidence of significant savings and other
  benefits
• Different models
• Key success factors Scope process of
  evaluation communication reward publicity.

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Mechanism Energy use

• Technical interventions
• Behaviour modification schemes
• Key success factors feedback visibility of
  use incentives tips for saving
• http//www.electro-magnates.com/

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Summary Considerations

• Investment required
• Difficulty of measurement
• Fitting interventions to organisations.
• Simple things
• Extracting value from what we have
• Communication with colleagues
• Language
• Quick solutions!

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Two questions for discussion

• Is there successful experience you have been
  involved with/aware of that others could benefit
  from?
• Are there particular approaches or issues that
  you would like our research to investigate?

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Keeping in touch
www.twitter.com/morewithlessHE http//www.exeter.
ac.uk/spc/stratplan/hefcecreatingvalue/ I.E.Sprin
gate_at_Exeter.ac.uk