Creating ValueLearning resources for managers to deliver efficiencies whilst improving effectiveness

Iain Springate, Project Manager & Researcher

Introductions

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

Re-Branding!

‘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

Project Activities

Dissemination(e.g. conferences, training and information events)

Learning resources(e.g. guidelines for delivering more with less, practical ‘toolkits’, case studies, examples of good practice)

Interviews with managers across different sectors

Evidence

Literature review Projects at participating institutions

University of Sussex

Strategic & operational efficiencies in relation

to enhancing the student experience:

• Student advice services• IT learning resources• Graduate employability.

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.

The University of Exeter

Drive out the efficiencies from the recent

transition to colleges:

• Common Action Teams• VfM Committee• Staff suggestion scheme.

College/servicecost 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

Opportunities identified through benchmarking

Staff Suggestion

Scheme

Lead Patrick Kennedy

Savings made by initiatives identified and managed within Departments

Specific to college/ service initiatives

Cross university initiatives that can contribute toward participating service/college savings targets

Tactical initiatives to build momentum

Strategic initiatives

Exeter: Approach

Exeter: activities

Tell Us

• Evidence-based

• Devolved model

• Issues?

Investigating SPC

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

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

Duplication of effort

Automation needs extending

Some automation not utilised

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.

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

Challenges

Enabling and sustaining culture changeResistance; poor performance higher profile than

reduced cost; communication & involvement of

managers key.

CapacityTime; skills; training/consultants; ‘trickle-down’ of

complexity/uncertainty.

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.

Key principles: Supporting staff

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

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.).

Mechanisms: Business process review

Savings evidenced in literature

• More applicable to processes needing

complete overhaul• Complexity of non-manufacturing

environments• Language use.

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

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

Mechanism: Idea capture schemes

• Evidence of significant savings and other

benefits• Different models • Key success factors: Scope; process of

evaluation; communication; reward; publicity.

Mechanism: Energy use

• Technical interventions

• Behaviour modification schemes• Key success factors: feedback & visibility of

use; incentives; tips for saving• http://www.electro-magnates.com/

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!

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?

Keeping in touch

www.twitter.com/morewithlessHE

http://www.exeter.ac.uk/spc/stratplan/hefcecreatingvalue/

I.E.Springate@Exeter.ac.uk