Creating Value
Learning 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
Literature review
Interviews with managers
across different sectors
Projects at participating
institutions
Evidence
Learning resources
(e.g. guidelines for delivering more with
less, practical ‘toolkits’, case studies,
examples of good practice)
Dissemination
(e.g. conferences, training and
information events)
University of Sussex
Strategic & operational efficiencies in relation
to enhancing the student experience:
• Student Life Centre
• IT learning resources
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.
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
•Organisations that thrive
• Challenges
• Key principles
• Some potential mechanisms
Who thrives when times are
tough?
• Organisations that have a focus on core
business; good cost control; and positive and
committed managers.
• Organisations that focus on reducing costs
through operational efficiencies, whilst investing
in R&D, assets and marketing.
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 and ambiguity
Need pragmatism, judgement, tolerance of ambiguity and
flexibility/adaptability; communication by senior managers is key
Key principles: Management &
leadership
• Commitment to changes
• Involvement in changes
• Fully understand the what and why
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.).
Key questions
•Do I understand clearly what is expected of me?
•Do I have the necessary skills and expertise to be able to
behave in that way?
•Do the organisations systems, processes and ways of
working reinforce and encourage that behaviour?
•Do I see other people in the organisation, particularly the
more senior and key leaders, acting in that way?
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/
• http:// www.cardiff.ac.uk/lean/
• ‘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:
• Ensuring someone has an overview of processes
• Extracting value from what we have
• Communication with colleagues
• Language.
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/cover in resources provided?
Keeping in touch
www.twitter.com/morewithlessHE
http://www.exeter.ac.uk/spc/stratplan/hefcecreatingvalue/
I.E.Springate@Exeter.ac.uk