1. Business Process Review Two examples of review at KU and critical success factors

2. Kingston University Business Process Review Project Review of admissions June 2003

3. Main findings Process has changed since the central department was created Objective was to improve speed of responses Based on premise that 80% could be processed centrally without academic scrutiny But applications requiring academic scrutiny has increased from 20% to 50% Current process is fundamentally sound Significant strengths identified BUT… Conflict exists between faculties & centre

4. Causes of conflict Assumption that 80% of applications should be processed centrally Lack of clarity –about roles & responsibilities –about terms & definitions Inefficiency, non-adherence to SLAs and no central deposit of information Resource issues Inadequate information flow

5. Conclusions drawn on findings A fundamental lack of trust between central dept and faculties Distancing of admissions tutors from central dept and vice versa All staff involved in admissions feeling disempowered and frustrated Difficulty in managing the process centrally due to lack of data input to student records system

6. So what did we do about it? 1st - defined and agreed the objectives of the process 2nd - defined and agreed the process to enable these objectives to be met 3rd - implemented new process to achieve objectives 4th - monitored the whole process with performance measures

7. Objectives of admissions To select and recruit suitable applicants to the right courses To optimise process to meet recruitment targets To embody good practice –ensuring it remains appropriate as the recruitment environment changes To provide high quality service to applicants

8. Key changes recommended Accept the changed environment and –Remove the assumption that the majority of undergraduate applications be centrally processed –Provide adequate resources for the additional academic decision making and interviewing where required Acknowledge the fact that process is a joint activity and that therefore the control of information is critical to allow the whole process to be managed Adopt a process whereby the decision is part of a timely process and use customer relationship management as a tool

9. Targets for communicating with applicants

13. Success depended upon adhering to new processes & responsibilities and ensuring adequate resources are allocated to meet the process timeframes articulating clear & unambiguous entry/offer criteria (& understanding distinctions from marketing statements) management information & measures which show the control of the process

14. Faculties invited to comment on CRM plan and timeframes Principles –Removal of assumption of majority processed by central dept –Academic decision making absolute (no matriculation checks by central dept) –Use of corporate system for all steps in process Process –Allocation of roles and responsibilities, particularly: Faculty/central department split Single faculty contact point Interview administration

15. What we achieved 2 years later Improved quality of service & response time to applicants –87% of all applications processed within the timeframes –47% of these within 5 working days –Despite 29% increase in applications and 40% increase in offers made Removed duplication of effort and reduced costs –U/G 11.5% efficiency gain –P/G 2.2% efficiency gain Harmonised procedures Clarified roles and responsibilities Developed user confidence and trust in the process All processing recorded in corporate system –Enables recruitment and admissions strategies to be measured and analysed for effectiveness –Provides mechanisms for continuous improvement

16. 29 th April 2005 Self Service Online Student Support Project Progress Update

17. Background BPR review and recommendations: need to change the way we provide support information to students New Student support model:  Self Service  First line support  Academic support  Specialist support

18. Faculty First Level Support Self Serve Academic Support Campus First Level Support Specialist Support F r o n t o f f i c e

19. Current student support on the web Externally published informationInternally published information ???

20. New Student Portal Single definitive reference point for all Student support information – replaced multitude of support websites Information organised thematically and not by University structure Extensive user testing ensured portal was intuitive and easily accessible Project involved key teams from across the University Launched September 05

21. Implementation plan Implementation project initiation Information mapping teams in Student Services Information mapping associated service depts Workshops with teams to assess information First draft information architecture created Extensive usability testing with students Editorial work “re-purpose” key information

22. Usability testing Industry standard techniques to improve student experience on the web Students were asked to complete a number of tasks on KLIC and then on the student portal. The time it took to complete each task was measured or until the student gave up. Two sets of tasks were created: one for home and EU students and one for international students.

23. Results of online testing – Home/EU students

24. Results of online testing – International students

25. Views on the student portal

32. Consider your approach to implementation Benefits of BPR managing implementation –Provides continuity from review process Communication with stakeholders and key influencers Easier to convert recommendations into implementation plan Recommendations not diluted in implementation because of roadblocks Detailed understanding to tackle roadblocks in implementation –Provides additional resource for implementation tasks as support for operational environment

33. But MINUS points are Harder to meet milestones on critical path –No line management authority of project team –Conflict with operational demands –Less direct ownership of change by process owners and operational team Involvement delayed move to next business process review project

34. Be flexible in implementation Be responsive to constructive criticism Be prepared to review your recommendations Take account of feedback and concerns from your stakeholders They may be right !! We revised our original CRM targets in the light of feedback from faculties about time required to complete interviews

35. Agree time for review Agree a time for post implementation review And compare against measurements taken of current processes to demonstrate benefits achieved by change Be aware of the time lag before being able to demonstrate improvement Many processes are based on the annual cycle of events in academic administration which makes it more difficult to maintain momentum and motivation because of the delay in showing improvements have been achieved Be patient and hold on to your goals

36. Critical success factors Plan carefully –Don’t under-estimate time and resource required for review and implementation of new processes –Allow sufficient time for detailed planning of procedures to support the new process before implementation in the operational environment

37. Critical success factors Top level champions as sponsors of the project, able to –Actively support the project –Be proactive champions of change Are at the right level and respected within the organisation

38. Critical success factors Independence from faculties and departments Internal secondment of BPR Manager With internal knowledge of Organisation structure, culture and sub-cultures Business processes Key influences/decision makers and can actively persuade them of benefit to support change at all levels And also champions change

39. Critical success factors Inclusive approach to review –Involved stakeholders –Managed stakeholders expectations Structured approach to implementation –Project manager and project skills –Involved stakeholders –Communication strategy –Managed stakeholders expectations –Resource (design of change = 20% of the effort - implementation = 80%) Determination!

40. Accept process of transition to change Steps in process Denial; withdrawal and business as usual Resistance; anger and blame Exploration; over preparation, confusion Commitment; when working together and defining objectives Techniques to adopt Provide information and set expectations Listen to concerns and acknowledge feelings Concentrate on priorities Set long term goals and move towards these gradually